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2. 21/03/2012 2

3. ARENA 92
Location Nanterre
Inauguration Beginning of 2014
Project Construction
Owner Racing Métro 92 / Ovalto Investissement
Exploitation Stadôme / Racing Arena
Financing Private
Cost 250-300 M€
Permanent Club Racing Métro 92
Capacity (Gauge) Stadium : 32.000 seats
Concerts : 40.000 seats
Show : 10.000-20.000 seats
Positioning Multifunctional (sports & spectacles)
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4. • Assessment
– No covered arena over 30.000 seats
– Deficit compared with Europe
• Arena 92
– To make up for lost time
– To strengthen the position of Paris
– To develop Ile-de-France offer
• Stadium : Stade de France / Parc des Princes
• Arena : POPB
• Location : Nanterre
– Seine Arche project
– Active population : 50 %
– Place of sports & culture
15 .000 - 20.000 20.000 – 25.000 40.000 and + – Transport network
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5. Sports Concerts Other Spectacles
Gauge 32.000 40.000 10.000 – 20.000
Positioning 35 % 45 % 20 %
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6. A complete product A connected place
• Modularity • Outside : Transport network
• Flexibility • Inside : High-tech
A citizen space A communicative object
• Sustainable development • Architecture
• Urban integration
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7. To enrich urbanity of site : La Défense / Nanterre
To goes with the architectural gesture of the axis Tuilerie – Concorde – Etoile – La Défense
To develop the offer in terms of cultural & sports infrastructures in France
To support top level sports activities by offering a residence to Racing Métro 92, and its
international ambitions
To complete cultural offer of Ile-de-France with a permanent production society
To expand the tools offer that can be used by France to host major international competitions
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8. Organization
1. Assets 1. Retro-Planning
Profit centers 1. Articulation & 2. Business & Marketing
Stakeholders Orchestration of Actions
2. VRIO • Launch
resources with your
3. Macro-Environment • Commercial Offers
capabilities • Communication
PESTEL Model  Optimization • Economic Pole
4. Micro-Environment 2. Interactions between • Reference
PORTER Model resources
5. First Summary  System
3. Renewal or Rejection
Evaluation Restitution
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9. Step 1 : Evaluation
1. Assets 3. Macro-Environment 5. First Summary
Profit centers PESTEL Model
Stakeholders 4. Micro-Environment
2. VRIO PORTER Model
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10. Events
Media Organization
Suppliers Sponsors
Public
Spectators
Collectivities
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11. Apart from
Match Day Annexes
Match Day
• Ticketing • Other Events • Shops
• Boxes • Renting • Office Building
• Business Seats • Sponsoring
• Catering • Naming
• Car Park • Merchandising
• Merchandising • Conferences
• Broadcasting • Seminaries
• Other • Catering
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12. Sport
• Permanent Club : Racing Metro 92
• Other sports meeting open to every sportsmen
Culture
• Permanent Production Society
• Adaptability
Event
• Complete CNIT offer
• Tool for Hauts-de-Seine to answer all department actors needs
• Large range of events
Economic
• Private financing
 Private capital (naming, exploitation, construction)
 No risks : 200 M€ - ¾ for construction
• Potential to activate
 Direct spillovers for Hauts-de-Seine : growth, employment, tourism, taxes
 Indirect spillovers : Real Estate, Image & Notoriety
• Included into a strategy
Urban Balance
• Rebalance La Défense area : economic, social & cultural aspects
Media
• Schedule
• Large targets
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13. ARENA 92 ASSETS
Ticketing Resident Club Racing Métro 92
Partnership • Private – Naming
Business Seats • Public Collectivities
Boxes
Reputation • Resident club
Renting • Schedule – Events
• La Défense area – CNIT
Financial Resources Partnerships Relational • Federations / Leagues
• Jacky Lorenzetti
« Profit centers » Naming • PR
• Public : CG & City
Concessions Physical • Background
• Nanterre / La Défense
• Seine Arche project
Seminaries • Population
• Transports
Broadcasting • 4 pillars
• Modularity / Flexibility
Resident Club • Sustainable development
• Network / High-Tech
• Architecture / Urban integration
Renown Infrastructures
Organizational • Permanent Club
• Permanent production society
Events capabilities • Modularity / Flexibility
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14. Value
Organization Rareness
Resources & Capabilities
lead to Sustained
Competitive Advantage
Non
Inimitability
Substitutability
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15. Asset Valuable Rare Difficult to Difficult to Exploited by Competitiveness
Imitate ? Substitute ? Organization ?
Club YES YES NO NO YES Temporary
competitive advantage
+ + - - ++
Partnership YES YES YES YES YES Sustainable
competitive advantage
++ + ++ ++ +
Reputation YES YES YES YES YES Sustainable
competitive advantage
++ ++ + + ++
Relational YES NO NO YES YES Temporary
competitive advantage
++ - - + +
Physical YES YES YES YES YES Sustainable
competitive advantage
+++ +++ ++ ++ ++
Organizational YES YES YES NO YES Temporary
Capacities competitive advantage
++ ++ ++ - ++
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16. Quality of site & offer
• Accessibility
 Transport : RER A, T2, M1, Bus, A86 & A14, SNCF
 Car park for 500 cars
• Hotel Capacity
• Attractive site : La Défense area / Seine Arche project / Population
Event policy & management
• Permanent Club (RM 92) & Production Society
Schedule
• Entertainment district around the Arena
• Adaptability & Multipurpose
• Mechanism of transformation of the gauge
• Appropriate size of equipment
• Acoustic controlled
• Annexes
• Equipments & Services to ensure profitability : shops, bars, restaurants
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17. Political
Legal Economic
Environmental Social
Technological
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18. Political
• Political will to make up for lost time in terms of infrastructure (Commission “Grandes Salles”)
• Recognized of public interest
• Seine Arche Project
Economic
• Low competition in France : few multifunction arenas
• Growth of leisure economy : more consumers of entertainment products
• Development of Rugby in France & Europe
• Development & Attraction for major international events
• Drop of purchasing power
• Drop of entertainment budget
Social
• Leisure Society
• Attraction for sports & entertainment
• Active population (La Défense : 50%)
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19. Technological
• Architecture
• Transport network
• High-Tech
Environmental
• Urban Integration
• Respect of its environment
• Sustainable development
Legal
• People with restricted mobility
• Security : ERP (Classification)
• Acoustic
• Urbanism rules
• Event regulation (rules)
• Sports regulation & standards
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20. 5
Barriers to Entry
2 2 1
Bargaining power Bargaining power
Competitors
of Suppliers of Customers 4
3
Substitutes
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21. 2 Competitors
Similar product
 FRANCE : Stade de Lille : Gauge / Positioning
 EUROPE : England (02 Arena), Germany (Allianz Arena), Spain (Madrid)
5 Barriers to Entry
• Limited number of stadium & arenas : saturation in terms of quantity but not in quality (renovation)
• Location : population, transport
• Weight of Public
• Long & Risky process : project / authorization / construction / exploitation
• Financial aspect : Investment (high cost) / Profitability
• Need to get competitive advantages compared with other stadium & arenas
• Diversification : various offers
3 Substitutes
• No Arena over 30.000 seats
 POPB : 14.500 seats
 Arena Monptellier : 9.000 seats
 Projects : Grande Salle Sarcelles / Arena Orléans / Salle Grand Lyon / Dunkerque / Arena Bordeaux / Grande Salle Aix en Provence
• Stadium
Ile-de-France
• Stade de France : 80.000 seats
• Parc des Princes : 50.000 seats
• Stade Charléty : 20.000 seats
 Province
• Zenith
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22. 2 Bargaining power of Suppliers
• Event promoter
 Club / Athletes : matches / show
 Artists : concerts
 Companies : launch of products / conference / congress / seminaries
 Public authorities : after-school activities
• Partners : Strong competitiveness
 Subcontracting : Sound / Security
• Employees
1 Bargaining power of Customers
• Spectators
 Business
 Individuals
• Companies
• Event organizer – (Major International Event)
4
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23. Financial needs – 100% Private financing
• Private capital (naming, exploitation, construction)
• No risks : 250-300 M€ - 150 M€ for construction
Human needs – Employment : 2.600 – 3.000 jobs created
• Temporary
 Construction : 560 temporary jobs for 2 years
 Priority to local employees : Maison de l’Emploi et de la Formation de Nanterre
• Permanent
 Exploitation & Event Production : 30 permanent jobs
 Subcontracting : 10 permanent jobs (technique, logistic, security)
 Restaurant : 10 permanent jobs for 200 flatwares
• Offices
 2.100 permanent jobs
• Event
 800 intermittent jobs
 500 stewards (RM 92 matches)
 200 for catering
 100 for refreshment area
 + 100 brought by the event organizer (apart from matches
Global profitability of the development project
• Revenues  Define our model
 20 % of seats with provision of services  80 % of revenues
• Direct spillovers for Hauts-de-Seine
 Net Growth GDP / Tourism / Fiscal : ≈ 300 M€
• Indirect spillovers : Real Estate, Image & Notoriety
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24. Activities Spectators Number TOTAL Gauge
Rugby Championship 25.000 13 390.000
Sports
Europe 25.000 5 125.000
35 %
Friendly 10.000 2 20.000
Concerts 30.000 10 300.000
20.000 10 200.000
10.000 10 100.000
Concerts
Operas 30.000 1 30.000 45 %
20.000 1 20.000
Festivals 25.000 3 75.000
Conventions 20.000 2 40.000
Seminaries 10.000 5 50.000
5.000 10 50.000
1.000 20 20.000
100 100 10.000
Others
Animations 2.000 30 60.000 20 %
Sports Spectacles Moto, Auto 20.000 1 20.000
Horse 20.000 1 20.000
Other (Exhibitions) 20.000 1 20.000
225 1.550.000 100 %
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25. Step 2 : organization
1. Articulation & 2. Interactions between 3. Renewal or Rejection
Orchestration of resources
resources with your  System
capabilities
 Optimization
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26. TRADE
Multifunction stadium
POSITIONING SINGULARITY
 Multifunction Stadium  Modularity / Flexibility
Top 14, Sport Events, Concerts  Urban integration
 Modularity / Flexibility Projects around the stadium
Small – Big events Business  Multifunction covered stadium
 International scale
Model
CORE COMPETENCIES DEMAND
 Schedule High demand for sports & entertainment
 Organizational
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27. Physical
Resources
Learning
Organizational
Reputational
Resources
Capabilities
Partnership
Resources
Relational
Resources
Dynamic Stock of
Capabilities Resources
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28. Configuration
Core Strategy Value Network
• Fulfillment & Support • Core Competencies
• Flexibility • Business Mission • Organization • Suppliers
Modularity • Schedule
• To Invent the best of • Event Promoter
• Information & Insight European stadiums • Strategic Assets • Subcontracting
• High-Tech • To enrich urbanity & • Physical Resources • Partners
• Relationship architectural identity • Reputational
Dynamics • Private & Public
• To develop sports & Resources
• Direct • Coalitions
cultural • Core Processes
• Pricing Structure • Public Collectivities :
infrastructures offer • Event Management CG & City
• Ticketing • Product / Market • Relational
• Business Seats / Scope Resources
Boxes • Singularity
• Basis for
Differentiation
• Modularity
Customer • Flexibility Strategic
Interface Resources
Customer Benefits Company Boundary
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29. CRM
Activation
B to B
Schedule Partnership
Resources
Reputational Physical
Resources Resources
Relational
Organization Resources
PR
Development
Media
Resources Basis Direct impact Deployment
Core Competences Indirect impact
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30. Step 3 : restitution
1. Retro-Planning 2. Business & Marketing Actions
• Launch
• Commercial Offers
• Communication
• Economic Pole
• Reference
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31. • Operation Launch
• Architectural Contest
2010 • Launch of simplified revision procedure of Nanterre
• Choice of Project & Design Studies
• Adoption of simplified revision procedure of Nanterre
2011 • Getting Building Permit
• ARENA 92 Construction Work
2012
2013
• ARENA 92 Inauguration
2014
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32. Objective : Launch of the new stadium
Opening event – presentation of the new stadium
 Public Relationships : invitation of French and International
companies / public collectivities
 Press Relationships : invitation of medias
Organization of an International event
 1 sport event : exhibition game between Racing and an English
club (afternoon)
 1 concert : live of international artists (evening & night)
 Show the flexibility / modularity of the stadium
 Show the organizational competencies (sport, concert)
 Define the stadium as a “place to live” with restaurants, parks, shops,…
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33. Objective : To develop commercial offers for companies
2 different offers
 PR during the events : loge with food / drink
 Seminars / conferences : meeting rooms inside the stadium,
restaurants, …
Possibility to develop a third one
Incentive / team building : visit of the stadium, meeting room, speech
of Lorenzetti and/or players, Rugby training with players
 Rely on the reputation of the Racing and the relationships of his owner
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34. Objective : To communicate on the stadium
Ways : Press relationships, web campaign (Facebook, Twitter, web site),
media campaigns (billboards, press,…)
The main elements to highlight
 The activities (sports, concerts, exhibitions, one man show, etc.)
 The modularity / flexibility
 The International scale of the events
 The high technology
 The respect of the environment
 The urban integration and the activities around the stadium
(park, restaurants, shops) – “place to live”
 The Resident club : Racing Metro
 Put forward the main singularities / advantages of the stadium
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35. Objective : Creation of a sport economic pole around the stadium
How ?
 Positioning and the advantages of the stadium
 Partnership with the public collectivities
 Connection to the transport network
 Location : Nanterre, La Defense, Paris
 Urban integration and ability to develop infrastructures (offices …)
around the stadium
Consequences ?
 Development of an area specialized in sports around the stadium which
attracts sport companies : sport communication and event agencies,
shops, sport centers, …
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36. Objective : To define the stadium as a reference for international
events in Europe
How ?
 Positioning on bids for international events
 Core competencies of stadium : organizational, relational, physical …
 Location of the stadium (Paris)
 Connection to the transport network
Consequences ?
 Increase the international reputation of the stadium hosting
international events (world championships,…)
 Build a strong relationship with Paris and support the main bids of the city
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