This presentation is version 3 of the strategic plan for Real Bedford Football Club.
Our goals are:
1. Men's Team - To bring League Football to Bedford and ultimately get us into the Premier League.
2. Women's' Team - To bring Championship to Bedford and ultimately get us into the Women's Super League.
This presentation is the strategic plan for Real Bedford Football Club.
Our goal is to bring league football to Bedford and ultimately get us into the Premier League.
This document outlines a national plan for non-professional football in Scotland from 2017-2020. The plan aims to achieve outcomes in growing the game, developing talent, and using football for social change. Key objectives include increasing participation, improving coach education, strengthening clubs, and creating an attractive environment for players. The plan will be delivered through partnerships between the Scottish FA and other organizations to benefit communities across Scotland through football.
The document summarizes the key recommendations from a high-performance review of men's cricket in England and Wales. The review sets an ambitious vision of making England the best men's cricket team in the world across all formats within five years.
The summary outlines 17 recommendations focused on: 1) focusing and aligning high performance across the game, 2) equipping players to succeed internationally, 3) improving the domestic game, and 4) making England teams inspiring winners. Some highlights include reducing domestic cricket volume, upgrading domestic competitions, incentivizing high-quality pitches, and better managing player workloads.
British Basketball Game On Strategy - 2008-2013Hoopsfix
This is the Game On 2008-13 British basketball strategy paper which was produced via a series of debriefs, forums and workshops conducted in the aftermath of the 2007 competitive international basketball season.
Their vision for British Basketball for the end of the 2012-13 financial year was built around the fulfilment of the following key goals:
> Great Britain men’s and women’s teams having competed in the quarterfinals of the London 2012 Olympic Games, and finishing in the top half of their respective competitions
> Great Britain teams well placed to secure qualification for the 2016 Olympic Games, following successful participation in the 2014 World Championships and 2013 and 2015 European A Division Championships
> Great Britain’s men’s and women’s teams based on robust
communities of players, coaches and support staff who are
committed to placing British basketball in the top 10 of the FIBA world rankings
> A clear structure of leadership and governance for the Great
Britain basketball programme, within which all stakeholders
have ownership of and commitment to the philosophies
and processes which have been adopted and implemented
> Shared marketing themes established that link the Great Britain teams, the NBA, FIBA and FIBA Europe, the British Basketball League (BBL) and the home nation associations
> Diverse income streams which arise from increased leverage exercised against both public and private sources of funding, and reduced dependency on UK Sport performance funding
The document outlines New Zealand Football's new National Player Development Framework, which aims to establish a consistent pathway for developing youth players' skills and retaining them in football. The framework is backed by research and international best practices, and will be piloted by 100 clubs across New Zealand in 2011 to guide the wider rollout in 2012. It provides standardized programs and resources to help clubs develop young players' technical abilities while keeping them engaged in the sport over the long term.
The strategic plan outlines the Gold Coast Titans' vision, mission, and values for 2015-2019. It establishes goals around growing fan membership and community involvement, improving commercial performance, consistently making the finals in rugby league, achieving balanced financial performance, and building a high-performing workforce. The plan was adopted by the independent board as a blueprint for the club's future success and professionalism under new leadership and governance structures.
The Fitzroy Doncaster Cricket Club annual report summarizes the 2013-2014 season. It provides details on office bearers, the president's report on cricket activities and finances, balance sheets, and statistics for each grade. The club recorded a small financial loss but improved facilities and hosted significant matches. The coaching staff is thanked and plans are underway for next season with a new senior coach.
Middlesbrough Futsal Club was formed in 2007 and has been a member of the FA National Futsal League since 2008. The club aims to compete regularly at the top of the league using homegrown players and eventually compete in European competitions. They have developed youth academies and partnerships with local universities and councils. The club plans to make the new Middlesbrough Sports Village its home and hopes to grow participation in futsal in the region financially supported by its academy programs and sponsors.
This presentation is the strategic plan for Real Bedford Football Club.
Our goal is to bring league football to Bedford and ultimately get us into the Premier League.
This document outlines a national plan for non-professional football in Scotland from 2017-2020. The plan aims to achieve outcomes in growing the game, developing talent, and using football for social change. Key objectives include increasing participation, improving coach education, strengthening clubs, and creating an attractive environment for players. The plan will be delivered through partnerships between the Scottish FA and other organizations to benefit communities across Scotland through football.
The document summarizes the key recommendations from a high-performance review of men's cricket in England and Wales. The review sets an ambitious vision of making England the best men's cricket team in the world across all formats within five years.
The summary outlines 17 recommendations focused on: 1) focusing and aligning high performance across the game, 2) equipping players to succeed internationally, 3) improving the domestic game, and 4) making England teams inspiring winners. Some highlights include reducing domestic cricket volume, upgrading domestic competitions, incentivizing high-quality pitches, and better managing player workloads.
British Basketball Game On Strategy - 2008-2013Hoopsfix
This is the Game On 2008-13 British basketball strategy paper which was produced via a series of debriefs, forums and workshops conducted in the aftermath of the 2007 competitive international basketball season.
Their vision for British Basketball for the end of the 2012-13 financial year was built around the fulfilment of the following key goals:
> Great Britain men’s and women’s teams having competed in the quarterfinals of the London 2012 Olympic Games, and finishing in the top half of their respective competitions
> Great Britain teams well placed to secure qualification for the 2016 Olympic Games, following successful participation in the 2014 World Championships and 2013 and 2015 European A Division Championships
> Great Britain’s men’s and women’s teams based on robust
communities of players, coaches and support staff who are
committed to placing British basketball in the top 10 of the FIBA world rankings
> A clear structure of leadership and governance for the Great
Britain basketball programme, within which all stakeholders
have ownership of and commitment to the philosophies
and processes which have been adopted and implemented
> Shared marketing themes established that link the Great Britain teams, the NBA, FIBA and FIBA Europe, the British Basketball League (BBL) and the home nation associations
> Diverse income streams which arise from increased leverage exercised against both public and private sources of funding, and reduced dependency on UK Sport performance funding
The document outlines New Zealand Football's new National Player Development Framework, which aims to establish a consistent pathway for developing youth players' skills and retaining them in football. The framework is backed by research and international best practices, and will be piloted by 100 clubs across New Zealand in 2011 to guide the wider rollout in 2012. It provides standardized programs and resources to help clubs develop young players' technical abilities while keeping them engaged in the sport over the long term.
The strategic plan outlines the Gold Coast Titans' vision, mission, and values for 2015-2019. It establishes goals around growing fan membership and community involvement, improving commercial performance, consistently making the finals in rugby league, achieving balanced financial performance, and building a high-performing workforce. The plan was adopted by the independent board as a blueprint for the club's future success and professionalism under new leadership and governance structures.
The Fitzroy Doncaster Cricket Club annual report summarizes the 2013-2014 season. It provides details on office bearers, the president's report on cricket activities and finances, balance sheets, and statistics for each grade. The club recorded a small financial loss but improved facilities and hosted significant matches. The coaching staff is thanked and plans are underway for next season with a new senior coach.
Middlesbrough Futsal Club was formed in 2007 and has been a member of the FA National Futsal League since 2008. The club aims to compete regularly at the top of the league using homegrown players and eventually compete in European competitions. They have developed youth academies and partnerships with local universities and councils. The club plans to make the new Middlesbrough Sports Village its home and hopes to grow participation in futsal in the region financially supported by its academy programs and sponsors.
One National Plan - for non-professional football in Scotland 2013-2015Dog Digital
Football is the National Sport of Scotland and the People’s Game. It contributes to
the health of our nation and has the power to make a positive impact in our local
communities. Football is intrinsic to Scotland’s culture and can create a sense of pride,
having the capacity to lift the spirits of our nation and provide a sense of purpose.
The beating heart of our game lies within grassroots football. Through the participation,
passion, energy and dedication of players, coaches, volunteers and officials our game
is enjoyed the length and breadth of our country, providing extensive benefits to all
involved.
For the good of our nation and for the good of our game, non-professional football
needs to be vibrant. For all ages, for all abilities and for people across all walks of life, our aim should be to make the game available, attractive and rewarding, widening its impact and the obvious benefits such as citizenship and health.
This plan has been developed during a challenging but exciting time in our game and
with the willingness of all major partners to collaborate and work collectively towards an
agreed vision for football.
The Junior Premier League is a youth football league for clubs interested in developing players through high-quality coaching and competitive matches. It has over 90 clubs and 400 teams across multiple age groups. The league prioritizes player development over results and ensures all players receive significant playing time. Matches are played in a format similar to professional academies to allow for coaching input and substitutions. The league also organizes tournaments and aims to bridge the gap between grassroots and professional football.
The Junior Premier League is a youth football league for clubs interested in developing players through high-quality coaching and competitive matches. It has over 90 clubs and 400 teams across multiple age groups. The league prioritizes player development over results and ensures all players receive significant playing time. Matches are played in a format similar to professional academies to allow for coaching input and substitutions. The league also organizes tournaments and aims to bridge the gap between grassroots and professional football.
Basketball England Strategic Plan 2018-2024 - Initial DraftHoopsfix
Basketball England's initial draft of their strategic plan for 2018-2024, open for public consultation, released on 31.08.18, taking feedback until September 15, with final plan aimed to be released October 1.
TRRHC is a hockey club with 500 members across men's, women's, and junior teams. Their 5-year plan from 2015-2020 aims to grow membership to 1000, provide quality coaching at all levels, create a family-friendly environment, field elite competitive teams, maintain excellent facilities, and operate with an annual surplus. They outline specific targets and initiatives within coaching, youth development, social activities, and facilities. They call on members to volunteer in many club roles to help implement the plan and gain experience.
The Gap Football Club is located in Brisbane, Australia and has over 1350 members across 70 teams. In 2016, the club had its most successful season to date with several team winning premierships. The club is seeking sponsorship to support its continued growth and improvement of facilities. Sponsorship opportunities range from principal partners who receive prominent branding to bronze partners who receive signage. Funds will support equipment, facilities, and developing junior coaches. Partnering with the club provides businesses access to the club's large member base and opportunities to promote through various channels.
The document outlines the strategic vision and plans of ECFC 20/20, a football club, to achieve its ambitions over the next decade. It discusses establishing objectives, communicating the vision, ensuring strategy drives operations. It details actions to appoint leadership, produce budgets, transform revenue streams, and support the community. The vision is for ECFC to be the leading club in the southwest drawing large crowds with a family-focused atmosphere and community support. Strategic plans are outlined for marketing, human resources, football/youth development, community/environment, facilities, finances, and communications.
Basketball England Strategic Plan - Growing Basketball Together, 2018-2024Hoopsfix
The strategic plan outlines Basketball England's vision and mission to grow basketball participation in England from 2018-2024 by focusing on enhancing infrastructure, developing talent, retaining and growing participation, and being a high performing governing body. The plan was informed by research and consultation with the basketball community to improve the player pathway from youth to elite levels and support clubs and volunteers.
Working in partnership with your club - The Newport County AFC experienceSupporters Direct
With so much going on at a local level it is often difficult to fully appreciate the work of other trusts, see the successes they have had and how they've achieved them. This session gave an opportunity to hear from supporters' trusts that have had a particularly busy year for different reasons - be it running campaigns, scrutinising their clubs, engaging and growing their membership or building partnerships and influence - something for everyone.
We know that the relationship that a trust has with the club they support can have a big bearing on the type of work that goes on, so in the first session we heard from trusts that have a good partnership with their club, whereas in the second session we will heard from trusts that either have no working relationship or a begrudging one at best.
Manchester City had a historic season in 2011-12, winning its first Premier League title. The Club has assembled a world-class squad for continued success. It is also putting its Academy development plan into action to produce more homegrown players and working to complete the new City Football Academy facility.
Premier Cricket Development Program 201718 Executive Summary FINAL.pdfJosephAdhikari2
The Premier Cricket Development Program (PCDP-01) aims to improve Australian premier cricket clubs' ability to develop talent and engage their communities. It provides objective measures for clubs to meet minimum standards and allows for evaluation and improvement. The program incorporates Cricket Australia's player pathway framework, recommendations from a competitions review, and links to the Australian Cricketers' Association's premier cricket program. It seeks to drive consistency across areas like facilities, coaching, and participation.
Boccia England is the national governing body for the sport of boccia in England. It has created a new strategic plan to guide it through a period of development as an organization and sport. The plan is based on consultation with members, volunteers, athletes and partners. It identifies five strategic priorities: promote participation in the sport; empower athletes to achieve their potential; provide a sustainable future for the sport; support and develop staff and volunteers; and develop and govern the sport. The plan's goals are to increase participation, coaching qualifications, competitions, partnerships and funding to support growth of the sport.
The document summarizes various sponsorship opportunities available through the Dorset County Football Association. These include becoming a main sponsor of the County Ground as it undergoes redevelopment, advertising on stadium signage, sponsoring county cups or leagues, bespoke advertising packages through DCFA publications, and sponsoring county representative teams, the youth council, or referee development. Sponsorship would provide branding exposure and support grassroots football in Dorset. Interested businesses are encouraged to contact the County Facilities and Marketing Officer for more details.
Ignite performance - An investment opportunityBen Davies
This document proposes an investment opportunity to create a sports performance hub called Ignite Performance in Cambridge and South Cambs. It would provide multidisciplinary support services for recreational, amateur, and professional athletes. The management team has experience in coaching, physiotherapy, business management, and sports relations. Their vision is to build an accessible world-class support system like the English Institute of Sport. Research shows a lack of specialist sports services in the area despite many sports clubs and physically active residents. The facility would offer services like strength training, injury rehabilitation, and sport-specific testing. Their goals are to support local clubs and create a pathway for athletes from ages 11 to 70+. They seek investors and partners to help realize their vision.
This corporate brochure for Exeter City Football Club outlines the various sponsorship, advertising, and hospitality opportunities available to businesses to promote their brand through association with the club. These include matchday sponsorships and hospitality packages providing entertainment for clients, match program advertising, digital advertising on club websites and social media, and perimeter signage at the stadium visible on television. The club aims to provide businesses with exposure to local, regional, and international audiences and opportunities to engage customers through their shared support of the club.
Arsenal Football Club was founded in 1886 and originally named Dial Square. It has since moved locations and changed names, settling on Arsenal in 1893. In 2006, Arsenal opened the Emirates Stadium after moving from Highbury. Arsenal has had financial success in recent years, with revenues over £300 million in 2014, though profits have declined from 2012 levels. Costs, especially wages, have increased significantly. The club aims to further boost revenues through avenues like increased stadium capacity and international expansion.
Partner presentation 2 Touch Football AcademyTony McCool
Could your organisation help us make the dream of FREE football happen in Luton, Dunstable, Bedfordshire. We want players selected on ability to play not pay! But we can only do it with partner help and sponsorship. Please help us make it happen.
This is the official Kafue Celtics Football Club Sponsors Information pack for the 2018 season. If you would like to be a sponsor please feel free to read through.
The document provides information about sponsorship and advertising opportunities with Northamptonshire County Cricket Club. It discusses increasing attendance numbers, growing social media presence, and community outreach programs. Sponsorship packages offer brand exposure and benefits like player visits. Advertising can be purchased on the club's website and magazine. Contact details are provided to discuss customized partnership packages.
Russell Edwards is an experienced marketing, sponsorship, and business development executive with over 20 years of experience successfully working with high-profile companies. He has negotiated large sponsorship agreements and managed major sporting events. His areas of expertise include strategic planning, sponsorship sales, event management, and developing business relationships. He has worked for organizations like the Brisbane Broncos, Brisbane Bullets, and has owned his own marketing company EP Marketing since 2005.
Wayne Kimmel on identifying, scaling, and supporting the sports industry inno...Neil Horowitz
On episode 273 of the Digital and Social Media Sports Podcast, Neil chatted with Wayne Kimmel, Managing Partner of sports-focused venture capital firm SeventySix Capital.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
One National Plan - for non-professional football in Scotland 2013-2015Dog Digital
Football is the National Sport of Scotland and the People’s Game. It contributes to
the health of our nation and has the power to make a positive impact in our local
communities. Football is intrinsic to Scotland’s culture and can create a sense of pride,
having the capacity to lift the spirits of our nation and provide a sense of purpose.
The beating heart of our game lies within grassroots football. Through the participation,
passion, energy and dedication of players, coaches, volunteers and officials our game
is enjoyed the length and breadth of our country, providing extensive benefits to all
involved.
For the good of our nation and for the good of our game, non-professional football
needs to be vibrant. For all ages, for all abilities and for people across all walks of life, our aim should be to make the game available, attractive and rewarding, widening its impact and the obvious benefits such as citizenship and health.
This plan has been developed during a challenging but exciting time in our game and
with the willingness of all major partners to collaborate and work collectively towards an
agreed vision for football.
The Junior Premier League is a youth football league for clubs interested in developing players through high-quality coaching and competitive matches. It has over 90 clubs and 400 teams across multiple age groups. The league prioritizes player development over results and ensures all players receive significant playing time. Matches are played in a format similar to professional academies to allow for coaching input and substitutions. The league also organizes tournaments and aims to bridge the gap between grassroots and professional football.
The Junior Premier League is a youth football league for clubs interested in developing players through high-quality coaching and competitive matches. It has over 90 clubs and 400 teams across multiple age groups. The league prioritizes player development over results and ensures all players receive significant playing time. Matches are played in a format similar to professional academies to allow for coaching input and substitutions. The league also organizes tournaments and aims to bridge the gap between grassroots and professional football.
Basketball England Strategic Plan 2018-2024 - Initial DraftHoopsfix
Basketball England's initial draft of their strategic plan for 2018-2024, open for public consultation, released on 31.08.18, taking feedback until September 15, with final plan aimed to be released October 1.
TRRHC is a hockey club with 500 members across men's, women's, and junior teams. Their 5-year plan from 2015-2020 aims to grow membership to 1000, provide quality coaching at all levels, create a family-friendly environment, field elite competitive teams, maintain excellent facilities, and operate with an annual surplus. They outline specific targets and initiatives within coaching, youth development, social activities, and facilities. They call on members to volunteer in many club roles to help implement the plan and gain experience.
The Gap Football Club is located in Brisbane, Australia and has over 1350 members across 70 teams. In 2016, the club had its most successful season to date with several team winning premierships. The club is seeking sponsorship to support its continued growth and improvement of facilities. Sponsorship opportunities range from principal partners who receive prominent branding to bronze partners who receive signage. Funds will support equipment, facilities, and developing junior coaches. Partnering with the club provides businesses access to the club's large member base and opportunities to promote through various channels.
The document outlines the strategic vision and plans of ECFC 20/20, a football club, to achieve its ambitions over the next decade. It discusses establishing objectives, communicating the vision, ensuring strategy drives operations. It details actions to appoint leadership, produce budgets, transform revenue streams, and support the community. The vision is for ECFC to be the leading club in the southwest drawing large crowds with a family-focused atmosphere and community support. Strategic plans are outlined for marketing, human resources, football/youth development, community/environment, facilities, finances, and communications.
Basketball England Strategic Plan - Growing Basketball Together, 2018-2024Hoopsfix
The strategic plan outlines Basketball England's vision and mission to grow basketball participation in England from 2018-2024 by focusing on enhancing infrastructure, developing talent, retaining and growing participation, and being a high performing governing body. The plan was informed by research and consultation with the basketball community to improve the player pathway from youth to elite levels and support clubs and volunteers.
Working in partnership with your club - The Newport County AFC experienceSupporters Direct
With so much going on at a local level it is often difficult to fully appreciate the work of other trusts, see the successes they have had and how they've achieved them. This session gave an opportunity to hear from supporters' trusts that have had a particularly busy year for different reasons - be it running campaigns, scrutinising their clubs, engaging and growing their membership or building partnerships and influence - something for everyone.
We know that the relationship that a trust has with the club they support can have a big bearing on the type of work that goes on, so in the first session we heard from trusts that have a good partnership with their club, whereas in the second session we will heard from trusts that either have no working relationship or a begrudging one at best.
Manchester City had a historic season in 2011-12, winning its first Premier League title. The Club has assembled a world-class squad for continued success. It is also putting its Academy development plan into action to produce more homegrown players and working to complete the new City Football Academy facility.
Premier Cricket Development Program 201718 Executive Summary FINAL.pdfJosephAdhikari2
The Premier Cricket Development Program (PCDP-01) aims to improve Australian premier cricket clubs' ability to develop talent and engage their communities. It provides objective measures for clubs to meet minimum standards and allows for evaluation and improvement. The program incorporates Cricket Australia's player pathway framework, recommendations from a competitions review, and links to the Australian Cricketers' Association's premier cricket program. It seeks to drive consistency across areas like facilities, coaching, and participation.
Boccia England is the national governing body for the sport of boccia in England. It has created a new strategic plan to guide it through a period of development as an organization and sport. The plan is based on consultation with members, volunteers, athletes and partners. It identifies five strategic priorities: promote participation in the sport; empower athletes to achieve their potential; provide a sustainable future for the sport; support and develop staff and volunteers; and develop and govern the sport. The plan's goals are to increase participation, coaching qualifications, competitions, partnerships and funding to support growth of the sport.
The document summarizes various sponsorship opportunities available through the Dorset County Football Association. These include becoming a main sponsor of the County Ground as it undergoes redevelopment, advertising on stadium signage, sponsoring county cups or leagues, bespoke advertising packages through DCFA publications, and sponsoring county representative teams, the youth council, or referee development. Sponsorship would provide branding exposure and support grassroots football in Dorset. Interested businesses are encouraged to contact the County Facilities and Marketing Officer for more details.
Ignite performance - An investment opportunityBen Davies
This document proposes an investment opportunity to create a sports performance hub called Ignite Performance in Cambridge and South Cambs. It would provide multidisciplinary support services for recreational, amateur, and professional athletes. The management team has experience in coaching, physiotherapy, business management, and sports relations. Their vision is to build an accessible world-class support system like the English Institute of Sport. Research shows a lack of specialist sports services in the area despite many sports clubs and physically active residents. The facility would offer services like strength training, injury rehabilitation, and sport-specific testing. Their goals are to support local clubs and create a pathway for athletes from ages 11 to 70+. They seek investors and partners to help realize their vision.
This corporate brochure for Exeter City Football Club outlines the various sponsorship, advertising, and hospitality opportunities available to businesses to promote their brand through association with the club. These include matchday sponsorships and hospitality packages providing entertainment for clients, match program advertising, digital advertising on club websites and social media, and perimeter signage at the stadium visible on television. The club aims to provide businesses with exposure to local, regional, and international audiences and opportunities to engage customers through their shared support of the club.
Arsenal Football Club was founded in 1886 and originally named Dial Square. It has since moved locations and changed names, settling on Arsenal in 1893. In 2006, Arsenal opened the Emirates Stadium after moving from Highbury. Arsenal has had financial success in recent years, with revenues over £300 million in 2014, though profits have declined from 2012 levels. Costs, especially wages, have increased significantly. The club aims to further boost revenues through avenues like increased stadium capacity and international expansion.
Partner presentation 2 Touch Football AcademyTony McCool
Could your organisation help us make the dream of FREE football happen in Luton, Dunstable, Bedfordshire. We want players selected on ability to play not pay! But we can only do it with partner help and sponsorship. Please help us make it happen.
This is the official Kafue Celtics Football Club Sponsors Information pack for the 2018 season. If you would like to be a sponsor please feel free to read through.
The document provides information about sponsorship and advertising opportunities with Northamptonshire County Cricket Club. It discusses increasing attendance numbers, growing social media presence, and community outreach programs. Sponsorship packages offer brand exposure and benefits like player visits. Advertising can be purchased on the club's website and magazine. Contact details are provided to discuss customized partnership packages.
Russell Edwards is an experienced marketing, sponsorship, and business development executive with over 20 years of experience successfully working with high-profile companies. He has negotiated large sponsorship agreements and managed major sporting events. His areas of expertise include strategic planning, sponsorship sales, event management, and developing business relationships. He has worked for organizations like the Brisbane Broncos, Brisbane Bullets, and has owned his own marketing company EP Marketing since 2005.
Similar to Project 9 - Strategy (24/25 Season) (20)
Wayne Kimmel on identifying, scaling, and supporting the sports industry inno...Neil Horowitz
On episode 273 of the Digital and Social Media Sports Podcast, Neil chatted with Wayne Kimmel, Managing Partner of sports-focused venture capital firm SeventySix Capital.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Olympic 2024 squads USMNT, Spain, France & every official men's football tour...Eticketing.co
Paris 2024 fans worldwide can book Olympic Football Tickets from our online platforms e-ticketing. co. Fans can book Olympic Tickets on our website at discounted prices. Experience the thrill of the Games in Paris and support your favourite athletes as they compete for glory.
Serbia vs England Tickets: In Euro 2024 Tensions Flare Between Serbia and Kos...Eticketing.co
Eticketing.co offers UEFA Euro 2024 Tickets to admirers who can get Serbia vs England Tickets through our trusted online ticketing marketplace. Eticketing.co is the most reliable source for booking Euro Cup Final Tickets. Sign up for the latest Euro Cup Germany Ticket alert.
Top 10 Stylish Cricket Players of All TimeCricketMood
Top 10 Stylish Cricket Players of All Time
Cricket, often referred to as a gentleman's game, has seen its fair share of stylish players who have not only dazzled fans with their skills but also with their charisma and fashion sense. Here, we celebrate the top 10 stylish cricket players of all time who have set trends both on and off the field.
Source: all Images are taken from Google
1. Shubhman Gill
Shubhman Gill, the young Indian batting sensation, has taken the cricket world by storm with his elegant batting style. Known for his classic technique and calm demeanor, Gill’s style is a perfect blend of tradition and modernity. Off the field, his fashion choices are a reflection of his youth, often seen sporting casual yet chic outfits. His social media is a testament to his fashion-forward thinking, making him a favorite among the younger fans.
2. Virat Kohli
Virat Kohli, the former Indian captain, is not only known for his aggressive batting and leadership but also for his impeccable style. Kohli has a keen sense of fashion, often seen in tailored suits, trendy casuals, and athletic wear. His fitness regime is well-documented, and his commitment to a healthy lifestyle has set new standards. Off the field, his collaborations with various fashion brands highlight his status as a style icon in the cricketing world.
3. Shahid Afridi
Shahid Afridi, affectionately known as "Boom Boom," has been a crowd favorite for his explosive batting and charismatic personality. Afridi’s style is as bold as his cricketing approach. Whether it’s his rugged beard or his choice of traditional Pakistani attire, Afridi exudes confidence. His ability to effortlessly switch between traditional and contemporary fashion makes him a versatile style icon.
4. KL Rahul
KL Rahul, the Indian opener, is the epitome of contemporary cricketing style. Known for his tattoos and cool demeanor, Rahul's style is a mix of modern and edgy. He is often seen experimenting with different hairstyles and outfits, from streetwear to high fashion. His off-field persona is as captivating as his on-field performances, making him one of the most stylish cricketers today.
5. Smriti Mandhana
Smriti Mandhana, the Indian women’s team opener, has become an inspiration for many young girls. Her graceful batting is complemented by her elegant style off the field. Mandhana prefers a simple yet sophisticated look, often seen in elegant dresses and traditional Indian wear. Her natural beauty and unpretentious style make her a true fashion icon in women's cricket.
6. Hardik Pandya
Hardik Pandya, the flamboyant Indian all-rounder, is known for his bold fashion choices. Whether it’s his daring hairstyles, flashy accessories, or trendsetting outfits, Pandya knows how to make a statement. His confidence and ability to pull off any look, from streetwear to formal suits, have made him a trendsetter in the cricketing community.
7. Kevin Pietersen
Kevin Pietersen, the former England cricketer, is reno
From Stage to Stadium: Tahnee Meihack’s Passion for Acting and Spanish Footballmeihacktahnee
Dive into the captivating world of Tahnee Meihack, a renowned actor in the UAE who balances her thriving career with a fervent passion for Spanish football. Explore how Tahnee's love for FC Barcelona and her admiration for football legends like Lionel Messi influence her life both on and off the stage. This blog reveals how she manages her dual passions, drawing parallels between the discipline of acting and the excitement of the beautiful game. Discover how Tahnee's journey from stage to stadium exemplifies the enriching intersection of art and sport, inspiring fans and fellow artists alike.
Euro Cup 2024 Preview, Prediction, Kick-Off Time Team News for Germany vs Swi...Eticketing.co
Hordes Germany will look to triumph on home soil at Euro Cup 2024 this seasonal. The three-time Euro Cup Germany champions have disappointed at recent major tournaments, exiting the last two World Cups in the group epochs and only reaching last-16 of Euro 2020, where they lost to England at Wembley three years before.
We offer Euro Cup Tickets to admirers who can get Switzerland vs Germany Tickets through our trusted online ticketing marketplace. Eticketing.co is the most reliable source for booking Euro Cup Final Tickets. Sign up for the latest Euro Cup Germany Ticket alert.
uro Cup 2024 Tickets | Euro Cup Tickets | Euro Cup Final Tickets | Georgia Euro Cup Tickets
But Julian Nagelsmann will be out to recuperate the spirits of the home nation and recent victories over France and the Netherlands in friendly contests was a sign that Germany will be among the competitors for the title this summer.
Scotland, Switzerland and Hungary delay in Group A, with Germany kicking off the UEFA Euro 2024 against the Scots in Munich on June 13. Nagelsmann’s crew has been bolstered by Bayer Leverkusen’s remarkable unbeaten Bundesliga accomplishment, with star Florian Wirtz named player of the year in the German top-flight.
The 21-year-old star adds to a quantity of national team stalwarts who remain from Germany’s World Cup triumph in 2014, with Thomas Muller and Manuel Neuer amalgamated by the returning Toni Kroos, who is back from international withdrawal.
Euro Cup 2024: Julian Nagelsmann Announces Euro Cup Germany's 27-Player Preliminary Squad
Julian Nagelsmann named a 27-player introductory Euro Cup squad on 16 May. This must be cut down to at least 26 players, including three goalkeepers, by the 6 June target.
Goalkeepers: Manuel Neuer (Bayern Munich), Marc-Andre ter Stegen (Barcelona), Oliver Baumann (Hoffenheim), Alex Nubel (Stuttgart),
Defenders: Waldemar Anton (Stuttgart), David Raum (RB Leipzig), Antonio Rudiger (Real Madrid). Moreover Nico Schlotterbeck (Borussia Dortmund), Jonathan Tah (Bayer Leverkusen). Benjamin Henrichs (RB Leipzig), Joshua Kimmich (Bayern Munich), Robin Koch (Eintracht Frankfurt), Maximilian Mittelstadt (Stuttgart)
uro Cup 2024 Tickets | Euro Cup Tickets | Euro Cup Final Tickets | Georgia Euro Cup Tickets
Midfielders: Toni Kroos (Real Madrid), Jamal Musiala (Bayern Munich), Aleksandar Pavlovic. Although, Robert Andrich (Bayer Leverkusen), Chris Fuhrich (Stuttgart), Pascal Gross (Brighton and Hove Albion). Florian Wirtz (Bayer Leverkusen), Ilkay Gundogan (Barcelona), (Bayern Munich), Leroy Sane (Bayern Munich)
Forwards: Thomas Muller (Bayern Munich), Deniz Undav (Stuttgart), Maximilian Beier (Hoffenheim), Niclas Fullkrug (Borussia Dortmund), Kai Havertz (Arsenal)
Switzerland vs Germany: Murat Yakin Announces Switzerland Euro Cup 2024 Preliminary 38-Man Squad
Executive Murat Yakin selected a preliminary 38-man Euro Cup 2024 squad on May 17. Due to a number of his troupes still active on club duty. "As many experienced
Slovenia vs Serbia Predictions and Match Preview for Euro 2024.docxEuro Cup 2024 Tickets
Slovenia will clash with Serbia this Thursday. Explore our Match Preview, Predictions, and Betting Tips, including Head-to-Head statistics (h2h) and Team Form Analysis
sports infrastructure company detail profilesajidsayed9
We 4 Lions Academy are one of the leading sports company in Pune, well known for excellent coaching for various types of sports and developing various sports infrastructure. At 4 Lions Academy, we specialize in the development and management of premier sports infrastructure. Our comprehensive services encompass the entire project lifecycle, from initial design and construction to full operational management. We deliver end-to-end solutions tailored to meet the specific needs of each client, ensuring top-quality facilities that foster athletic excellence. Our expertise guarantees a seamless and efficient process, providing state-of-the-art environments where athletes can thrive.
We provide a variety of sports to children of all abilities and encourage exercise, development and inclusion. We create a stimulating, fun and safe environment to allow children to express themselves, gain confidence and new skills.
Age appropriate and a well-structured sports curriculum and physical activities offer many benefits to children and adolescents. Physical activities boost metabolism and blood circulation that help to reduce stress by refreshing the mind and body.
Olympic Paris Paris Delays Seine Opening Ceremony Rehearsal amid Rainy Weathe...Eticketing.co
Paris 2024 fans worldwide can book Olympic Opening Ceremony Tickets from our online platforms e-ticketing. co. Fans can book Olympic Tickets on our website at discounted prices. Experience the thrill of the Games in Paris and support your favourite athletes as they compete for glory.
Key Changes England Must Make for Slovenia in UEFA Euro 2024.docx
Project 9 - Strategy (24/25 Season)
1. R E A L B E D F O R D
S T R A T E G I C P L A N ( V 3 )
2 4 / 2 5 S E A S O N
2. Our mission is to elevate our men's team to the Premier
League and our women's teams to Women’s Super League.
Our strategy is working, with the men's team achieving back-
to-back promotions and the women's team winning
promotion in their first season.
4. THE
VISION
Establish a successful and sustainable football club with both
men's and women's teams advancing through the football
leagues, while promoting grassroots football and providing
substantial economic and well-being benefits to the Bedford
community.
5. SOUTH MIDLANDS LEAGUE DIV 1
SOUTH MIDLANDS PREM
SOUTH LEAGUE CENTRAL DIV 1
SOUTH LEAGUE CENTRAL PREM
NATIONAL LEAGUE SOUTH
NATIONAL LEAGUE
EFL LEAGUE 2
EFL LEAGUE 1
EFL CHAMPIONSHIP
PREMIER LEAGUE
PRO LEAGUES
We started here
MEN’S
TEAM GOAL
6. SOUTH MIDLANDS LEAGUE DIV 1
SOUTH MIDLANDS PREM
SOUTH LEAGUE CENTRAL DIV 1
SOUTH LEAGUE CENTRAL PREM
NATIONAL LEAGUE SOUTH
NATIONAL LEAGUE
EFL LEAGUE 2
EFL LEAGUE 1
EFL CHAMPIONSHIP
PREMIER LEAGUE
We started here
PRO LEAGUES
We want to get here
MEN’S
TEAM GOAL
We are here
7. WOMEN’S
TEAM GOAL
EASTERN REGION PREM
NATIONAL LEAGUE DIV 1 SOUTH
NATIONAL LEAGUE SOUTHERN PREM
CHAMPIONSHIP
SUPER LEAGUE
We are now here
We want to get here
PRO LEAGUES
8. THE
STRATEGY
Each promotion will get progressively more challenging. Success
will require determination, hard work, and a forward-thinking
strategy. As such, we will continue with our 10-point strategic plan
to drive success.
Note: further information on our 10-point plan is available in the
appendix.
1. Develop a strong club vision and philosophy
2. Achieve financial stability and sustainability
3. Engage and expand the fan base
4. Promote inclusive football opportunities
5. Invest in youth development and scouting
6. Take a data-driven approach to player development
7. Strengthen coaching and support staff
8. Foster a winning culture and mentality
9. Upgrade club infrastructure and facilities
10. Continuously evaluate and adjust the strategy
10. 23/24 SEASON
MEN’S TEAM
It was another hugely successful
season on and off the pitch:
League Champions (again)
League Cup Winners
Record attendances (again)
11. 23/24 SEASON
WOMEN’S TEAM
It was another hugely successful
season on and off the pitch:
League Champions
League Cup Winners
Record attendances (again)
County Cup Winners
12. 23/24 SEASON
YOUTH
From 22 - 30 teams, ages u7 to u18
23 teams, ages u7 to u18
Early plans for disability sports
Investing in placing teams in the JPL
🏆 * 4
🏆 * 10
Walking football
🏆 * 1
Our youth partnerships are growing fast…
13. ATTENDANCES
MEN’S TEAM
0
300
600
900
1,200
21/22 SEASON 22/23 SEASON 23/24 SEASON
Our average crowds continue to grow despite 23/24
being a season plagued with poor weather.
• 21/22 Average Attendance: 49
• 22/23 Average Attendance: 171
• 23/24 Average Attendance: 259
14. ATTENDANCES
WOMEN’S TEAM
0
100
200
300
400
Men’s - 21/22 SEASON Men’s -22/23 SEASON Women's - 23/24 SEASON
Attendances are ahead of the men's 21/22 season and
approaching their 22/23 season, a valuable benchmark
for planning infrastructure requirements for women's
match days.
We have work to do here to continue to grow their
crowds.
15. LIVE
STREAMING
0
1,000
2,000
3,000
4,000
Nov '23 Dec '23 Jan '24 Feb '24 Mar '24 Apr '24
Online Streams
Streaming of games continues to support the club as
we grow our reach internationally.
We expanded our streaming to include women's
games towards the end of the season, and in April,
thousands followed our online live streams.
16. THE BIG
CHALLENGE
Attempting to move up through the leagues quickly
presents several significant challenges for the club:
• Fast growing budgeting to win leagues
• Maintaining sustainability
• Growing infrastructure
• Acting like a big club (streaming games etc…)
• Youth investment
• Full-time staff
• Pitch budget
17. PROFIT
& LOSS
23/24 SEASON 22/23 SEASON % CHANGE
INCOME £676,013 £482,366 40.1%
EXPENSES £608,034 £382,508 59.0%
PROFIT / LOSS £67,979 £99,858 -31.9%
BITCOIN DISBURSEMENT £71,553
*Note: 23/24 season accounts are unaudited, so the
numbers used here are indicative and taken
from XERO, our finance system. We will update all
these numbers once our year end accounts are
complete.
18. REVENUE
CHANNELS
ADVANCE MATCH DAY 23/24 TOTAL 22/23 SEASON % CHANGE
SPONSORSHIP £529,488 £2,456 £531,944 £387,900 37.1%
MERCHANDISE £58,524 £12,247 £70,771 £103,750 -31.8%
TICKET SALES £5,027 £17,745 £22,772 £9,230 146.7%
FOOD & BEVERAGE £41,306 £41,306 £21,693 90.4%
PRIZE MONEY £4,899 £4,899
TOTAL £597,938 £73,754 £671,692 £522,573 28.5%
19. BITCOIN
INCOME
23/24 SEASON 22/23 SEASON % CHANGE
SPONSORSHIP £87,500 £37,500 133.3%
MATCHDAY £5,348 £3,664 46.0%
CONFERENCES £8,663 £7,867 10.1%
ONLINE SALES £3,980 £8,329 -52.2%
TOTAL £105,491 £57,360 83.9%
21. BALANCE
SHEET
23/24 SEASON 22/23 SEASON % CHANGE
CASH IN THE BANK £3,781 £93,000 -95.9%
DEBT (LOANS) £60,000
BITCOIN TREASURY £233,380 £130,091 79.4%
SPONSORSHIP DUE £50,000 £75,000 -33.3%
STOCK HELD £92,272 £107,385 -14.1%
STOCK COMMITTED £16,449
TOTAL £302,984 £405,476 -25.3%
22. Real Bedford will immediately transfer the agreed $4.5m
investment from Winklevoss Capital into its Bitcoin
treasury. These funds will not be available for player
wages.
Our strategically managed Bitcoin treasury will provide
long-term financial stability in a volatile economic
environment. As the world increasingly adopts Bitcoin,
our treasury will grow, enabling us to fund vital club
infrastructure projects.
TREASURY
INVESTMENT
25. BITCOIN
CLUB
TAP INTO AN INTERNATIONAL
COMMUNITY OF FANS
RESONATE WITH SPONSORS WITHIN
THE BITCOIN COMMUNITY
BUILD A LONG-TERM CAPITAL BASE
WITH BITCOIN TREASURY
This is our club
26. LOCAL
COMMUNITY
EXCITING TEAM FOR THE
LOCAL COMMUNITY
EVERYONE LIKES TO
WATCH A WINNING TEAM
SUCCESSFUL MARKETING
WITHIN BEDFORD
28. 24/25
GOALS
BOTH MEN’S & WOMEN’S
TEAMS GET PROMOTED
GROW AVERAGE ATTENDANCES
FOR BOTH TEAMS
GROW NON-SPONSORSHIP
REVENUE AS % OF TOTAL
CONTINUE TO DEVELOP INFRASTRUCTURE -
INCLUDING SUPPORT FOR FEMALE, YOUTH
& DISABILITY FOOTBALL
29. 24/25
P&L
24/25 SEASON 23/24 SEASON % CHANGE
INCOME £785,212 £676,013 16.2%
EXPENSES £876,808 £608,034 44.2%
PROFIT / LOSS -£91,596 £67,979 -234.7%
30. 24/25
INCOME
24/25 SEASON 23/24 SEASON % CHANGE
SPONSORSHIP £546,500 £529,488 3.2%
PRIZE MONEY £10,500 £4,899 114.3%
MERCH ONLINE £66,000 £45,702 44.4%
MERCH CONFERENCES £30,000 £12,822 134.0%
ADVANCE TICKET SALES £8,500 £5,027 69.1%
SEASON TICKETS £15,000
MEMBERSHIPS £7,000
MATCH DAY (PROFIT) £101,712 £75,563 34.6%
TOTAL £785,212 £673,501 16.6%
31. 24/25
EXPENSES
24/25 SEASON 23/24 SEASON % CHANGE
ANNUALISED £213,909 £163,383 30.9%
PARTNER SERVICES £45,000
PAYROLL (TEAMS) £375,000 £179,960 108.4%
MEN’S TEAM £250,000 £147,773 69.2%
WOMEN’S TEAM £125,000 £32,187 288.4%
PAYROLL £133,500
GENERAL EXPENSES £81,350 £148,259 -45.1%
STOCK & MERCH £85,078
TOTAL EXPENSES £848,758 £576,680 47.2%
REDACTED
33. TRAINING
CENTRE
Real Bedford is in the early planning stages of developing a
state-of-the-art training centre with two full-size all-weather
pitches and a modern clubhouse. This facility will provide
training and physiotherapy facilities for our senior first
teams, ensuring optimal preparation and recovery.
The training centre will also support our academy and
competitive youth football. The clubhouse will offer
essential amenities, creating an ideal environment for
developing young talent.
34. FOOTBALL
PATHWAY
Our football club is committed to developing youth football for boys and girls, ensuring a
clear pathway to senior football. We focus on early talent identification, coach
development, and competitive opportunities, partnering with Real Bedford Girls and
Bedford Park Rangers to build a robust talent pipeline.
To continue this programme, we are developing a pathway to ensure we can provide
the best opportunity for young players in Bedford; this will require the development of a
training centre and academy.
35. NEW
STADIUM
Our football club plans to develop a new stadium to support
our football league ambitions. This modern facility will
include upgraded seating, hospitality areas, and enhanced
amenities, providing a superior experience for fans, players,
and staff.
This multi-year project is a significant investment requiring
substantial effort and resources. Despite the challenges, we
are committed to realising this vision, elevating our match-
day experience and demonstrating our commitment to
achieving football league status and long-term success.
36. HYBRID
FULL-TIME
Most teams use a hybrid full-time model at Step 2 (6th
tier). We want to move to a hybrid model at Step 3 (7th
tier) to give us the best chance of achieving promotion.
For the women's side, we are in consultation about
when we might incorporate a hybrid model.
Playing budget - £518,000
Staff budget - £150,000 - £170,000
Full-time staff:
• Manager £50,000 - £70,000 pa
• Coach £35,000 pa
• Physio £30,000 pa
• 12 * players £20,000 avg pa
Full-time staff:
• Coach £15,000 pa
• S&C coach £15,000 pa
• Analyst £15,000 pa
• Marquee player £1,000 pw
• 3 * player £750 pw
• 5 * player £500 pw
• 3 * player £400 pw
REDACTED
REDACTED
38. MARKETING
PLAN
Our football club's marketing strategy focuses on three key areas to drive
growth and sustainability. First, we aim to increase awareness of the club both
locally and internationally. By leveraging press, social media, the club shop, and
partnerships, we will expand our fan base and elevate our club's profile locally.
Second, we will focus on growing match-day revenue by enhancing the fan
experience. Finally, we plan to boost non-match day revenue through
merchandise sales and sponsorships, providing a valuable income stream to
support our club's ambitions and long-term success.
41. Establish a clear club identity that includes playing style,
values, and long-term objectives. This vision should be
communicated to players, staff, and fans, and consistently
reinforced throughout the club.
• Identity - anti-establishment
• Playing style - controlled, progressive attacking football
• Values - passionate, hard working, inclusive, community
• Long-term - reach the professional leagues and develop
opportunities for more people to play football in Bedford
1.
A STRONG CLUB VISION
AND PHILOSOPHY
42. Develop a balanced budget with a focus on responsible
spending and long-term financial planning. Seek additional
revenue streams through sponsorships, merchandise sales,
and match-day experiences.
2.
FINANCIAL STABILITY
AND SUSTAINABILITY
23/24 achievements:
• Strong relationships built with sponsors
• Strong sales (+£80 of merch sales, £200k in two years)
• Growing match-day crowd + revenue
• Strong P&L performance (club is profitable)
• Strong balance sheet
• Strong Bitcoin treasury balance
24/25 goals:
• Continue to develop and grow revenue lines
• Maintain control over costs
• Drive sustainability through non-sponsorship revenue
• Maintain profitability
43. Foster strong relationships with local and international
supporters by offering a great match-day experience (in-
person or online), engaging social media content, and
community initiatives. Encourage fan loyalty and pride in the
club, while actively attracting new supporters.
3.
ENGAGE AND
EXPAND FAN BASE
23/24 achievements:
• 51% growth in match attendance
• Established international following
• Growing number of international visits to Bedford
24/25 goals:
• Raise average match attendance by 45%
• Grow social media following
• Establish travel package for international fans
44. Strengthen ties with the local community in Bedford and
create opportunities for people of all ages, genders, and
abilities to participate in football. Focusing specifically on
the following areas - youth football (boys and girls) and
disability sports.
4.
PROMOTE INCLUSIVE
FOOTBALL OPPORTUNITIES
23/24 achievements:
• Real Bedford Women's & Girls established
• Strong partnership with BPR (boys youth)
24/25 goals:
• Establish football pathway & academy plan
• Prepare for JPL teams in 25/26
• Increase community fund to support kids from deprived
backgrounds to play football
45. Establish a strong youth academy and scouting network to
identify and develop promising local talent. Focus on
improving technical and tactical skills, physical conditioning,
and mental resilience.
5.
INVEST IN YOUTH
DEVELOPMENT AND SCOUTING
23/24 achievements:
• Continued strong relationship with teams
• Continued investment in youth teams
24/25 goals:
• Invest in youth coaching (boys and girls)
• Integration of football philosophy across teams and ages
• Establish scouting plan
46. Utilise advanced analytics and data analysis to identify and
recruit undervalued players with high potential. Continually
assess player performance and development using data to
make informed decisions.
6.
A DATA-DRIVEN APPROACH
TO PLAYER DEVELOPMENT
23/24 achievements:
• Data analysis workflows for first teams
24/25 goals:
• Invest in data tracking vests
• Invest further in data analysis
47. Attract high-quality coaching and support staff with
expertise in player development, tactical analysis, fitness,
and sports science. Encourage staff to undertake
continuous professional development to stay updated on
the latest trends in football.
7.
STRENGTHEN COACHING
AND SUPPORT STAFF
23/24 achievements:
• Increase in size of paid coaching staff
• Appointment of new team for the women’s team
24/25 goals:
• Continue to support team requirements
48. Cultivate a competitive environment where players and staff
continually strive for improvement. Emphasise teamwork,
dedication, and a strong work ethic as key components of
success.
8.
WINNING CULTURE
AND MENTALITY
23/24 achievements:
• Club philosophy and values framework
• 5* trophies won across two senior teams
24/25 goals:
• Compete for trophies across all teams, genders and ages
49. Invest in improving training facilities, stadium, and other
infrastructure to enhance player development and fan
experience. As the club progresses through the leagues,
ensure facilities meet the required standards for each level.
9.
CLUB INFRASTRUCTURE
AND FACILITIES
23/24 achievements:
• Continued pitch upgrades and renovation
• Ground grading for step 5 achieved
• Further ground and clubhouse upgrades / fixes
24/25 goals:
• New floodlights, dugouts and stands
• Establish plan for Step 4 and Step 3 ground grading
• Establish long-term plan for new stadium
50. Regularly review the strategic plan, making adjustments as
necessary to adapt to new challenges and opportunities. Be
prepared to innovate and make bold decisions when
required, to maintain momentum and progress towards the
ultimate goal of reaching the Premier League.
10.
EVALUATE AND
ADJUST STRATEGY
雅虎竞拍
煤炉代买
paypay商城
乐天二手
日本亚马逊
乐天新品
ZOZOTOWN
