Tag Archives: Business

Football finance and the folly of championship dreams

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There’s a debate on the finance of football taking place now on BBC News and a bunch of other public broadcast channels (actually, is such repetition a new way for the Beeb to cut costs in light of announced programme cuts?).

The debate’s been quite interesting so far. Not brilliant, but quite interesting. The most pertinent fact has been that 53 English clubs have gone into administration since 1992. That’s unbelievable; administration has simply become a business norm for football clubs.

Now – given the travails of Portsmouth – everyone is saying the debt associated to British football clubs is far too high. Apparently, everyone has now recognised that debt is wrong; it’s a means of cheating your way to success.

But if it wasn’t for Portsmouth, and the wider global financial crisis, would anyone have cared less? Numerous clubs have bought their way to success, unbalancing the balanced playing field of top flight football. When I was kid, I genuinely used to think the Villa had a chance of winning the League every year. Now, such thinking would be just folly – and it’s got nothing to do with the wisdom of age, and everything to do with the level of debt swilling around in football.

So, while I agree football needs to get its house in order and apply good governance (which seems to be the watchword for tonight’s debate), I can’t help thinking it’s far too little far too late.

South Woodford Waitrose and a £25 car parking ticket

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I guess you probably think Waitrose is a classy store. Your call, I guess – but the following example of (non-)customer service has left me changing my perceptions of the highly rated retailer.

Shopping at Waitrose is normally great. Part of the John Lewis Partnership, it offers a smashing range of products, is better priced than most people believe and is connected to the brilliant online shopping specialist Ocado.

Unfortunately, a recent experience has left me to conclude that Waitrose is also the kind of retailer that allows an outsourced firm to charge a family (one Dad, a pregnant Mum and a three-year-old daughter) £25 to park for more than two hours in their car park as they spend more than £100 on a weekly shop. Thanks Waitrose.

Rather than drone on like a demented consumer champion (any of my neighbours in Wanstead will tell you that I have already bored them senseless about the incident), have a look at the following droning letter of complaint I sent to Waitrose HQ. And get bored by that instead:

To whom it may concern

I am writing to complain about an incident during a recent visit to the Waitrose store in South Woodford, London. As a regular customer that has received many years of quality customer service from the Partnership, I was dismayed to see the following incident occur.

My heavily pregnant wife, my three-year-old daughter and myself parked in a family bay and shopped as normal in the store. We completed our shop and, on returning to our vehicle, found a £25 parking ticket because our car had been parked in the same place for more than two hours.

First, and as can be seen by the included receipt, we completed quite a large shop. Buying food during a busy weekend is always a time-consuming process and is likely to take a considerable period of time.

Second, your web site refers to the friendliness of the Partnership experience. We met three groups of friends and spent time talking to your affable till attendant. We would not, however, have opted for the friendly experience if we knew there was a chance it would cost us £25.

Third, my three-year-old daughter had to be changed in the toilet. Again, this incident took a considerable period of time. My daughter also likes to look at the children’s books and magazines. While we appreciate the distraction, we would not have dallied if we had known it would cost us money.

In short, I can understand that your company might find a requirement to charge people that chose to stay in your car park and not shop in the store. But when a family spends £100, I think it is reasonable to expect that they will not be charged £25 for the experience.

Best regards

Mark Samuels

So, that letter was sent a few weeks ago. What do you think happened? Well, they wrote back quickly – which was nice. And was there a big apology? Er, not exactly:

Dear Mr Samuels

I was sorry to learn that you were unhappy with the car park charges at our South Woodford branch and would like to take this opportunity to explain our reasoning for these changes.

OK. Apology – good start. But look closely; they’re sorry that I am unhappy – not sorry the incident occured. Not looking so good now, especially when they say they’re going to explain their reasoning for the charges (also worth noting that there’s an extra space before South Woodford on my copy of the letter. The more cynical might suggest that the name ‘South Woodford’ has been simply copied and pasted into a standard letter; that’s what the more cynical might suggest…).

Whenever it can Waitrose is keen to provide unlimited free parking. Unfortunately, this is not always possible especially in areas where we must conform with local restrictions or the car park is under the control of the local authority.

Fair enough, they have limited spaces and I guess some people park and don’t buy stuff in the shop. But what’s this…?

At South Woodford there is a very high demand for the number of spaces, and to ensure there is a continual turnover of spaces so all of our customers can find a space during peak periods, Britannia Parking Limited control the car park by introducing a charge after a reasonable period of time. You would therefore need to contact Britania direct.

Woah! So to ensure shoppers can find a space, they fine you after a couple of hours. What? I spent £100 in your store – what on earth has ‘reasonable period of time’ got to do with justifying a turnover of spaces when you’re actually spending cash? If they want to keep spaces free for customers, fine – but surely not by charging people that are in the store shopping. And while I’m on the matter, what is ‘reasonable’? Does it not include spending cash, looking after your kid and having a chat with people? Clearly not.

I would like to thank you for taking the time to bring this matter to attention.

Fine, it’s given me an opportunity to moan and some free content for my blog. So, thanks to you, too.

I appreciate that whilst what I have written will not have been what you wanted to learn, I am glad to have had an opportunity to clarify our position.

Good for you. And you’re right; it isn’t what I wanted to hear – or, more importantly, what I expected.

I can assure you of our continued commitment to providing you with the service and merchandise you espect when shopping at Waitrose and hope this unfortunate incident will not deter you from shopping with us again in the future.

You’ve already failed to meet my expectations regarding service, Waitrose. But why would it deter me from shopping with you again? I’m not going to cut off my nose to spite my face; I like your shops. But I tell you what it will do – it will make me angry and push me to write a load of stuff on my blog about how disappointed I am. And I’ll tell everyone I know about how you left me feeling rubbish. Shame, really. I expected better.

Moral of the story? Don’t park in a mother and baby spot, and spend too long spending £100 in a Waitrose store. If you do, you’ll be charged an extra £25 for the experience.

Wanstead, Tesco and the changing High Street

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I live in a place called Wanstead. If you live in London, it’s on the Central Line loop; if you don’t, it’s to the east. Wanstead is nice. My Dad is always saying: “What I don’t get about this London is that even when a place is nice, there’s something really grim just round the corner.”

He’s right, of course, but he lives in Warwick. And that is basically the posh Midlands. So, he’s a bit spoilt. But Wanstead – when it comes to London and it’s rather frustrating mix of nice and grim – is fairly grand. That sense of grandness is provided by the wide, tree-lined streets, some splendid period architecture and some lovely open spaces, such as the green on the High Street and Wanstead Park.

The village – if you can call Wanstead a village when it’s five minutes from the M11 and served by two Underground stations – has managed to retain a strong identity, particularly as the rest of east London is either being smashed for the Olympics or going to the dogs (or not, in the case of the former dog track at Walthamstow Stadium).

Then last week, a Tesco opened on the Wanstead High Street. It’s been a source of conjecture, debate and protestation. The store takes the place of a former Woolworth’s (RIP, you good retail friend). The protests against the store have been long and loud (hence the delay in the store opening). A particularly vocal compaigner has been a chap called Ashley Gunstock, who admitted using the Leytonstone Tesco branch after being ‘outed’ by a local newspaper. It’s been that sort of debate.

People objecting to the store say Tesco will kill shops on the High Street. Like elsewhere in the UK, shops are always opening and closing in Wanstead – and I guess the presence of a retail giant is hardly likely to help the independents. And the community of Wanstead – and it does have a nice community; we know all our lovely neighbours – seem keen to ensure the shop is empty.

Which is why I was surprised to see people virtually fighting to get into the Tesco earlier this week, while the local Co-op – which is normally packed – was the retail equivalent of the Mary Celeste: “It’s always like this now,” said one of the workers to me at the Co-op.

Change, eh? Who needs it? Virtually everyone, it would seem.

No football club has a divine right to success

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Football is a business. Actually, it isn’t – it’s a sport. But there’s a chance you might have forgotten, given the media’s obsession with football clubs and their cash concerns.

There’s one type of cash concern in football, like Accrington Stanley struggling to survive. And there’s another, where big clubs are struggling to stay as big clubs. Take Liverpool, for example.

Ex-footballers gracing screens with their oh-so-obvious banter keep telling the watching populace that Liverpool “simply have to qualify for the Champions League”‘ because of cash concerns and a need to attract the best players. But it’s a sport and I couldn’t give a stuff about who needs to be in a specific competition because of business issues.

Then there’s the big club justification – “Liverpool are a massive club that deserves to be in the Champions League”. Liverpool, of course, are a massive club with a “brand” (another dreadful term that has become associated to Sky-era football) that commands global recognition. Good for them. But such prestige does not mean Liverpool – or anyone else – has a divine right to be successful.

Look at Leeds, Newcastle, Nottingham Forest, Derby, Sheffield Wednesday, et al – all of whom are big clubs, finding they have no divine right to be in the top flight, never mind Europe.

Football is cyclical, you see and teams drop from the elite. Nothing is more sure. Liverpool are struggling, Manchester United have their own financial concerns – Manchester City are spending big, Spurs are on the up. Things change.

Look at the Villa. We were the biggest club in the world in the late ninteenth and early twentieth century; we were the global “brand”. Post-Second World War football in Aston has seen some high points and quite a few low points. At the minute, the Villa are thinking about being successful again. We shall see.

But no club has a right to success. And no club “has” to be in any competition, despite what the pundits would have you believe.

The LinkedIn Premier League of New Economy Job Titles

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The nature of work has changed. Want proof? Search LinkedIn and see how many people choose to define their job role with what might previously have been seen as non-traditional, even esoteric, terms:

  1.    4,475,626 results for owner
  2.    3,677,739 results for consultant
  3.    1,911,106 results for specialist
  4.    537,068 results for advisor
  5.    469,201 results for founder
  6.    468,044 results for expert
  7.    405,901 results for freelance
  8.    398,420 results for contractor
  9.    365,215 results for writer
  10.    138,506 results for speaker
  11.    84,840 results for strategist
  12.    61,032 results for ambassador
  13.    50,013 results for thinker
  14.    45,848 results for visionary
  15.    42,614 results for guru
  16.    20,318 results for blogger
  17.    16,270 results for evangelist
  18.    4,582 results for entreprenuer
  19.    3,094 results for gatekeeper
  20.    1,637 results for futurist

Old favourites – like freelance and contractor – are still popular. At the start of the last decade, such descriptions were seen as being catch-all phrases for individuals operating at the fringes of the formal economy and providing an outsourced service to larger businesses.

Twenty years ago, futurologists predicted something called ‘the internet’ would allow us to all work flexibly. Now, in a new economy driven by collaborative technologies, freelancing has become the mainstream. A global economy of contractors is fast-developing, with individuals selling their expertise on-demand.

Old monikers – such as freelance and contractor – do not necessarily encapsulate the act of work. The result is a collection of meaningful/meaningless terms that are used to describe what people actually do, or would like to do.

I wonder how the table will develop as the economy changes? Feel free to suggest other esoteric descriptions.

Look who I have been speaking to

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The sparkling new edition of CIO Connect magazine is out. Thanks to all those who participated and to those that helped sort out the interviews. Here is a list of featured CIOs and business experts:

  • Gordon Hextall, COO of NHS Connecting for Health
  • Paul Jones, NHS CTO
  • Mykolas Rambus, head of IT and special projects at Forbes
  • Ken Narvey, group chief technology and services officer at HSBC
  • Tony Mather, CIO at the Foreign & Commonwealth Office 
  • Paul Woobey, CIO at the Office of National Statistics
  • Ben Booth, global CIO at Ipsos MORI
  • Anne Weatherston, Bank of Ireland CIO
  • Mark Leonard, Colt CIO
  • Martin Thompson, Tradefair CTO
  • Steve Pikett, head of IT at Rothschild
  • Mark Greenlaw, Cognizant CIO
  • Jan Durant, director of IT at Lewis Silkin LLP
  • Ray Johnston, group IT operations manager at Aspen Insurance
  • Dean Branton, group director of business transformation at KCOM
  • Nathan Hayes, head of infrastructure and technology at Osborne Clarke
  • Mary Hensher, Deloitte CIO
  • Dave Williams, IT director at Confused.com
  • Robin Osmond, Tradefair CEO
  • Sharm Manwani, associate professor at Henley Management College
  • James Urquhart Stewart, media commentator
  • Duncan Aitchison, partner at TPI
  • Joe McDonagh, executive development expert at Trinity College Dublin
  • David Head, director at La Fosse Associates
  • Jo Alexander-Jones, organisational development manager at BG Group
  • Guy Hains, president of CSC’s European Operations
  • Patrick O’Connell, president of BT Global Service and MD of BT Health
  • David Bodanis, scenario planning expert
  • Rohit Talwar, futurologist

PRs looking to feature CIOs or business experts in forthcoming issues can ping me an email. Thanks in advance.

Defining innovation

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CIOs talk a lot about innovation. Actually, it’s often all they talk about – along with a bunch of related concepts, such as value, efficiency, globalisation, leadership and partnership. But what is innovation?

It’s a question that’s being analysed in a number of ways by CIO Connect and I’m putting together a special feature, speaking to CIOs and senior researchers at blue-chip businesses. Early conclusions? CIOs – and other business executives, more generally – often wrongly focus on the ‘blue sky’ element of innovation.

‘Blue sky thinking’, as well as being a bloody awful phrase, is only one tenet of innovation. It covers the research and development part, the creativity. But there’s another area of innovation that is probably more important, especially in the current economic climate.

Innovation is not just about developing something ‘new’, it is also about the re-use of existing assets in different and exciting combinations. Basically, it’s about regeneration and making good with something bad – ‘brown-field site thinking’, if you will (to borrow and manipulate the phrasing of geography).

Now, which is better – ‘blue sky thinking’ or ‘brown-field site thinking’?

I’m looking for CIO comment

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I’ll be starting to work on the following features for CIO Connect magazine in the next week-or-so. As usual, I’m looking for one-on-one interviews with IT leaders (CIOs, CTOs and IT directors) of big name organisations. The briefs cover the following areas:

  • Environmental responsibility and carbon neutrality – We will look at how corporate social responsibility and carbon neutrality can help drive increased value and operational efficiency.
  • Migration strategies – How should enterprise software be deployed? Potential areas include bespoke development, legacy retirement, porting applications and SOA.
  • Next generation leaders – What strategies can help CIOs create top class, next generation leaders? And how can IT leaders create a strong framework for succession planning?
  • C-Suite executives – I’ll also be looking for one-on-one interviews with CxOs (CEO, FD, HR director, etc.).

Mail me if you have any pitches. Thanks in advance.

Emmanuel Eboué is just a small fish in a bigger prawn sandwich

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“It was a moment that summed up the vein-bulging temper and perversity of the modern football fan,” begins David Hytner’s review of the Arsenal vs Wigan game  from last Saturday. “It perhaps went even further and offered pointers about society in general.”

Hytner was referring to Arsenal’s own fans booing Emmanuel Eboué for a series of mistakes. Eboué was eventually substituted. Whether the incident offered a broader comment on society is a moot point but I really liked this part of Hytner’s review:

“Blame the credit crunch. Attending matches is not cheap, especially in these parlous times and, after a hard week, some modern fans have no time for underperforming players, particularly not those who earn in a week what they do in a year. They pay their money, they bubble with indignation and they have a right to express their opinions. Loudly. Call it Wembley syndrome. The England players Frank Lampard and Ashley Cole would relate to that. Many supporters no longer feel the duty to support. They are now consumers and, if the product is not up to scratch, they wonder why they should tolerate it.”

Everyone is a consumer now; everyone is obsessed with consuming. Rather than being about cheap boiled sweets and empty stands, football is more about champagne and Sky’s TV money. The ordinary man (or woman) on the stands has been pushed to the side, not just by money-obsessed executives – but also by the game itself and its obsession with ‘markets’ and ‘consumers’. And that is the saddest thing of all.