Quote:
Originally Posted by BeachBum
I don't think a major overhaul is needed.
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I disagree, at least in terms of the longer view. A major overhaul is definitely needed since the finanical area touches upon many other areas. If you want to redo the major-minor relationship, for example, financials need to be reworked.
It's because of the interconnectedness that it can be difficult to write up a comprenhensive proposal.
Quote:
Originally Posted by Dr. P.R. Park III
LGO, Any chance you could post some more data?
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Anything in particular you'd like to see? I can't guarantee I have it, but I did find a lot of very good online and offline resources for information. Some of it, however, still needs to be turned into more post-friendly formats.
But here's something in the meantime. Here's the regular season revenue source percentage breakdown for the 1996-98 Cleveland Indians, as derived from the club's filings with the SEC (it was a public company at that time and had to file the relevant financial paperwork):
Code:
SOURCE 1996 1997 1998
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Net ticket sales 43.8 41.4 42.1
Local radio & television 12.6 13.9 14.4
Concessions and catering 13.6 11.5 11.9
Private suite and club seat rental 6.5 7.1 6.9
Advertising and promotion 6.4 7.1 7.2
Merchandise (net) 2.8 3.6 3.0
Major Leagues Central Fund 11.5 12.6 12.0
Other (primarily MLB Properties) 2.8 2.7 2.5
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Total 100.0 100.0 100.0
Note that "Major Leagues Central Fund" is the revenue from the national television contracts, copyright arbitration panel awards, and superstation payments. "MLB Properties" represents the revenue generated from MLB-level merchandise sales.
So, for these three years, Indians merchandise sales accounted for between 2.8%-3.6% of total operating revenue (in dollar terms, between $3 million and $4.5 million).
MLB per game average attendance, 1871-2008, in chart form (at least, I hope the chart is visible):
