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Deck 14: Compensation of Special Groups
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The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Of the above information, what is most important in your design of a sales incentive plan for the three sales staff How does this information affect your plan design
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Of the above information, what is most important in your design of a sales incentive plan for the three sales staff How does this information affect your plan design
Question
Question
The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Your book talks about unit rate plans. Which of these types of plan would you use for sales of tickets. Which plan might be appropriate for sales of advertising Why
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Your book talks about unit rate plans. Which of these types of plan would you use for sales of tickets. Which plan might be appropriate for sales of advertising Why
Question
Question
The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
What factors influence the dollar amount you can pay for increases in ticket sales
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
What factors influence the dollar amount you can pay for increases in ticket sales
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Deck 14: Compensation of Special Groups
1
We read an article the other day that said it's getting harder to find good people willing to serve on a corporate board of directors. Given what you learned in this chapter, speculate on why it's hard to attract good people to this job.
Since ages it is viewed as directors were given by higher management the job of signing and decisions which are taken by stamping. Those kinds of boards are filled with directors who are retired persons and attorneys. But this generation boards have changed drastically. Some of the scandals which has involved in corporate hiring directors who are not willing by the stockholders as these directors are paid highly. This result in blaming corporate directors who work in the compensation committee. This is the reason why management is being very cautious while taking decision on the compensation part of the directors. Therefore it is made a line that the total compensation of the board of directors to be on an average of $250,000. But now a day's compensation is planned based on the performance targets and also compensating them with the stocks and shares which can be redeemed in future which will at least take one year.
One more drawback is that stockholders claiming that the compensation given to the directors is not justified as compensation is not given on the performance of the company financially. It is also argued that directors draw equal amount of salary as of CEO's which is not acceptable technically.
Apart from these, the other important fear is that stockholders may go to an extent of suing the board as the compensation is not planned based on the financials of the company.
Therefore, all these factors are the reasons why many people does not take initiative in choosing to work in corporate boards.
One more drawback is that stockholders claiming that the compensation given to the directors is not justified as compensation is not given on the performance of the company financially. It is also argued that directors draw equal amount of salary as of CEO's which is not acceptable technically.
Apart from these, the other important fear is that stockholders may go to an extent of suing the board as the compensation is not planned based on the financials of the company.
Therefore, all these factors are the reasons why many people does not take initiative in choosing to work in corporate boards.
2
The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Of the above information, what is most important in your design of a sales incentive plan for the three sales staff How does this information affect your plan design
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Of the above information, what is most important in your design of a sales incentive plan for the three sales staff How does this information affect your plan design
The case study throws light on competency levels of the stadiums in terms of number of seats, total sales, team performance and advertising activities.
a)
The most important point in the design of a sales incentive plan for the three sales staff is the number wise breakup of seats and the respective costs.
This relevant point affects the pay design and sales incentive plan in the following way:
• It is quite evident that if the price of premium seats is brought down, there would be increase in revenue from the tickets sold. Also, there would sales form banners and advertisements.
• If the variable component of the pay for the sales and the administrative staff is increased, it would rejuvenate the company sales.
b)
Increase in advertising sales basically relies on team performance and the team performance only drives ticket sales. In turn, advertising depends on number of seats sold
Among all the unit rate plans, the best plan to increase sales of advertising is to focus on the sale of premium sales that would help in reducing the "seat shifting" by fans buying standard and bleacher.
Also, the advertising sales are huge, owing to billboards advertisement throughout the stadium, outfield fences, and scoreboards.
c)
The placement of product information throughout the stadium and various other places generally influence the dollar amount one pays for the ticket to watch the game.
For example, various types of advertising displayed on billboards, outfield fences, event dugout, roofs and scoreboards. Other than that advertisements made in metro trains, restaurants and on streets.
a)
The most important point in the design of a sales incentive plan for the three sales staff is the number wise breakup of seats and the respective costs.
This relevant point affects the pay design and sales incentive plan in the following way:
• It is quite evident that if the price of premium seats is brought down, there would be increase in revenue from the tickets sold. Also, there would sales form banners and advertisements.
• If the variable component of the pay for the sales and the administrative staff is increased, it would rejuvenate the company sales.
b)
Increase in advertising sales basically relies on team performance and the team performance only drives ticket sales. In turn, advertising depends on number of seats sold
Among all the unit rate plans, the best plan to increase sales of advertising is to focus on the sale of premium sales that would help in reducing the "seat shifting" by fans buying standard and bleacher.
Also, the advertising sales are huge, owing to billboards advertisement throughout the stadium, outfield fences, and scoreboards.
c)
The placement of product information throughout the stadium and various other places generally influence the dollar amount one pays for the ticket to watch the game.
For example, various types of advertising displayed on billboards, outfield fences, event dugout, roofs and scoreboards. Other than that advertisements made in metro trains, restaurants and on streets.
3
What makes professional/scientist jobs different, such that they qualify for special group status in many companies Why is the compensation of knowledge workers so frequently linked to the amount of time these workers have been out of school
Compensation of a person is decided based on many factors like education, experience, knowledge and skill set.
Special classes or groups professionals are treated differently as they directly lead to success of the company. These companies directly rely on the results generated by the special class professionals. This helps in attaining positive results which the business to grow.
Compensation of those professional who are highly knowledgeable is linked with the span of time spent in the schools as it is time that the person uses to acquire the knowledge on the special course or subject. Hence the more they spent time in the school the more they gain knowledge which results in high production and this is the reason compensation is linked to this concept.
Therefore, compensation of professional's depends on the time he spent in school.
Special classes or groups professionals are treated differently as they directly lead to success of the company. These companies directly rely on the results generated by the special class professionals. This helps in attaining positive results which the business to grow.
Compensation of those professional who are highly knowledgeable is linked with the span of time spent in the schools as it is time that the person uses to acquire the knowledge on the special course or subject. Hence the more they spent time in the school the more they gain knowledge which results in high production and this is the reason compensation is linked to this concept.
Therefore, compensation of professional's depends on the time he spent in school.
4
The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Your book talks about unit rate plans. Which of these types of plan would you use for sales of tickets. Which plan might be appropriate for sales of advertising Why
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
Your book talks about unit rate plans. Which of these types of plan would you use for sales of tickets. Which plan might be appropriate for sales of advertising Why
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5
The differential between the salary of top executives and the lowest paid workers in the same country is quite small in Japan, at least in comparison to the United States. The same is true in unions (president of union versus union workers). Explain why the differential might be small in Japan and in U.S. unions but much larger in private U.S. corporations.
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6
The Buffalo Bisons are a Triple A affiliate of the New York Mets-players on this team are one level below the Major Leagues where salaries can be huge. In the early days of the team's most recent incarnation, sell outs were very common. Filling 20,900 seats was fairly easy in the early 90's when the stadium was still new and the team was a perennial contender. In recent years the selling effort has become more difficult. Typical attendance is about 8,000 per game. (The following information is a fictional, but realistic, account of the sales plan used by the Bisons.)
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
What factors influence the dollar amount you can pay for increases in ticket sales
The VP of Operations, Michael Salamone, wants to design a sales incentive plan that will reinvigorate the fan base for the Bisons. He recognizes several realities:
1. Three staff members serve as full-time sales agents. They have two major jobs:
a. Sell tickets to games. Because the Bisons had a weak team last year, projections are that it will be difficult to exceed an average of 14,000 seats no matter what the plan design is. Further, architecture of the stadium makes sales above 12,000 more challenging because the seats are not as desirable. If last year is any indication, fans will buy less expensive seats, then switch to premium seats that are unoccupied after the game begins. For PR reasons, staff look the other way when this occurs, unless late-arriving fans find their seats occupied. The goal for Mike Salamone is to focus on sale of premium seats, thus reducing the "seat shifting" by fans buying standard and bleacher seats. Statistics for last year are as follows:
b. Sell advertising-Advertising dollars come from placement of product information throughout the stadium, including on billboards, outfield fences, scoreboards, even dugout roofs. The dollar amount sold last year was $908,013.
2. Increases in advertising sales are dependent on team performance. Team performance drives ticket sales. In turn, advertising depends on number of seats sold.
3. The three staff members are heavily dependent on the total administrative team (7 other individuals) for ancillary activities in the selling event (e.g., they send out brochures, answer phone queries, provide follow-up information after the initial sales contact, etc.). Mike Salamone wants to have a simple plan for advertising sales that rewards the total group yet still motivates the three sales staff.
What factors influence the dollar amount you can pay for increases in ticket sales
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7
Romance Novels, Inc, located in Cheektowaga, NY, has gradually increased the number of contingent workers (full-time, temporary) from 10 percent of the workforce to about 28 percent today. Why might they do this Also, what equity problems can arise from hiring contingent workers, especially when they work alongside regular employees
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8
Why is it easier to explain a $2 million payout to Tiger Woods for working 4 days to win a Masters Championship than it is to explain why William Clay Ford made $30 million as CEO of Ford Motor Company
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