Análisis de mercado de valores

For various reasons, several offices of NFL franchises contained only four officials or fewer in 2008. Ranked from most to least common next are the numbers of officials in different offices that existed during that year. These included four each in new media, sponsorship sales and youth development/ programs, three each in equipment services and medical services/athletic trainer, and two each in charities, customer relations, development, govern- ment relations, Internet and publications, merchandise, national/regional partnerships/sales, production and entertainment, rehabilitation, and strate- gic planning.

Finally, there was one official each in advertising and branding, alumni relations, fields and grounds/head groundskeeper, marketing and broadcast- ing, records and archives, research and development, sales and public affairs, scoreboard, and sports medicine. A few of these offices are interesting and worthwhile to highlight from a business, cultural, and/or sports perspective. Youth Development/Programs

Four NFL franchises had one director assigned to this office in 2008. As a result, their staff designed, allocated resources, and implemented education, health, and/or sports activities and programs to benefit mostly disadvantaged and underprivileged kids and teenagers who lived in communities of the local

area. Undoubtedly, these events were fun for the participants but also of value to them in other ways. Besides the challenge of competition while having fun playing games in various individual and team sports, the programs’ leaders also offered advice, guidance, and information to youth, such as how to main- tain good health, attend and perform well in school, avoid the use of illegal drugs, behave and listen to their parents, and establish goals to be successful in the future as adults.

Because they developed and provided these and other programs to chil- dren of all ages, these four NFL teams received economic and social benefits and perhaps promotion in publications of the media. For their contribution as directors within this office, there were the Browns’ Ed Suggs, the Dolphins’ Twan Russell, the Giants’ Beth Roche, and the Eagles’ Sarah Martinez-Helf- man.

Medical Services/Athletic Trainer

Surprisingly, only three NFL franchises had established and operated this office during 2008. Regarding its purpose, the staffs within these teams’ offices provided players with medical services and athletic training to prevent them from being injured or help them recover quickly from previous injuries, and also to keep players physically fit and well prepared to vigorously com- pete in games. Apparently, the other 29 clubs did not have a vice president or director assigned to this office and/or they had outsourced these services and this type of training to a business or other organization within the com- munity.

For sure, the athletes on all NFL teams require medical care. Thus, some assistance is available to them while their team practices and before, during, and after games. Likewise, players may receive athletic training from some of the staff associated with their club. In 2008, specific officials in this office were the Ravens’ vice president Bill Tessendorf, the Jets’ director John Mel- lody, and the Giants’ vice president Ronnie Barnes.

Government Relations

Officials within this office administer any major or minor laws, policies, and principles that involve government agencies and/or external affairs. Such matters as city and national ordinances, regulations, and taxes affect fran- chises and the financial performances of their teams in different ways. Thus, at least two NFL clubs had officials in the office of government relations and/or external affairs. These two vice presidents were the Bills’ Bill Munson and the Browns’ Diane Downing. For the other 30 NFL clubs, this work had been neglected, performed within the offices of legal counsel or public relations, and/or outsourced to firms that specialize in government matters.

Strategic Planning

The staff in this office is responsible for coordinating, organizing, and developing intermediate business objectives and any long-range plans for NFL franchises. These efforts, in part, include plans for the future construction, location, and cost of a modern stadium, significant ads, marketing campaigns, and promotions funded and implemented in 2015 and thereafter, expansion of broadcasting and media opportunities, more community and public rela- tions activities, and such business affairs as five-year budgets of financial requirements, payroll expenditures for coaches and players, and discovering new sources of revenue. Only two NFL clubs established this office and oper- ated it in 2008. The officials who supervised strategic planning that year and improved its contribution as an office were the Bills’ vice president Mary Owen and the 49ers’ co-owner and vice president Jed York.

Alumni Relations

A Cleveland Browns director named Dino Lucarelli had supervised this office in 2008. Because this city’s original NFL franchise had moved to Bal- timore in 1995 and an expansion club entered there in 1999, thousands of diehard football fans in northern Ohio remember the history of the club and especially its championship seasons during the late 1940s and early-to-mid 1950s. Such veteran players as quarterback Otto Graham, running back Jim Brown, and field goal kicker Lou Groza are former alumni. Thus, this is the only office of a team that specifically maintains relations with athletes who formerly played for the previous or current Cleveland Browns and with those men who had coached and managed one or more of its teams.

The previous five paragraphs conclude a discussion of other operations assigned to officials within some NFL franchises during 2008. To be sure, this information indicated the offices that various teams had established to com- plete tasks deemed important to their business, development, and prosper- ity as football enterprises. Because of financial constraints and other reasons, however, the majority of NFL clubs did not adopt these offices or implement such activities or programs as parts of their organization.