STRATEGIC PLAN 2013/14 - 2016/17

ONE OF THE BEST RUGBY CLUBS

IN EUROPE
Foreword & Mission Statement
Our Key Values
Strategic Objectives 20132016
Rugby
Customers
Commercial
Social & Community
Employees
Franklins Gardens our home since 1888
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FOREWORD
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In the mid-nineties club rugby operating as amateur members clubs, was at a crossroads
with average attendances in the top ight less than 5,000 and yet with a need to attract
and pay the best players and also pressure to improve and expand the spectator facilities.
This led to the English game turning professional at the start of the 1996/97 season
with the challenge of increasing the games popularity, paying players and developing
the clubs facilities. Since then massive investment has been made into the game so that
today the Aviva Premiership has top class players from around the globe on display week
in, week out and is seen as arguably the most compelling domestic competition in the
world. Spectator stadium facilities have improved in tandem and it is no surprise then that
matchday attendances have grown substantially and club rugby is now broadcast live
around the globe each weekend throughout the season.
Northampton Saints has met these challenges with more success than most as we embraced
the opportunity to expand and still keep our proud heritage and traditions whilst developing
a dedicated rugby stadium with great facilities for our supporters. This approach has been
appreciated by Saints supporters old and new, whose loyalty has been the foundation upon
which Saints have managed to develop a business model which has enabled the club to be
nancially viable, returning a prot for each of 13 consecutive years a unique achievement
that no other club in the games elite has managed to achieve.
It is this nancial viability which gives the Board of Directors the condence to maintain
and develop its investment into the playing efort, which in turn improves the clubs ability
to compete for honours on the pitch.
The Board has now decided to set out its vision and objectives for Northampton Saints
over the next four years and we would like to share with our key stakeholders the strategy
we will adopt to achieve them. Not only will we, of course, monitor our progress against
our strategic plan but so will our stakeholders be able to do so and accompany us on our
challenging journey.
We are grateful for your continued support and assure you of our dedication and
commitment to full our mission.
Tony Hewitt
Chairman
MISSION
STATEMENT
Te clubs ambition is to
achieve consistent success
on the pitch underwritten
by profts from a sustainable
business model which has
delivery of excellence and
strong traditional values at
its core
OUR KEY VALUES
Our values drive our behaviour and will ultimately determine our performance and results.
We will do our best to ensure we live our values on a daily basis:
Honesty, Integrity and Respect
We will be honest in our dealings with others and
with ourselves. Errors may be made but an honest
appraisal will allow us to ensure they are not
repeated. We will be respectful to others at all times,
including our opponents on the pitch. We will earn
respect from others for the quality and integrity of
our dealings with them.
Pride and Passion
We have a pride in our club
and its rich heritage and
tradition. We have a passion
for rugby and a desire to
leave a legacy in the clubs
name for future generations.
Trust, Loyalty
and Teamwork
We recognise
the strengths of
teamwork. We
will support our
colleagues and reap
the beneft of their
trust and loyalty.
Our club is a team.
Excellence
We will strive for excellence in all we do and aim to deliver an
exceptional experience for our customers, thereby presenting
a compelling proposition.
Challenge and Innovation
We will constantly challenge
ourselves and others, listening
to and learning from feedback
as we strive to improve our
performance. We will not be
afraid of being different and
innovative and are always willing
to back our judgment. We are
eager to get things done and
achieve our objectives.
PROUD HISTORY | BRIGHT FUTURE
Te following strategic
objectives have been
set in pursuance of
the clubs Mission
Statement:
STRATEGIC OBJECTIVES
2013-2016
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Rugby
RUGBY To be consistent and serious
contenders in all three major competitions
and to ensure the ongoing supply of
young talent capable of making a strong
contribution to the clubs on-pitch success.
COMMERCIAL
To support the nancial business
plan by development of the
Saints brand, maximizing returns
from the teams success and
developing new income streams.
Commercial
FRANKLINS GARDENS To maintain and develop the
facilities and operational service level to further the Clubs claim to have
the best stadium and the best match atmosphere in club rugby whilst
continually developing the stadiums non-matchday commercial use.
CUSTOMERS To deliver an exceptional
experience to all customer groups on and of the
pitch, developing mutual trust and loyalty.
SOCIAL & COMMUNITY To continue to
engage with our community and to utilise the clubs resources
to enrich local peoples lives.
Community
Franklins Gardens
Customers
PROUD HISTORY | BRIGHT FUTURE
OUR HOME SINCE 1888
EMPLOYEES
To treat employees fairly and
with respect and to provide
them with the resources to
enable them to be proud of
their individual contribution
to the achievement of the
clubs overall plans.
Employees
Since relegation in 2007/08 investment in the playing department has
increased by over 2.3m.
The team has now appeared in a Final in each of the past six seasons and
has qualied for the Premiership Play-Ofs for four consecutive seasons.
The playing squad has increased its strength in depth and consists of
world class and international standard players. Our Academy is now
developing players ready for the senior squad, and a player support
structure of the highest club level is in place. A desire to win is now very
evident and major success may not be far away. The nal step needs to
be taken.
RUGBY
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To be consistent and
serious contenders
in the three major
competitions and to
ensure the ongoing
supply of young talent
capable of making a
strong contribution
to the clubs on-pitch
success
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
5.13m 6.40m 6.44m 6.57m 6.89m 7.42m
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
Premiership Div 1 8th Semi- Semi- Semi- Runners-Up
Winners Finalists (2nd) Finalists (4th) Finalists (4th) (4th)
Europe N/A Challenge Heineken Heineken Heineken Heineken
Cup Quarter Runners-Up Pool Pool
Winners Finalists
Cup Nat. Trophy Semi- Winners Pool Runners-Up Pool
Winners Finalists
SPECIFIC GOALS
First Team Performance
1 To qualify for the Premiership semi-nals each season.
2 To qualify for the Heineken Cup quarter nals each season.
3 To perform to a consistently high standard and to take
maximum advantage of playing at Franklins Gardens.
Senior Players
1 To qualify for RFU and PRL EQP payments.
2 To operate within (but close to the ceiling of)
the PRL Salary Cap regulations.
3 To implement a formal Player Recruitment and
Retention policy.
Management & Coaching
1 To encourage individuals to identify and adopt
innovative ideas and best practice from other sports
and other countries.
2 To have all current coaches qualied to RFU Level 4
or equivalent by end of 2016.
SPECIFIC GOALS
PROUD HISTORY | BRIGHT FUTURE
Academy
1 To secure 100% RFU Academy funding.
2 To have at least two players each season ofered a full-time senior contract.
3 To operate within the PRL Academy Cap regulations.
4 To utilize the dual registration system to give developing players adequate match play experience.
5 To seek opportunities to develop and extend the clubs network for the identication and introduction
of young talent.
Financial viability is at the core of the clubs success and this is
dependent on repeat business from customers. Commitment to
repeat business will only come from customer satisfaction but
exceeding customer expectations should mean we can also look
forward to new business recommendation and loyalty.
Our customer groups
1 Individual supporters Season Ticket Holders, regular or
occasional match ticket purchasers, 1st XV club members
and supporter club members.
2 Corporate sponsors.
3 Regular or occasional hospitality business clients, ground
advertisers.
4 Conference and meeting room users on non-matchdays.
5 Individual and corporate attendees at events staged by the
club dinners, representative matches, concerts and
reworks.
6 Schools, junior rugby clubs, charities and other disparate
organisations falling into any or all of the above.
7 Competition sponsors and partners e.g. Aviva, LV=Insurance,
Heineken, BT Vision.
CUSTOMERS
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To deliver an
exceptional experience
to all customer groups
on and of the pitch,
developing mutual
trust and loyalty
1 Close liaison with business partners
servicing and/or afecting service delivery
to our customers Kudos (catering),
Tickethour (ticket sales system), Fine Foods
(Village catering), and Premiership Rugby.
2 Establishment of a Supporters
Liaison Group to seek objective
feedback from supporters on club
(not team) performance.
3 Implementation of a formal feedback
procedure for all hospitality and non-
matchday business clients.
4 Quarterly review meetings with all Elite
Sponsors.
5 Continued monitoring and development of
club website, online shop, ticketing system
and social media with a view to improving
user friendliness and features.
6 Continually seek to improve the
sophistication of customer data and
electronic marketing communications to be
more relevant and less intrusive.
7 Continually seek to attract new customers
and increase their frequency of custom.
8 Publication of a Customer Charter dening
our commitment and philosophy towards our
key stakeholders.
PROUD HISTORY | BRIGHT FUTURE
SPECIFIC GOALS
We are a rugby club and our principal objective is to win silverware.
However, competing in the professional era means that playing success
is likely to be signicantly inuenced by investment into players and
coaching and specialist support staf and resources. It is therefore
imperative that the club is able to generate a prot each year for
re-investment in our rugby efort and stadium facilities.
COMMERCIAL
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To support the
fnancial business
plan by development
of the Saints brand,
maximizing returns
from the teams success
and developing new
income streams
Ticket Revenue
1 To implement a variable pricing marketing
strategy based on anticipated match demand to
maximise attendance and income derived.
2 To achieve an average of 50% sold of increased
capacity in the rst season of new stand.
3 To submit winning nancial bids to host at least
one neutral venue/one-of match at Franklins
Gardens each season.
Sponsorship
1 To renew all sponsorship agreements before they
reach end of term.
Membership
1 To increase number of season ticket holders and
club members each season to achieve 10% and
20% increase by 2016, respectively.
Hospitality
1 To implement a variable package and pricing
policy based on anticipated demand to maximize
attendance and income derived.
2 To achieve 100% sold capacity on completion of
new stand.
Merchandising
1 To implement a user friendly online retail platform
and to increase online sales by 15% each year.
2 To create and implement a specic retail
proposition for matchday hospitality customers.
Conference & Events
1 To increase revenues year on year to achieve
1m by 2016.
2 To increase the range of public events held at
Franklins Gardens in order to generate higher
prole and a growing revenue stream.
SPECIFIC GOALS
PROUD HISTORY | BRIGHT FUTURE
As individuals we appreciate that there are many people who are less
fortunate than ourselves through no fault of their own. By harnessing
the goodwill and kindness, the attributes and time and efort of those
around us in our club we are able to reach out and ofer some positivity,
friendship, care and support to those in need. We see this not as an
impingement on our own lives but as an enhancement to them.
We enjoy being able to help.
SOCIAL & COMMUNITY
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To continue to
engage with our
community and
to utilize the clubs
resources to enrich
local peoples lives
1 To always be the regions most active
professional sports club in terms of
community engagement, driving
interest, involvement, enjoyment and
loyalty to the club.
2 To leverage our sponsor and business
relationships to extend the reach
and understanding of the intrinsic
values of rugby and Northampton
Saints through our community
programmes.
3 To play a major role in the engagement
of non-rugby supporters through
the Milton Keynes RWC2015
programme.
4 To be acknowledged in the community
as the leading Ambassador for the town
and county.
SPECIFIC GOALS
PROUD HISTORY | BRIGHT FUTURE
5 To play an integral part
in the town and county
councils strategy for
healthy living and the
wellbeing of its
communities.
In rugbys professional era little can be achieved without employees who
are prepared to strive to improve their individual performance whilst
recognizing the importance of teamwork. Our employees must all be
proud of themselves and the club.
EMPLOYEES
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To treat employees
fairly and with
respect and to provide
them with the
resources to enable
them to be proud
of their individual
contribution to the
achievement of the
clubs overall plans
1 All job descriptions will be reviewed and
employees appraised by the end of 2013 and
every six months thereafter in terms of past
performance and future goals.
2 Where employee skill/knowledge gaps are
identied at appraisals, specic correction/
development plans will be put in place for each
individual.
3 Maintain staf turnover rates at less than 10%.
SPECIFIC GOALS
PROUD HISTORY | BRIGHT FUTURE
FRANKLINS GARDENS
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To maintain and
develop the facilities
and operational
service level to
further the clubs
claim to have the best
stadium and best
match atmosphere
in club rugby whilst
continually developing
the stadiums non-
matchday commercial
use
OUR HOME SINCE 1888
Following the stadium development projects completed in the rst ve
years of the 2000s Franklins Gardens has consistently been referred
to as the best dedicated rugby ground in the country with facilities and
atmosphere commended by both home and opposition players and
supporters alike. Careful development of spectator capacity has helped to
create an atmosphere which is intimidating to the opposition and greatly
inspiring for our own players. We now need to complete the fourth phase
of the development.
Stadium Facilities
1 To complete the redevelopment of the Sturtridge Pavilion,
increasing the overall spectator capacity of the stadium to
approximately 15,500 by the commencement of the 2015/16
season.
2 To maintain a repair, maintenance and improvement
programme around the ground to ensure the attraction and
functionality of the venue to all customer groups.
3 To meet all criteria as required by PGB, the Safety Advisory
Group and all competition and regulatory bodies.
4 To maintain the clubs reputation as a stadium of choice by
RFU for appropriately sized xtures.
Stadium Management
1 To maintain the clubs proud record of managing adverse
weather conditions so as to avoid the need for match
postponements.
2 To ensure the clubs excellent reputation as a welcoming,
family friendly environment is maintained.
3 To maintain the high standard of training, development and
qualications of matchday and full-time staf to ensure
the safety and control of spectators whilst enhancing their
matchday experience through excellent customer service.
Rugby Facilities
1 To continue to maintain the match and training pitch
surfaces to the highest specication, prepared for play in
accordance with the Director of Rugbys wishes.
2 To develop a plan for the development of a complete on-site
team training facility.
SPECIFIC GOALS
SPECIFIC GOALS
PROUD HISTORY | BRIGHT FUTURE
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