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I’m working on a writing exercise and need the explanation and answer to help me learn.

1. Evaluate the current environment (i.e., internal and external) of
PGC Basketball. SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats)
2. What are 2 KEY ISSUES and for each of the two issues, come up with smart objectives and strategy tactics to help eliminate those issues
3. What are we trying to achieve?Case Studies in Sport Management, 2019, 8, 1-5
https://doi.org/10.1123/cssm.2018-0008
© 2019 Human Kinetics, Inc.
CASE STUDY 1
To Grow or Not to Grow: Strategy Development at PGC Basketball
Daniel Wigfield, Ryan Snelgrove, Luke R. Potwarka, Katie Misener, and Laura Wood
University of Waterloo
Mano Watsa, President of Point Guard College (PGC) Basketball, is contemplating the next direction to take his organization. His
co-owner, Nicole, is adamant that the next five years should be focused on growing PGC Basketball. Like Nicole, Mano would
love to see PGC Basketball continue to grow; however, he is skeptical about focusing on growth when the organization is facing
some significant challenges. Specifically, PGC Basketball is faced with a low athlete annual retention rate (i.e., 20%) and camps
in some regions operating below 70% capacity. In addition, Mano recognizes that PGC Basketball has issues achieving
consistency within their operations to ensure quality control, promoting their summer camps within all the markets they serve, as
well as attracting and retaining top talent to work as camp instructors. Mano must determine the best strategy to implement for
PGC Basketball to continue its success over the next five years.
Keywords: decision making, evaluation, organizational effectiveness, participant service, organizational capacity
Point Guard College (PGC) Basketball President Mano Watsa
leaned back in his chair as his plane took off to Southern California.
He was making one of his frequent visits to a camp PGC Basketball
was holding for young aspiring basketball players and coaches.
As he settled into his seat, he contemplated where the company
was heading over the next five years. With PGC Basketball staff
regularly spread across North America operating camps on a
weekly basis it seemed that there was little time to appropriately
reflect and consider the future of the organization. To date, PGC
Basketball has been reliant on regular conference calls throughout
work weeks and two annual company retreats to keep the entire
staff up to date. With a five-hour flight across the country ahead of
him, Mano believed this would be his best opportunity to reflect
and begin planning for the future of PGC Basketball. As he began
to reflect on PGC Basketball, Mano was pleased that his company
has been very successful having expanded to offer camps in 33
different states and provinces. PGC Basketball has also received
ringing endorsements from elite basketball coaches, such as John
Wooden and Rick Carlisle, and numerous athletes attending his
one-week camps.
With the successful evolution of PGC Basketball in mind,
Mano recalled a recent conversation he had with his co-owner,
Nicole, regarding continued organizational growth. During the
conversation, Nicole was adamant that the future strategy of
PGC Basketball needed to focus on growth because there was
still plenty of markets, athletes, and coaches that remained
untouched by the organization. Mano remembered voicing his
concern about focusing on growth because, outside of the northeastern United States, most operating capacities of summer camps
were not being reached. Adding to Mano’s concern was the high
turnover rate that PGC Basketball was experiencing with its camp
instructors. Despite Mano’s concerns, Nicole maintained her belief
that PGC Basketball should be focusing on growth for the future
because their camp experiences were second to none. Mano hoped
The authors are with the Department of Recreation and Leisure Studies, University
of Waterloo, Waterloo, Ontario, Canada. Snelgrove (ryan.snelgrove@uwaterloo.ca)
is corresponding author.
that by the time he landed in California he would be able to
determine the best course of action for the future of PGC
Basketball.
Background
Mano Watsa, a graduate of the Department of Recreation and
Leisure Studies at the University of Waterloo, developed a
passion for operating youth basketball camps when he was
15 years old, offering a mini summer camp for local kids out
of his parents’ backyard. Several years later, after a seven-year
friendship with PGC founder Dick DeVenzio, Mano formalized
his own program (the ‘Point Guard Academy’) as a tribute to Dick
in 2001 and incorporated as a business. Following the passing
of Dick, Mano merged Point Guard Academy with Point Guard
College in 2007. Since merging the two companies, PGC Basketball
has grown considerably. Today, PGC Basketball serves several
thousand athletes annually at camps across the United States and
Canada.
Organizational Details
Organizational Mandate
Indeed, what was once a “backyard” operation has evolved into a
formalized and sophisticated operation, complete with full-time,
part-time, and seasonal staff members, as well as, a stable of highly
qualified basketball instructors committed to an organizational
mandate of “creating transformational experiences and products
for dedicated athletes and coaches.” The mandate of PGC
Basketball is reflective of the organizational vision “to SCHAPE
the basketball world.” Mano has attributed the success of PGC
Basketball to a strong organizational culture, vision, and mandate
underpinned by the following values (i.e., SCHAPE):
• Spirit (We celebrate others and bring infectious energy to
every environment and interaction)
• Communication (We build trust through uncommon levels of
transparency, authenticity and coach-ability)
1
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2
Wigfield et al.
• Hustle (We consistently do more than our share and more than
expected)
• Approach (Our commitments are the foundation of everything
we do. We are integral. We welcome adversity with optimism.
We nourish life-giving relationships. We have a growth
mindset.)
• Precision (We pay ridiculous attention to details and have an
unwavering standard of excellence)
• Enhancement (We make everything around us better and
achieve incredible results by innovating continually and providing outrageous value).
Human Resources
PGC Basketball has evolved from Mano being the sole operator of
backyard basketball camps to a staff of 35 year-round employees
(30 full-time; five part-time) stationed across North America. The
year-round staff includes eight executive positions (i.e., President,
Chief Operating Officer, Director of Finance, and Director of
Communication and Sales) as well as various administrative
positions in a variety of departments, including: Human Resources,
Finance, Player Development, Coach Development, Business
Development, Operations, Marketing and Sales. With the dispersion of the year-round staff across the continent, PGC Basketball
has been reliant on regular conference calls during workweeks and
two annual company retreats to keep the entire staff up-to-date.
In addition to the year-round staff, PGC Basketball employs a
significant number of seasonal employees who are essential to
operating the various camp offerings. Seasonal employment peaks
during the summer camp season (i.e., May through August).
Approximately 220 seasonal staff are hired annually to operate
the various camps offered by PGC Basketball. Each PGC Basketball camp offering is operated by three distinct staff positions,
including: Camp Director, Instructor, and Site Manager. Each of
the three positions is described below.
Camp Director. PGC Basketball seasonally employs approximately 40 Camp Directors. Many of these individuals are current
coaches at post-secondary institutions that have an extensive
number of coaching certifications and basketball accolades. These
individuals are the lead instructors of the camps and are tasked with
Table 1
delivering the curriculum designed by player and coaching development executives. In addition to teaching, these individuals are
also responsible for hiring the team(s) of instructors that will assist
them in operating the camp.
Instructor. Approximately 180 instructors are hired for each
summer season. In addition to the hired instructors, youth basketball coaches within the communities hosting PGC Basketball
camps are offered the opportunity to take part in summer sessions
as volunteers. Instructors are comprised of high school coaches and
university basketball players. Each of these employees are responsible for assisting the Camp Director with teaching throughout the
camp(s) they are assigned. More specifically, instructors are often
positioned at various points on the court and work with small
groups of students on specific skills (e.g., shooting motion, defensive posture, dribbling). Depending on enrolment numbers, six to
eight instructors are assigned to each camp and a trained by the fulltime coaching development specialists. Notably, PGC Basketball
hires instructors from across North America, most of which do not
reside in the host location of the camp(s) in which they work.
Concerningly, the instructor position consistently sees the greatest
annual turnover rate of any position within PGC Basketball despite
its importance to camp operations.
Site Manager. Site managers are members of the year-round staff
that are arguably the most influential in the operation of PGC
Basketball’s camps. These individuals are responsible for coordinating logistics (i.e., travel, residence, meals, and athletic facility rental)
at the various post-secondary institutions that host PGC Basketball
camps. As of 2017, there are three Site Managers on PGC Basketball’s staff and they are supported by members of the Operations
Department.
Finances
PGC Basketball is a commercial (i.e., for-profit) organization. In
2017, revenues were forecasted to be approximately $7.5M USD in
the United States, and $250,000 in Canada. A significant portion of
revenue is attributed to the various summer camp offerings. See
Table 1 for details regarding registration fees for the various types
of camps that are offered by PGC Basketball. A review of
the summer camp registration numbers compared to current operating capacity levels (see Table 2) suggests PGC Basketball is
PGC Basketball 2017 Camp Pricing
Summer Residential
Playmaker College I:
Winning Habits
Playmaker College II:
Scoring Blueprint
Point Guard College:
Think the Game
$750-895 *Varies by location $795-895 *Varies by location $795-895 *Varies by
**Incoming 7th-11th grade
**College and high school
location **College and
male and female players
male and female players
high school male and
female players
Coach
$295 All levels
$295 All levels
$295 All levels
Summer Day Camps
Skills Academy I: Founda- Skills Academy II: Essential
tional Skills
Skills
Athlete
$345-395 *Varies by location $395-495 *Varies by location
**Incoming 4th-7th grade
**Incoming 7th-11th grade
male and female players
male and female players
Coach
$95 All levels
$95 All levels
Athlete
PGC Grad School
$1,995 *Male and female college
players, incoming high school seniors,
and incoming juniors who have attended
two or more PGC summer camps.
$395 All levels
Note. All prices in USD.
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Strategy Development
Table 2
3
Number of Athlete Registrants in Summer Camps and Associated Capacity by Region, 2015-2017
2017
Region
Canada
Midwest
Mountain West
New England
Northeast
Northwest
South Central
Southeast
West
Total
2016
2015
#
Max
% of
#
Max
% of
#
Max
% of
Sessions Athletes Capacity Capacity Sessions Athletes Capacity Capacity Sessions Athletes Capacity Capacity
3
15
7
5
8
5
16
10
8
77
214
1,352
675
638
785
542
1,625
935
697
7,463
270
2,016
924
672
1,050
672
2,375
1,470
948
10,397
79%
67%
73%
95%
75%
81%
68%
64%
74%
72%
2
13
5
4
7
4
9
12
8
64
experiencing a shortfall in terms of its revenue potential. Concerningly, camps in some regions (i.e, Southeast United States) are
operating with a capacity as low as 64% while others (i.e., New
England) are operating with a 95% capacity. Based on registration
trends and camp operating expenses (e.g., facility rental), Mano and
his colleagues have been able to approximate a breakeven point of
70% operating capacity. The breakeven point for operating capacity
is only an approximation because PGC Basketball’s expenses
fluctuate based on a camp’s location. More specifically, the fluctuation of camp operating expenses is largely explained by the differences in each region’s facility rental prices. In an effort to improve
the camp enrolment disparity across all regions and maximize its
revenue potential, PGC Basketball spent $300,000 on marketing
efforts. Specific details regarding marketing efforts and camp
programming details can be found in a later section of this profile.
Infrastructure
Currently, PGC Basketball does not own or operate any basketball
facilities in any of the locations where camps are hosted. Therefore,
the ability to service such a large number of basketball players and
coaches is a result of the relationships PGC Basketball executives
have established with the many post-secondary institutions across
North America that allow PGC Basketball to host their unique
camps with access to top-quality facilities. More specifically, a
typical summer season sees PGC Basketball rent athletic facilities
and residence space from post-secondary institutions in over 60
cities across North America. In some locations PGC Basketball
rents athletic space from secondary schools or institutions like the
Young Men’s Christian Association (YMCA). A sample of the
specific host locations for PGC Basketball’s summer camps is
found in Table 3. It is common for each of the facilities found in
Table 3 to be used for multiple camps throughout the year.
External Partnerships
In addition to establishing a large client base, PGC Basketball has
established partnerships with influential basketball organizations
like the Hudl (technology-based coaching tools), Shoot-A-Way
(basketball shooting machine), TeamSnap (organizational management and communication software), Jr. NBA (international youth
basketball league), Indiana Basketball Coaches Association, and
130
1,357
634
534
808
580
1,159
1,171
717
7,090
148
1,848
672
546
924
588
1,302
1,512
1,008
8,548
88%
73%
94%
98%
87%
99%
89%
77%
71%
83%
2
13
5
4
7
5
16
9
9
70
144
1,066
531
455
536
454
1,526
818
588
6,118
196
1,932
672
546
868
714
2,112
1,260
1,386
9,686
73%
55%
79%
83%
62%
64%
72%
65%
42%
63%
the North Carolina Basketball Association. Each of the established
partners act as a key recruiting tool for PGC Basketball as they each
promote PGC Basketball’s camps to their members and clients. In
return, PGC Basketball provides customized basketball educational material to the partner to disperse to their members and
clients. The customized educational material takes the form of
either videos, webinars, or blogs.
Marketplace
As co-owners of a youth sport organization, Mano and Nicole
acknowledge that the youth sport marketplace is ultra-competitive
as the amount of services available to young athletes interested in
enhancing their skills has never been higher. Within the basketball
marketplace, PGC Basketball competes with four organizations:
Breakthrough Basketball, Hoop Group, IMG Academy, and NBC
Camps. In addition to the aforementioned organizations, basketball
camps offered by university athletic and/or campus recreation
departments also offer competition for registrants. Mano and
Nicole emphasize that PGC Basketball camps differentiate from
competitors because they specialize in providing an education
program that develops the intangible skills necessary to succeed
on and off the court. More specifically, PGC Basketball’s curriculum enhances how participants think about the game and brings to
life the organization’s mandate and vision statement. By the time a
camp is complete, participants leave with improved communication skills, attention for detail, sense of commitment, teamwork
ability, and a heightened sense of enthusiasm for life on and off the
court. PGC Basketball is the leader in basketball and life skills
education compared to the other organizations classified as companies dedicated to providing comprehensive basketball development for participants. Despite its unique approach to camp
delivery, PGC Basketball is not the leader in market share. In
fact, all five competing organizations have been able to maintain a
steady share of the market, while Hoop Group is considered the
leader since it was first formed in 1963 and offers the most
comprehensive programming.
Programs
PGC Basketball offers both fall and summer programming. The
summer programming designed as one-week camp experiences is
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4
Wigfield et al.
Table 3
Sample Host Locations for Summer Camps
Facility
City
State/
Province
Barrie
Waterloo
ON
ON
Canada
Georgian College
University of Waterloo
Midwest
Schaumburg Christian School
Benedictine University
North Central College
Rose-Hulman Institute of
Technology
Ohio Northern University
Bowling Green State
University
Ohio Dominican University
Calvin College
Maple Grove Community
Center
St. Olaf College
University of St. Thomas
Missouri Western State
University
University of WisconsinPlatteville
Mountain West
University of ColoradoBoulder
Colorado School of Mines
University of Northern
Colorado
Colorado Christian University
Weber State University
Park City High School
New England
Curry College
Wheaton College
Springfield College
Northeast
Gallaudet University
McDaniel College
Long Island University Post
North Sport Athletic Facility
City College of New York
YM&YWHA of Washington
Heights & Inwood
Thomas Jefferson University
University of Scranton
Eastern Mennonite University
Madeira School
Northwest
Lewis & Clark College
University of Washington
Pacific Lutheran University
Schaumburg
Lisle
Naperville
Terre Haute
IL
IL
IL
IN
Ada
Bowling Green
OH
OH
Columbus
Grand Rapids
Maple Grove
OH
MI
MN
Northfield
Saint Paul
Saint Joseph
MN
MN
MO
Platteville
WI
Boulder
CO
Golden
Greeley
CO
CO
Lakewood
Ogden
Park City

CO
UT
UT
Milton
Norton
Springfield
MA
MA
MA
Washington
Westminster
Brookville
Northport
New York
New York City
DC
MD
NY
NY
NY
NY
Philadelphia
Scranton
Harrisonburg
McLean
PA
PA
VA
VA
Portland
Seattle
Tacoma
OR
WA
WA
(continued)
Table 3 (continued)
Facility
South Central
Hoop Life Basketball
Academy
Next Level Arena
Oklahoma City University
University of Texas-Arlington
Texas Woman’s University
Texas State University
Austin College
Alodia Basketball Academy
San Marcos Academy
Southeast
University of Alabama
Embry Riddle University
Southeastern University
United Team Sports Center
Emory University
Brandon Hall School
Cambridge High School
Darlington School
Woodstock High School
Greensboro College
Hilton Head Preparatory
School
Maryville College
West
Arizona State University
William Jessup University
Sacramento State University
California Lutheran University
Whittier College
American Sports Center
City
State/
Province
Roland
AR
Springdale
Oklahoma City
Arlington
Denton
San Marcos
Sherman
Tomball
San Marcos
AR
OK
TX
TX
TX
TX
TX
TX
Tuscaloosa
Daytona Beach
Lakeland
Athens
Atlanta
Atlanta
Milton
Rome
Woodstock
Greensboro
Hilton Head Island
AL
FL
FL
GA
GA
GA
GA
GA
GA
NC
SC
Maryville
TN
Tempe
Rocklin
Sacramento
Thousand Oaks
Whittier
Anaheim
AZ
CA
CA
CA
CA
CA
representative of the most significant portion of PGC Basketball’s
business and therefore is the predominant focus for PGC executives. The summer camps are primarily attended by athletes,
however, there is the option for coaches of all levels to pay to
enroll and observe the programs in order to learn from the athletes’
experience and improve their coaching efficacy.
Summer Camps
During the summer, camp programs include both day camp (8:30
a.m. to 4:00 p.m.) and residential camp sessions (five days and four
nights). The camps have been designed to meet the needs of
athletes from 4th- to 12th-grade and College players. There is
also an additional camp (PGC Grad School) which has been
designed for college players and incoming high school seniors,
or incoming juniors who have attended at least two other PGC
camps. PGC Grad School has a maximum limited enrollment of 90
players, takes place over six days and five nights, and includes only
a 100% money back guarantee due to the cost of the program.
Coaches of all levels are able to enroll in PGC Grad School as well,
however, enrollment is limited to 25 coaches per session. Summer
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Strategy Development
camps are primarily offered at local schools, although other
community facilities are also used.
The summer day camps include Skills Academy I: Foundational
Skills (for incoming 4th- to 7th-grade players) and Skills Academy II:
Essential Skills (for incoming 7th- to 11th-grade players). Although
the day camps each have specific areas of emphasis, all of them
include interactive off-court activities and film sessions, multi-sport
games and competitions, leadership and communication training,
attitude, habit and mental training, and passionate and dedicated
directors and instructors. The summer residential camps include
Playmaker College I: Winning Habits (for incoming 7th- to 11thgrade players), Playmaker College II: Scoring Blueprint (for incoming 9th- to 12th-grade players and College players) and Point Guard
College: Think the Game (for incoming 9th- to 12th-grade players
and College players). The residential camps each have specific areas
of emphasis, yet all of them include 6 to 7 hours of daily court time,
video breakdown of college and professional players, interactive
classroom sessions, leadership and communication training, and
passionate and dedicated directors and instructors. Enrollment is
limited to approximately 80 to 160 players per weekly session to
provide the best possible experience for the players. These camps
also offer the 200% money back guarantee. Enrollment in the
summer camps is limited to 25 coaches per session. Coaches are
provided the opportunity to attend all classroom, video and court
sessions, have the opportunity to interact daily with the course
director and other coaches through in-session huddles, post session
debriefs and meals as a group.
PGC Basketball purposefully limits enrollment in the camps in
order to ensure the most optimal experience for athletes based on
the size of the facility and number of coaches available per session
(i.e., 6 to 8 coaches). The company’s goal is to not have any more
players than a course director can know by name. See Table 1 for
each camp offering’s registration fee.
Marketing
In 2017, under the direction of Mano Watsa and his leadership
team, PGC Basketball has attracted over 8,600 players and 700
coaches to their fall and summer camps. PGC Basketball spent
approximately $300,000 in promotion efforts in 2017 on the
following activities:
• Relationship Building with Coaches: As coaches recommend
PGC Basketball to their players this group are significant
influencers
• Online presence: PGC Basketball advertises through Google
adwords, remarketing, Facebook advertisements, and advertisements through strategic partners
• National mail-outs: PGC Basketball mail promotional materials to every high school in North America
• Lead nurturing: PGC Basketball sends weekly emails to their
database of 100,000+ players, parents, and coaches
5
• Social media: PGC Basketball utilizes social media channels
to build brand awareness
• Pre-commitments: PGC Basketball signs up approximately
1,000 camp graduates for the following summer at the conclusion of their week at a discounted rate.
Your Task
As the plane approached California, Mano realized that he was
still undecided about how to approach the future of PGC Basketball. Similar to Nicole, Mano would love to continue the growth of
PGC Basketball by maximizing summer camp registrants in each
market. Both shared a belief that the experience they offer through
their camps is exceptional in the industry and there remains
potential for an impact to be made on more young basketball
players beyond current participants. However, Mano seemed more
concerned about the list of challenges faced by the organization
than his co-owner. Specifically, Mano noted that PGC Basketball
has struggled to achieve consistency within their operations to
ensure quality control (i.e., providing consistent participant experiences), improve their low athlete annual retention rate of 20%
(i.e., on average, only 20% of first-time athletes attend another
camp), promote their summer camps specifically at a local level
given the number of markets they serve, and continue to attract and
retain top talent to work as instructors for PGC Basketball.
Ultimately, Mano came to the conclusion that he had to determine
whether developing and implementing a strategy focused on
organizational growth was appropriate for the current state of
PGC Basketball. Further, Mano wondered if he could develop a
strategy that simultaneously addresses the current challenges faced
by PGC Basketball and grows the organization. Acting as Mano,
your tasks are:
1. Evaluate the current environment (i.e., internal and external) of
PGC Basketball. The evaluation should consider strengths,
weaknesses, opportunities, and threats.
2. Develop organizational goals that are reflective of the assessment of PGC Basketball and achievable in the next five years.
3. Create a strategy that allows PGC Basketball to achieve its new
goals within five years.
Readers are advised that more information on PGC Basketball is
available on the organization’s website at: https://pgcbasketball.
com/. Furthermore, information on the four organizations that PGC
Basketball competes with for market share can be found on each of
their respective websites listed below.
• Breakthrough Basketball: https://www.breakthroughbasketball.
com/
• Hoop Group: http://www.hoopgroup.com/
• IMG Academy: https://www.imgacademy.com/sports/boysbasketball/boys-basketball-camps
• NBC Camps: http://www.nbccamps.com/
CSSM Vol. 8, No. 1, 2019
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