本报告的目的是承接的曼彻斯特联合详细的战略分析，就其资源能力和竞争定位、组织战略适应环境和管理风格，强调其战略文化背景在一起（期望）。为此，俱乐部的使命，愿景，目标和战略将被考虑，同时战略评估和解释其管理业务（竞争优势）和功能（客户价值）水平。
将使用各种战略分析工具，以全面评估内部和外部对俱乐部内部环境的影响。这些主要包括SWOT和PEST分析，Porter的四角分析，价值链分析。
The Football Industry - The Barclays Premier League 足球产业-英超联赛
The aim of this report is to undertake a detailed strategic analysis of the Manchester United F.C. with regard to its resource capability and competitive positioning, the organisations strategic fit with its environment and its management style with an emphasis on the cultural context of its strategy together (stakeholder expectations). To this end the mission, vision, goals and strategies of the Club will be taken into consideration while strategically evaluating and interpreting its management at business (competitive advantage) and functional (customer value) level.
A variety of strategic analysis tools are going to be used in order to wholly evaluate both internal and external implications on the environment the Club operates within. These will primarily include SWOT and PEST analysis, Porter's four corners analysis, and Value chain analysis.
Market Environment Analysis 市场环境分析
Brief analysis of the market
English football, and the FA Premier League (FAPL) in particular, is today a bigger business than it has ever been, generating record revenues both within its stadia and through the rising value of its broadcast rights. The game is on TV in more countries than ever before and watched by an increasing number of passionate fans all around the world.
Despite the rising cost of attendance, football grounds are as full as they have ever been and FAPL matchday revenues have doubled in just eight years. But broadcast rights fees are expected soon to account for a majority share of income and younger consumers appear not to be inheriting the club ties that older fans were born into.
Mintel's research shows that football's appeal to brands lies in its continued ability to reach mass mainstream audiences rather than in the value of its core audience, which is largely apathetic towards sponsors and their products (over half of fans claim not to pay attention to who sponsors what, while just 16% say the brand that sponsors their club matters to them).
Football is well insulated against recession by the multi-year nature of its media and commercial agreements and by the fact that up to half of all seats are paid for before a ball is kicked through season ticket sales.
However, the experience of the 1980s recession (where between 1978 and 1984 average attendances in the top flight collapsed from over 28,000 to under 19,000) shows that attendance is vulnerable in a downturn, so that matchday revenues in the 2009/10 season could be at risk.
Barclays Premier League
Roles and Objectives
The mission of the Premier League is to effectively Manage, continually improve and be regarded as the world's best league football competition and in this way Generate increased commercial value, using the resulting revenues to further enhance competitions and strengthen the long-term future of the Premier League and its clubs.
Other objectives include:
Increasing interest in the Leagues' competitions, promote accessibility to live games and ensure that media exposure is used to optimum effect.
Useing the League's power and influence responsibly to improve the game in the UK and abroad through partnership with the FA, UEFA and other bodies.
Createing a quality of competition that provides a platform from which our member clubs can achieve unparalleled success in European or World competitions (source: Barclays Premier League official website).
Relationship with the clubs
The Premier League is owned by 20 Shareholders - the member clubs, whose membership in the league is dependent on the performance of their football team in the Barclays Premier League.
Another co-owner of The Premier League is the Football Association. While they have the right of veto in special occasions as the appointment of Chairman and Chief Executive Of
