Southwestern University (SWU), a large state college in Stephenville, Texas, enr
ID: 403885 • Letter: S
Question
Southwestern University (SWU), a large state college in Stephenville, Texas, enrolls close to 20,000 students. The school is a dominant force in the small city, with more students during fall and spring than permanent residents.
Always a football powerhouse, SWU is usually in the top 20 in college football rankings. Since the legendary Bo Pitterno was hired as its head coach in 2003 (in hopes of reaching the elusive number 1 ranking), attendance at the five Saturday home games each year increased. Prior to Pitterno's arrival, attendance generally averaged 25,000 to 29,000 per game. Season ticket sales bumped up by 10,000 just with the announcement of the new coach's arrival. Stephenville and SWU were ready to move to the big time!
The immediate issue facing SWU, however, was not NCAA ranking. It was capacity. The existing SWU stadium, built in 1953, has seating for 54,000 fans. The following table indicates attendance at each game for the past 6 years.
One of Pitterno's demands upon joining SWU had been a stadium expansion, or possibly even a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. Pitterno had wanted dormitories solely for his athletes in the stadium as an additional feature of any expansion.
SWU's president, Dr. Joel Wisner, decided it was time for his vice president of development to forecast when the existing stadium would "max out."The expansion was, in his mind, a given. But Wisner needed to know how long he could wait. He also sought a revenue projection, assuming an average ticket price of $50 in 2010 and a 5% increase each year in future prices.
Discussion Questions
1. Develop a forecasting model, justifying its selection over other techniques, and project attendance through 2011.
2. What revenues are to be expected in 2010 and 2011?
3. Discuss the school's options.
*Need help with the Discussion Questions.
Explanation / Answer
SOUTHWESTERN UNIVERSITY: B
This is the second of a series of integrated case studies that run throughout the text.
1.%u2003One way to address the case is with separate forecasting models for each game. Clearly, the homecoming game (week 2) and the fourth game (craft festival) are unique attendance situations.
Forecasts
Game
Model
2006
2007
R2
%u20021
y = 30,713 + 2,534x
%u200248,453
%u200250,988
0.92
%u20022
y = 37,640 + 2,146x
%u200252,660
%u200254,806
0.90
%u20023
y = 36,940 + 1,560x
%u200247,860
%u200249,420
0.91
%u20024
y = 22,567 + 2,143x
%u200237,567
%u200239,710
0.88
%u20025
y = 30,440 + 3,146x
%u200252,460
%u200255,606
0.93
Total
239,000
250,530
(where y = attendance and x = time)
2.%u2003Revenue in 2006 = (239,000) ($20/ticket) = $4,780,000
Revenue in 2007 = (250,530) ($21/ticket) = $5,261,130
3.%u2003In games 2 and 5, the forecast for 2007 exceeds stadium capacity. With this appearing to be a continuing trend, the time has come for a new or expanded stadium.
Forecasts
Game
Model
2006
2007
R2
%u20021
y = 30,713 + 2,534x
%u200248,453
%u200250,988
0.92
%u20022
y = 37,640 + 2,146x
%u200252,660
%u200254,806
0.90
%u20023
y = 36,940 + 1,560x
%u200247,860
%u200249,420
0.91
%u20024
y = 22,567 + 2,143x
%u200237,567
%u200239,710
0.88
%u20025
y = 30,440 + 3,146x
%u200252,460
%u200255,606
0.93
Total
239,000
250,530
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