The Final Paper is for you to culminate the learning achieved in the course by demonstrating your understanding and application of knowledge in the field of sport finance.In this assignment, you will create a condensed business plan for purchasing and operating a professional sports team. This is a hypothetical sports team and you may make assumptions to support your key points.Include the following elements in your condensed business plan:Overview: Introduce the business plan for purchasing and operating a professional sports team, and provide a thesis statement for your business plan.Marketing: Discuss how specific marketing promotions will help drive revenue and profitability for your sports organization. Consider trends, market strategy, pricing, sponsorships, advertising, and revenue generation sources, etc.Tax and Legal Issues: Discuss at least one tax and one legal issue you may face in the purchase or operation of your sports business.Financial Plan: Develop pro-forma financial statements (5 years) for your sports business. Include:An income statement on a monthly basis for year 1, a quarterly basis for year 2, and an annual basis for years 3, 4, and 5.A balance sheet on a monthly basis for year 1, a quarterly basis for year 2, and an annual basis for years 3, 4, and 5.A statement of cash flows on a monthly basis for year 1, a quarterly basis for year 2, and an annual basis for years 3, 4, and 5.Important Note: Use a spreadsheet program such as Excel to create the financial statements. Then, embed the statements by copying/pasting them into the final Word document.Financial Plan Assumptions: For all financial statements, include a list of key assumptions that drive your financial plan.Financial Analysis: Describe three financial metrics or ratios that you will use to analyze the health of your business. Financial Risks: Describe three potential financial risks for your sports business.Mitigate Risks: Describe possible ways to mitigate each of the risks listed above.Investor Return on Investment: Describe what you will offer potential investors in order to seek funding for your business. Consider types of ownership, stocks, dividends, interest payments, royalty fees, merchandise profit sharing, perks, etc.Exit Strategy: Describe your exit strategy assuming you are ready to sell the sports business in 10 years.The Final PaperMust be eight to ten double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center (Links to an external site.)Links to an external site..Must include a title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust begin with an introductory paragraph that has a succinct thesis statement.Must address the topic of the paper with critical thought.Must end with a conclusion that reaffirms your thesis.Must use at least five scholarly sources, in addition to the textbook.Must document all sources in APA style, as outlined in the Ashford Writing Center.Must include a separate reference page, formatted according to the APA Style as outlined in the Ashford Writing Center.Carefully review the Grading Rubric (Links to an external site.)Links to an external site. for the criteria that will be used to evaluate your assignment.text reference,Fried, G., DeSchriver, T. D., & Mondello, M. (2013). Sport finance (3rd ed.). Human Kinetics. ISBN: 9781450421041

RISK ANALYSIS FOR A SPORT FACILITYIMPORTANT POINTSYou have just been hired as the Facility Manager at "American Military/Public University Arena" in Charles Town, West Virginia. The arena seats 65,000 and is used as a multipurpose facility to host events in college and professional basketball, football, and hockey. This is a newly structured arena. As the Facility Manager, you have been asked to develop a Risk Analysis Plan. The project must be original; that is you must be THE author of it and it must not have been used for this or any other course. NOTE: PLAGIARISM WILL NOT BE TOLERATED. Make certain you understand how to properly cite information with APA formatting and understand the ramifications if you don’t. Some type of creativity is required. Photos are required. These must be in color and embedded in the text. If you are not certain how to “wrap the text” around the photos I suggest you learn by researching the Internet and looking up tutorials to accomplish this task. The project will be evaluated for the quality of research on the topic and writing style; in the latter case this means neatness of the paper, organization, and mechanics of writing (which includes spelling). REQUIRED FORMATYou need to make certain that all of these are included to receive full points. Failure to include these items will result in a reduction depending on the quality.I. Title PageUse APA format. See the attachments I have on APA format on the home announcement. It is also a good idea to purchase the latest APA manual and keep for all your studies.II. TABLE OF CONTENTSShould be very organized and comprehensiveComplete an ADA Checklist III. MAIN SECTION A. Overview of the facility’s operation (approximately 1-2 pages) 1. Brief description of the following: a. What services are provided?b. If more than one type of facility exists what facilities are being analyzed (i.e., parking garage)? c. Who are the stakeholders?1) Type of personnel and number of spectators/participants d. How many clients are serviced? e. Personnel used for risk managementB. Matrix– this is the mainpart of the analysis. This section will usually include 1-2 pages of matrices the rest explaining the reduction techniques. Photos with appropriate captions are a requisite for this section (approximately 2 - 4 pages).1. Identify TEN (10) specific risks - these should be either risks you identified as facility manager, or those that you recognize will be there due to your knowledge gleaned from this class. Identify botha financial treatment anda reduction treatment for each risk in your matrix.2. Your matrix needs classify each risk: severity & frequency (high, medium, low)3. Use an additional matrix to decide whether to transfer or retain financial risks - indicate howrisk will be transferred (i.e. insurance, independent contractor, indemnification clause)4. Use waivers. Provide at least one your facility uses. Be sure and cite where it came from.5. Use key words for reduction of risks (i.e. supervisory plan, inspections, in-service education plan)6. ANYtype of facility will have hundredsof risks associated with it. You are required to cover only 10.C. Narrative regarding risk reduction procedures (approximately 3 pages).1. Personnel managementa. Make sure your facility utilizes miscellaneous personnel policies such as drug testing, anti-smoking. b. Discuss the facility’s sexual harassment policy. Provide an example of one.2. Discuss the facility’s emergency procedures. These should be generalprocedures for dealing with accidental bodily injuries, natural phenomena, and behavioral problems - notspecific first aid procedures. a. Include a sample accident report form. Provide one that is sufficient (give cite).3. Discuss your crowd management plan this facility has. D. Compliance with the ADA (approximately 1-2 pages)a. I expect a completed checklist to be included as an Appendix.IV. CONCLUSION/SUMMARY (approximately 1-2 pages)A. Need comprehensiveconclusion or summary; Nota couple of short paragraphs thrown together.V. REFERENCESA. Must be done in correct APA formatVI. APPENDICESA. Any forms used, i.e. inspection checklists, participation agreements, rental agreements, lease agreements, waivers, accident report forms, ADA Checklist etc. Note: for the ADA Checklist Appendix, feel free to include a hyperlink rather than including all pages in your Analysis.B. The appendixes should be discussed in order; first is Appendix A; then Appendix B etc. B.Appendices should be paginated; need a title page for eachANALYSISA. This paper will be evaluated for thoroughness in identifying risks and planning risk reduction strategies. Error on the side of providing “too much” detail rather than not enough. The final paper should be something you could actually use if you were out in the real world. This is supposed to be a Risk Analysis, NOT a report about Risk ManagementOR a report about a sport facility.Make certainyou understand the difference!

Topic for part 1 is Discuss the role of the entrepreneur in the U.S. economy and describe the entrepreneurial profile. Part 1(a) Entrepreneurs play a vital role in economies across the world including the U.S. New business are bound to generate maximum jobs i.e., way more than large established businesses. They also bring efficiency to the system, as new businesses are nimbler in operations. Since entrepreneurs usually disrupt the market with new technology, they also end up bringing new job opportunities. Entrepreneurs are of various shapes and sizes, anyone with a vision to create an impact in the world and run a business is an entrepreneur. It can be of any background and any industry. An entrepreneur tries to solve difficult problems and solve issues most easily and efficiently. They challenge the status quo and change the world with their ideas. Entrepreneurs are risk-takers and work passionately to ensure the success of their companies. References Gartner, W. B. (1988). “Who is an entrepreneur?” is the wrong question. American journal of small business, 12(4), 11-32. Giacomin, O., Janssen, F., Guyot, J. L., & Lohest, O. (2011). Opportunity and/or necessity entrepreneurship? The impact of the socio-economic characteristics of entrepreneurs. Hamilton, R. T., & Harper, D. A. (1994). The entrepreneur in theory and practice. Journal of Economic Studies. Part 1(b) The innovativeness of the entrepreneurs are what makes them crucial to the economy. First off, they create jobs for themselves and others. They affect the economy by creating new products, new ways to produce other products, and creating competition within their area of involvement (Kritikos, 2014). Another way they affect the economy is by being forward-thinking and creating new technologies. An entrepreneur's profile is that they create new businesses knowing the risks and uncertainty involved (Scarborough & Cornwall, 2019). An entrepreneur sees an opportunity and or a better way of doing something and are not afraid to pursue the opportunity. They also tend to do well with limited resources. Some of the characteristics of an entrepreneur are as follows but are not limited to self-confidence, comprehensive awareness, and a sense of urgency, to list a few (Staff, 2021). References Kritikos, A. S. (2014). Entrepreneurs and their impact on jobs and economic growth. Retrieved from IZA World of Labor: https://wol.iza.org/articles/entrepreneurs-and-the... Scarborough, N. M., & Cornwall, J. R. (2019). Essentials of Entrepreneurship and Small Business Management. New York: Pearson. Staff. (2021, June 30). Small Business Q&A - Start-Up. Retrieved from Making it: http://www.makingittv.com/What-is-the-profile-of-an-entrepreneur.htm Topic for part 2 is: Explain why a business should seek to balance its economic, legal and social obligations. Part 2(a)  A business should seek to balance its economic, legal, and social obligations because this will lead to a more productive workforce and profitable business. The book sites the example of the Starbucks Coffee Company on page 45 which invested “$70 million…to help coffee farming communities around the world mitigate their climate change impacts…” (Lawrence 45). This was socially responsible, and no doubt led to an uptick in profits as those environmentally minded individuals chose Starbucks over other brands.  So, this shows a balance between the economic and social obligations. As for the legal obligations, Starbucks has a team dedicated to ensuring this is done within the confines of the law.            Despite this good will of Starbucks, the real question is—should social responsibility be mandatory? An article in the Harvard Business Review states that the “main goal [is] to align a company’s social and environmental activities with its business purpose and values” (Harvard Business Review). So maybe Starbucks changed is purpose or values and saw the opportunity to make a global impact on the environment and their coffee supply chain, while evolving into a more socially responsible company. Bravo! I am more environmentally savvy after just completing the Environmental Science course here at Saint Leo and will now be patronizing Starbuck’s even more after learning of their global environmental efforts. References Rangan, V. Kasturi, Lisa Chase, Sohel Karim. (2015). The Truth About CSR. The Harvard Business Review. https://hbr.org/2015/01/the-truth-about-csr. Accessed 1 July 2021. Lawrence, Anne T., James Weber. (2017). Business and Society: Stakeholders, Ethics, Public Policy. (15th ed.).                 New York: McGraw-Hill Education. Part 2(b) Often times businesses loose sight of the fact that business isn't just business as the old adage says.  Business is in the business of making money and being profitable.  It wasn't too long ago that we can recall the events that occurred around the company Enron.  I did an entire paper on the fall of this company and you might say it was the lack of balance with regard to the economy, legally and socially that caused them to meet their demise.  Their corporate officers lost all morality when they clearly had no regard for their shareholders and employees.  I mean stealing over a billion dollars without feeling any remorse is deplorable.  I am sure that in the early days of this company they never gave this a thought, but as things progress overtime, I suppose the these humans lost sight of the importance of the three issues that we speak of above.  Greed is a horrible evil that causes people to do evil things.  Their acts of greed forced innocent people who trusted their business to loose their life savings. Our core value of Integrity is so important in business, and no matter how successful a business may appear, it can quite possibly mislead and destroy many stockholders, employees, government, customers, suppliers, the community/public without always keeping in focus this core value of integrity.(Lawrence/Weber) Works Cited: Lawrence, A. T., & Weber, J. (2017). Business and Society: Stakeholders, Ethics, Public Policy (15th ed.). New York: McGraw-Hill Part 3 "At around 8 p.m. on the evening on December 31, 2013, a mother and her two young children were walking home in San Francisco.  At a busy intersection, the family waited for the “walk” signal and then started across the street. Just then, an SUV made a right turn, striking all three members of the family in the crosswalk. The mother and her 5-year-old son were seriously injured. Her 6-year-old daughter was killed. The man behind the wheel of the SUV identified himself as a driver for the ride-hailing service Uber. Uber immediately distanced itself from the tragedy, saying that the driver was “not providing services on the Uber system at the time of the accident.” The family’s attorney contested this, saying that the driver was logged onto the Uber application, appeared on the system as available to accept a rider, and was interacting with his device when he struck the mother and children. In other words, the tragic incident had apparently occurred during the app-on gap—the driver was on the road with his Uber application activated but had not yet connected with or picked up a rider. So, who was responsible, the driver or the ride-hailing service? Uber was, in the words of a New York Times columnist, “the hottest, most valuable technology startup on the planet.”  The company was founded in 2009 as “everyone’s private driver,” providing a premium town car service that could be summoned online. In 2012, it rolled out UberX, a service that enabled nonprofessional drivers to use their own vehicles to transport riders. Customers could use the Uber app to hail a car, connect with a willing driver, watch the vehicle approach on a map, pay their fare, and receive a receipt, all on their smartphone. Uber provided the technology and took a commission on each transaction. Uber’s disruptive business model caught on rapidly. By mid-2014, Uber’s ride-sharing service had spread to more than 120 cities in 36 countries. In the United States, the ser-vice could reach 137 million people with an average pickup time of less than 10 minutes. Demand was growing so fast that Uber was scrambling to recruit 20,000  new  drivers, ""whom  Uber  called  “transportation  entrepreneurs,”  every  month.  Private investors were enthusiastic about the company’s prospects: Uber had attracted $1.2 billion in funding and was valued at $18.2 billion. Drivers who partnered with Uber had the flexibility to drive when and as much as they wished. They could also make a decent living; the median annual income for its full-time drivers in San Francisco, for example, was about $74,000. But they also assumed risk. In the event of an accident, Uber instructed its drivers to submit a claim to their personal insurance carrier first. If it were denied, Uber’s backup commercial liability insurance would go into effect, but only after the driver had been summoned by a customer or had one in the vehicle. Traditional taxicab companies did not welcome competition from Uber. Cabdrivers in many cities across the world protested the entry of Uber into their markets,  conducting  strikes and “rolling rallies” charging Uber with unfair practices. Uber drivers did not have to comply with many of the rules that applied to taxicabs, such as those requiring commercial driver’s licenses, regular mechanical inspections, and commercial liability insurance. Governments at city, state, and national levels had become involved, with some imposing restrictions and others even banning Uber outright. In the wake of the 6-year-old’s death in San Francisco, California, legislator  Susan  Bonilla introduced a bill that would require Uber and other ride-hailing companies to provide commercial liability insurance from when the driver turned on the app to when the customer got out of the car, thus filling the app-on gap. The American Insurance Association, representing insurance companies, supported the legislation, saying that personal auto policies should not be expected to cover ride-hailing drivers once they signaled availability. “This is not someone commuting to work or going to the grocery store or stopping to pick their children up  from  school,”  a  spokesperson  said. The family of the girl killed on New Year’s Eve also supported Bonilla’s bill, as did consumer attorneys and the California App-Based Drivers Association. But  others  lined  up  in  opposition.  Uber and other ride-hailing companies strenuously objected to the bill, as  did  trade  associations  representing  high-technology  and  Inter-net-based firms, apparently concerned about increases in their costs of doing business. The bill, said an Uber spokesperson, was “an example of what happens when special interest groups distract lawmakers from the best interests of consumers and small businesses.” 1. Who is Uber’s relevant market and nonmarket stakeholders in this situation? 2.What are the various stakeholders’ interests? Please indicate if each stakeholder would likely support, or oppose, a requirement that Uber extend its insurance  to  cover  the  app-on gap. 3.What sources of power do the relevant stakeholders have? 4.Based on the information you have, draft a stakeholder map of this case showing each stakeholder’s position on the issue and degree of salience.  What conclusions can you draw from the stakeholder map? 5.What do you think Uber should do in response to the bill introduced by Susan Bonilla, and why." Only use websites as references. And also websites that are based in the United States.  Also for part 3 Keep in mind to integrate the Saint Leo core values of Community and Respect that apply to this issue. Responses for each case discussion question should be in paragraph form and be approximately 250-300 words in length. https://www.saintleo.edu/mission-values-identity