Sports Agency Business Plan, Marketing Plan, How To Guide, and Funding Directory
The Sports Agency Business Plan and Business Development toolkit features 18 different documents that you can use for capital raising or general business planning purposes. Our product line also features comprehensive information regarding to how to start a Sports Agency business. All business planning packages come with easy-to-use instructions so that you can reduce the time needed to create a professional business plan and presentation.
Your Business Planning Package will be immediately emailed to you after you make your purchase.
Product Specifications (please see images below):
- Bank/Investor Ready
- Complete Industry Research for the Industry
- 3 Year Excel Financial Model
- Business Plan (26 to 30 pages)
- Marketing Plan (24 to 28 pages)
- 425+ Page Funding Directory
- PowerPoint Presentation
- Loan Amortization and ROI Tools
- Three SWOT Analysis Templates
- How to Start a Business Guide
- Easy to Use Instructions
- All Documents Delivered in Word, Excel, and PowerPoint Format
- Meets SBA Requirements
Sports is a major form of entertainment within the United States. As such, given the billions of dollars of revenue that are generated each year from professional sporting events – the demand for quality representation as it relates to the individual athletes in substantial. Given that many athletes now sign endorsement deals on top of contracts relating to providing professional services, many sports agencies have been developed to become a full service solution provider for athletes that need quality representation. The barriers to entry for this type of business are considered to be relatively high given that most sports agents or attorneys by trade. The startup cost associated with developing a new sports agency business typically ranges anywhere from $50,000 all the way to $500,000 depending on the number of agents that would be on staff from the onset of operations. Given that this is a service-based business – the gross margins generated from revenues are also extremely high. Typically, gross margins for this type of business range anywhere from 90% to 95% depending on whether or not a bad debt expense is going to be factored into the cost of goods sold. Most importantly when developing a new sports agency business, it is imperative that the owner operator have an understanding of the applicable employment agency laws that may be associated with presenting an athlete. Again, given that most sports agents are attorneys this matter can be looked into relatively easily. However, if a sports agent is not a licensed attorney then it may be in their best interest to hire a firm that can provide them with the understanding that is needed in order to remain within the letter of the law at all times.
A sports agency business plan would be required if the individual is going to seek private investment capital or a working capital line of credit from a financial institution. This business plan should include a three-year profit and loss statement, cash flow analysis, balance sheet, breakeven analysis, and business ratios page with statistics that are common to artist and athletic representation businesses. Within this business plan, a full examination of how clients are going to be acquired is needed. Unlike other businesses that market their services to the general public, a sports agency deals with a very limited number of people given that there are only a handful of spaces in professional sporting leagues for professional athletes. As such, it is important that a sports agent develop ongoing relationships with recruiters, colleges, high school coaches, and other individuals and entities that deal with amateur sports. Once a client is found, it is important that they are provided with a full understanding of the suite of services that can be rendered to this individual. As such, the marketing section of the business plan should focus significantly on client acquisition. As this is a personal services business, it is important at the age and the very people focused so that they can properly require clients placing those that they represent with professional sporting organizations.
Ace sports agency marketing plan should also be developed. Again, and foremost – it is imperative that the sports agency develop ongoing relationships with professional sporting organizations as well as coaches among the high school and collegiate level. Of course, the sports agency should also maintain an expansive website that provides the biographies of staff agents, representation operation, contact information, and when applicable a list of clients that are currently under representation or have been represented in the past. This will lend credence and provide a strong reputation for the sports agency as it expands. The presence on social media can also be helpful for sports agent given that many young athletes frequently use social media in order to communicate with their friends and families. As such, by maintaining a social media profile on a platform such as FaceBook, Twitter, and Google+ – a sports agent may be found by an amateur athlete is qualified to play professional sports.
Once the business plan and marketing plan have been developed, most entrepreneurs will develop a sports agency SWOT analysis. As it relates to strengths, a sports agency is able to generate extremely high gross margins from their services. Additionally, these businesses are relatively immune from negative changes in the economy given that viewing a sporting event on TV or in person is considered a low-cost form of entertainment. As such, a negative decline in the economy will not impact the revenues of the sports agency. For weaknesses, this is a highly competitive industry and are already many firms that have been established for decades. As such, it is incumbent upon the owner operator to ensure that they are able to provide a top-notch level of athletic representation as they develop their client base. For opportunities, many sports agencies will seek to hire additional staff agents that can handle a greater number of clients. This is really the only way that these businesses can expand given that the usually take fees equal to 10% to 20% of their clients gross income. For threats, outside of any minor regulatory change that could occur as it relates to maintaining an athlete – agent relationship there is really nothing that would impact the way that these businesses conduct their operations. Again, a sports agency is immune from negative change in the economy and can be a highly lucrative small to medium-size business for someone that is qualified to operate.