As we see in the results of the Sources of Revenue Survey in images, (ranking revenue sources by income band) very few clubs thrive mainly on the basis of membership subscriptions and match fees.
In any case, cricket objectives dependent on recruitment and retention of players means spreading the considerable costs of playing beyond the players and even the wider membership (we have another discussion currently raging on the actual costs of getting a game on).
And that’s not just down to the limits on your ability to soak relatively few people (given players’ relative price elasticity of demand and if influenced by standards of play and facilities).
The fact is, pretty much all clubs are subsiding play by raising money from outside even if that doesn’t always mean keeping prices as low as possible.
But if clubs need (and ECB expects) a mission to broaden, not just deepen, the pool of players then that does mean raising more and more money.
Clearly, from the data, social events are not enough. And, while bar income is critical for most, it’s not possible for all.
But are enough clubs responding effectively to changing habits; is there much evidence lattes are becoming as important as lager?
Does the dual business model – running a membership alongside a community proposition – work? Clearly, other than venue hire and outside events to drive bar revenue, a more commercial proposition is difficult.
That said, the prominence in the results across all income levels of successful sponsorship programmes will be a surprise to some.
Is there a Catch 22; clubs feeling they need better facilities to deliver more external income but, in the absence of grants, not being able to contemplate delivering the better facilities without that income ?
Grants have clearly moved from the one-off award and are now embedded in the expected continuous income streams of some clubs, especially those with higher overall incomes.
But is external finance and funding realistic for all clubs? And is that down to decisions driven out of necessity or desire?
And what revisions to (expected) legal and governance structures are needed to support that decision making and deliver better results?
So other than liberal quantities of free money, of course, and the Toyota Prize Draw, what contribution can ECB (and counties) make to your club’s business model development……… even if you don’t consider it a business or, er, model?
These are discussions we’ve been having in the Breakfast Club in recent weeks and we’re beginning to draw some conclusions.
It would be good to have you join us.