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Executive summary report

Student Name	TEJAS PATIL
Student ID	17016553
Length of the report	2009 words
Title of the case-study	Newcastle United FC Turnover Analysis
An introduction to the problem/opportunity statement regarding Newcastle United FC
Since the last 125 years Newcastle United Football Club (NUFC) has been an eminent firm in the football industry. The club has seen remarkable achievements in the early years of formation which may have faded overs the years but nevertheless it has won some titles in the 20th century. If we have a look at the current situation of NUFC the overall turnover is not showing a compelling increase according to the financial statements for last 5 years. As a result the profits also remain low due to their high operating costs. The management is finding it difficult to have control over the expenses on wages, salaries, security costs and amortisation of players costs which is resulting in less operating profit. The other main reason is the shortage of revenue coming through the match day tickets which is almost stagnant since 2012. The performance of NUFC in the English premier league is also deteriorating over the last few years which has resulted in they been relegated in 2015-16 season. Therefore the fans have been disappointed as they are not purchasing season tickets and also the match day tickets is not showing increase resulting in low revenue. Although the revenue from commercial catering and media has increased contributing to an overall rise but the management needs to focus on improving their game performance and subsequently the tickets revenue will increase. According to NUFC writer Chris Waugh, even before the relegation in 2016, United’s turnover and profit had dropped year on year– most starkly the latter- but the club did still make money. The club’s turnover fell by three percent from £128.8million to £125.8million while the operating profit was almost 20 times smaller than the previous year at £0.9million (down from £19.1million). However, we can almost certainly expect loss in the next year’s accounts. (Chris Waugh, 2017)
Theoretical framework to link problem/opportunity statement with business intelligence/data analytics system
Different organizations use different theories according to the problem they are facing to find solutions and enhance their performance in the weak segment. The management of NUFC needs to carry out brainstorming on the different aspects of operating costs and boost the overall turnover to move towards a better operating margin. The performance management theories will enable NUFC to transfer their strategy into action. The fundamental principle of Performance Management if we consider in terms of finance is to help organisations escalate performance in terms of revenue and operating margins and increase shareholder value by linking strategy to plans and execution through the key processes of goal-setting, modelling, planning, forecasting, close management and financial reporting. (Ramesh Sharda, 2015) The most prominent performance management system in use is Kaplan and Norton’s Balanced Scorecard (BSC). The four perspectives of balanced scorecard namely- customer, finance, internal business processes, learning and growth are used to develop objectives, measures, targets and initiatives relative to each other. 1) The customer perspective- The importance of customer satisfaction in any business is the key for organization to prosper. The ‘customer perspective’ refers to fans who are the ones who not only contribute majorly to the tickets revenue but also follow them on the television or internet. This is quantified by attendance at home venues and support in post season play by selling out of tickets allotments and on the other hand, media revenue can show the popularity trends for following on TV or online. Poor performance of the team from this perspective will thus cause no increase in the sales that is seen from the last 5 years. 2) The financial perspective- This perspective aims to figure out the financial data and carry out timely and accurate performance of the organization in terms of revenue, operating costs and profits. The financial health of your organization may be a lagging indicator showing the result of past decisions, but it is still incredibly important. Money keeps companies alive, and the financial perspective focuses solely on that. 3) The internal business process perspective- This perspective looks at how efficiently your business is running. This perspective encourages companies to take a break if things are not going well and become little philosophical about a firm. For instance, NUFC can focus internally towards aspects of the club during annual summer breaks. Recruiting of players is another facet that would fit under the internal business processes. Selection and talent management are important for value creation. 4) The learning and growth perspective- In today’s world of globalisation with rapid technological changes, it is necessary for the management of any company to be in a continuous growth and learning mode. Thus, NUFC managers should judge the performance of their players through a series of indicators such as tangible metrics such as average ratings in matches, performances in training and player attributes. (Quikscore, 2017) Creating a BI performance dashboard system will help to measure, monitor and manage the detailed operational performance on periodic basis. The scorecards on other hand are used to monitor strategic alignment and success with strategic objectives and targets. The managers and accountants can use such operational and tactical dashboards to monitor tactical initiatives, marketing and sales performance with the assistance of the BSC. This dashboard can help NUFC review their financial performance broadly for last 5 years and critically evaluate their sales, expenses and profits. Thus, they can plan strategic changes and implement them for a better business in future.
Evidence of knowledge of key business intelligence/data analytics systems (MS Excel and SAS)
Present Dashboard and SAS reports in the following worksheets.
Critical analysis and justification of the effective and efficient use of the BI / DA system implemented (MS Excel and SAS)
The data collected for preparing the dashboard mainly is comprised of the financial statements of NUFC for the past 5 years. The filing history of the club is available on one of the government websites from which shortlisting was done and demonstrated required data in a table. The major financial indicators like turnover, operating costs, operating profits and net profits were used to prepare my dashboard. This dashboard will help the managers, credit lenders and investors to identify the flaws in current performance and improve in the future. The data of various parameters had to be collected that contribute to the total turnover and operating costs from different sections and combine it in a single table. The premier league performance of NUFC for the last 5 seasons has also been shown in a table using conditional formatting. The use of different charts such as a pie chart, column chart and bar chart in stacked and clustered format within the dashboard allows the BI user to view information in a visually attractive way. The conditional formatting and Sparkline’s demonstrated within a pivot table allow data to be viewed in a feasible manner. Furthermore, the pie chart (Fig 2) shows the overall turnover for the different years shown in the legend. This chart indicates that turnover increased in 2014 by about 35% compared to 2013 that further remained somewhat same in 2015 and fell by 3% in year ending 2016. The column chart (Fig 1) besides shows the operating costs which seem to be quite controlled in 2015 with £90.1m and £96.5m in 2016 as compared to £125m in 2014 which was due to increased staff costs and other operating expenses. The detailed operating costs and turnover analysis is shown in the column (Fig 3) and bar charts (Fig 4) below with the help of a functional slicer of year. The operating costs widely depend on the expenses on wages, salaries, security costs, depreciations, lease amounts, amortisation costs and other fees. The major contribution coming from wages and salaries, amortisation of players and lease amounts that needs to be reduced in order to have better profit margins. The main problem comes from the turnover aspects wherein the ticket sales revenue is not increasing even though the media and commercial revenues have risen. The low turnover and high operating costs eventually had a great negative impact on the club with the loss they faced in 2012 and 2013 of £5m and £1.7m respectively. The club did make a comeback with £4.8m and £19.1m profit in 2014 and 2015 respectively but fell sharply to £0.9m again in 2016. This is evident from the column Sparkline’s that shows the trend of various profit parameters. Although the net profit (profit after tax) did not go negative with the club getting profit on the disposal of players thus making net profit of £1.4m and £8.8m in 2012 and 2013 respectively. The net profit significantly incremented to £18.8m and further to £32.5m in 2014 and 2015 respectively because of their better balance between turnover and operating costs. The year 2016 again saw huge drop of net profit by around 85% amounting just £4.6m. The board did not recommend payment of dividends due to such low profit. Probably one of the reason for this is the relegation caused from the premier league as they finished on 18th position. As a result, of all this fans were also disappointed and the ticket sales fell for that year due to this dreadful season. SAS Reports- SAS is a visual exploration BI tool that gives you fast insights from any data. It is an easy-to-use analytics tool to explore the hidden business opportunities and risks. The SAS report shows that the minimum, mean, median, maximum and standard deviation for the data which is imported from the excel worksheet. By looking at the output of processed data it is seen that the mean, median and standard deviation for the turnover is considerably low. The operating costs standard deviation on the other hand is high which is resulting a low deviation for the profits. The SAS output could not provide charts and frequency variations for given data because the input of data is not as it is required by the SAS system. (Business intelligence and analytics software, SAS.com)
A conclusion and recommendations for the successful implementation and use of a BI / DA solution in Newcastle United FC
To conclude, firstly the management of NUFC should start investing in good players. The players should be trained and judged as mentioned in the learning and growth perspective of the balanced scorecard theory. This will ultimately help the team perform well in leagues which will make fans contented. This will further enable the ticket sales and media revenue to increase. It is suggested that they to keep the wages and salaries costs low so that they are left with maximum profit at the end of the year. Secondly, NUFC should invest in marketing and increase their sponsorship revenue so that the overall turnover grows. They should provide tickets at low prices to specific targeted customers, for example, providing tickets in bulk to universities where students buy them and hence more number of tickets will be sold. Thirdly, the management should run the internal business efficiently. For example, they must recruit young players having good talent by using minimum possible amount of money. The players should be given facilities and services besides salaries so that they feel happy playing for the club. On the other hand, the present coach Rafael Benitez should make proper use of such talent and see to it that the club wins more and more matches and keeps playing in the premier league in the future. Furthermore the financial perspective should be studied in depth because if we have a look at the figures in 2016, the turnover fell by 3%(£3.9m) overall, the most significant element of this being drop in media income from £77.2m to £72.7m as compared to figures in 2015. In addition, the tickets revenue fell by £1.7m and thus as explained in the customer section of BSC, poor performance and relegation are reasons for this decrease. Thus, a recommendation for the managers and the accounting staff would be to have a detailed study of the dashboard because this will help them make future financial decisions in an efficient way. They should increase revenue through commercial catering as well by providing the stadium for events such as concerts during the off-season breaks. The tickets revenue should increase by marketing and performing well in the leagues. On the other hand, operating costs need to be cut down through salaries and wages. The use of SAS reports will be beneficial for the managers to have strategic control over their expenses and increase turnover in coming years. This will definitely help them increase their profit margins for better future investments.
Refrence list
1) Sharda, R. (2017). Business intelligence: a managerial perspective on analytics \| Northumbria University. [online] Readinglists.northumbria.ac.uk. Available at: http://readinglists.northumbria.ac.uk/items/21301981-F326-F3D7-F8A6-3D32952F97A4.html?referrer=%2Flists%2FD482F2BE-AFBC-4AB4-0A67-5528661A037F.html%23item-21301981-F326-F3D7-F8A6-3D32952F97A4 [Accessed 10 Dec. 2017]. 2) Charnley, L. (2017). NEWCASTLE UNITED FOOTBALL COMPANY LIMITED - Filing history (free information from Companies House). [online] Beta.companieshouse.gov.uk. Available at: https://beta.companieshouse.gov.uk/company/00031014/filing-history [Accessed 10 Dec. 2017]. 3) waugh, c. (2017). [online] Available at: Charnley, L. (2017). NEWCASTLE UNITED FOOTBALL COMPANY LIMITED - Filing history (free information from Companies House). [online] Beta.companieshouse.gov.uk. Available at: https://beta.companieshouse.gov.uk/company/00031014/filing-history [Accessed 10 Dec. 2017]. [Accessed 10 Dec. 2017]. 4) Denaley, D. (2017). Cite a Website - Cite This For Me. [online] Opencommons.uconn.edu. Available at: http://opencommons.uconn.edu/cgi/viewcontent.cgi?article=1053&context=srhonors_theses [Accessed 10 Dec. 2017]. 5) Rashidi, B. (2017). Balanced Scorecard approach to football management. [online] Managing your journey in a jungle. Available at: https://yrashidiy.wordpress.com/2012/11/06/bsc/ [Accessed 10 Dec. 2017]. 6) Bell, A., Brooks, C. and Markham, T. (2017). The performance of football club managers: skill or luck?. [online] Taylor & Francis. Available at: http://www.tandfonline.com/doi/full/10.1080/21649480.2013.768829 [Accessed 10 Dec. 2017]. 7) Waugh, C. and Charnley, L. (2017). Newcastle United accounts explained: The things worth knowing - and what it all means. [online] nechronicle. Available at: http://www.chroniclelive.co.uk/sport/football/football-news/newcastle-united-accounts-explained-things-12854721 [Accessed 10 Dec. 2017]. 8) Robertson, J. (2017). Latest Newcastle United Accounts revealed - Tells a story \| NUFC The Mag. [online] The Mag. Available at: https://www.themag.co.uk/2017/04/latest-newcastle-united-accounts-revealed-tells-story/ [Accessed 10 Dec. 2017]. 9) FC, N. (2017). Club files annual accounts. [online] Newcastle United Football Club. Available at: https://www.nufc.co.uk/news/latest-news/annual-accounts [Accessed 10 Dec. 2017]. 10) Ryder, L. (2017). Newcastle United's accounts - all you need to know about the club's financial results. [online] nechronicle. Available at: http://www.chroniclelive.co.uk/sport/football/football-news/newcastle-united-accounts-you-need-11146268 [Accessed 10 Dec. 2017]. 11) United, N. (2017). Newcastle United FC News, Fixtures & Results \| Premier League. [online] Premierleague.com. Available at: https://www.premierleague.com/clubs/23/Newcastle-United/overview [Accessed 10 Dec. 2017]. 12) Quickscore (2017). What is a Balanced Scorecard? A short and simple guide for 2017.. [online] QuickScore Balanced Scorecard Software. Available at: https://balancedscorecards.com/balanced-scorecard/#learn-perspectives [Accessed 10 Dec. 2017]. 13) tutor2u (2017). The Exam Performance Specialists \| tutor2u Business. [online] tutor2u. Available at: https://www.tutor2u.net/business/reference/balanced-scorecard-introduction-overview [Accessed 10 Dec. 2017]. 14) Becsky, A. (2017). Cite a Website - Cite This For Me. [online] Ageconsearch.umn.edu. Available at: http://ageconsearch.umn.edu/bitstream/104661/2/3_Becsky_The%20Application_Apstract.pdf [Accessed 10 Dec. 2017]. 15) Sas.com. (2017). Business Intelligence & Analytics Software. [online] Available at: https://www.sas.com/en_gb/solutions/business-intelligence.html#visual-data-exploration [Accessed 10 Dec. 2017].

Dashboard

Insert your dashboard here and add as many as necessary additional worksheets to connect your dashboard to the appropriate datasets.
Newcastle United Turnover Analysis BI Dashboard System
Table 1. Profit figures
Profit Parameters	2012	2013	2014	2015	2016
operating profit/-loss (£m)	-5	-1.7	4.8	19.1	0.9
profit after tax(£m)	1.4	8.8	18.8	32.5	4.6
profit before interest and tax(£m)	1.46	8.88	18.8	36.21	4.2
profit on disposable players(£m)	6.48	10.57	14	17.1	3.2
Table 2. Premier league performance
Season	games played	won	draw	lose	points	position(out of 20 teams)
2011-12	38	19	8	11	65	5th
2012-13	38	11	8	19	41	16th
2013-14	38	15	4	19	49	10th
2014-15	38	10	9	19	39	15th
2015-16	38	9	10	19	37	18th

FIG 2. OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

Fig 4. Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

FIg 1. OPERATING COSTS

Total

2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Fig 3. Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

FIG 2. OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

Fig 4. Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

FIg 1. OPERATING COSTS

Total

2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Fig 3. Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

FIG 2. OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

Fig 4. Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

FIg 1. OPERATING COSTS

Total

2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Fig 3. Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

FIG 2. OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

Fig 4. Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

FIg 1. OPERATING COSTS

Total

2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Fig 3. Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

FIG 2. OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

Fig 4. Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

FIg 1. OPERATING COSTS

Total

2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Fig 3. Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

SAS reports

Insert your SAS reports here.
Newcastle United Turnover Analysis SAS Report
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean	Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
operating costs(£m)	5	0	507.47	90.1	101.49	97.57	124.98	6.04908	total turnover(£m)	5	0	573.5	93.3	114.7	125.8	129.7	8.24142
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean	Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
wages and salaries(£m)	5	0	303.17	54.04	60.63	56.9	69.3	3.01032	matchday tickets(£m)	5	0	128.7	23.9	25.74	25.9	27.8	0.6772
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
tv and media revenue(£m)	5	0	334.7	51	66.94	72.6	78.3	5.69663
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
commercial catering and sponsors	commercial catering and sponsorship revenue(£m)	5	0	106.5	13.8	21.3	24.9	25.6	2.44724
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
operating profit/-loss (£m)	5	0	18.1	-5	3.62	0.9	19.1	4.18944
Variable	Label	N	NMiss	Total	Min	Mean	Median	Max	StdMean
profit after tax(£m)	5	0	66.1	1.4	13.22	8.8	32.5	5.64096

turnover

Row Labels	Sum of total turnover(£m)
2012	93.3
2013	95.9
2014	129.7
2015	128.8
2016	125.8
Grand Total	573.5

OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

year

Total turnover IN £M

Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

OVERALL TURNOVER

Total

2012 2013 2014 2015 2016 93.3 95.9 129.69999999999999 128.80000000000001 125.8

year

Total turnover IN £M

Turnover Performance

Sum of matchday tickets(£m)

93.3 23.9 Sum of tv and media revenue(£m)

93.3 55.6 Sum of commercial catering and sponsorship revenue(£m)

93.3 13.8

Total in £'millions

in £'millions

operating costs

Row Labels	Sum of operating costs(£m)
2012	98.32
2013	97.57
2014	124.98
2015	90.1
2016	96.5
Grand Total	507.47

OPERATING COSTS

Total 2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

Total in £'millions

in £'millions

OPERATING COSTS

Total 2012 2013 2014 2015 2016 98.32 97.57 124.98 90.1 96.5

Year

Total OPerating Costs in £m

Various Operating Costs

Sum of wages and salaries(£m)

98.32 56.6 Sum of social security costs(£m)

98.32 7.25 Sum of depreciation and lease amounts(£m)

98.32 22.03 Sum of amortisation of players(£m)

98.32 12.6 Sum of audits and other fees(£m)

98.32 0.15

Total in £'millions

in £'millions

operating profit

Row Labels	Sum of operating profit/-loss (£m)
2012	-5
2013	-1.7
2014	4.8
2015	19.1
2016	0.9
Grand Total	18.1

Total 2012 2013 2014 2015 2016 -5 -1.7 4.8 19.100000000000001 0.9

year

Total operating profit in £m

Sheet3

year	operating profit/-loss (£m)	profit on disposable players(£m)	profit before interest and tax(£m)	profit after tax(£m)
2012	-5	6.48	1.46	1.4
2013	-1.7	10.57	8.88	8.8
2014	4.8	14	18.8	18.8
2015	19.1	17.1	36.21	32.5
2016	0.9	3.2	4.2	4.6

net profit

Row Labels	Sum of profit after tax(£m)
2012	1.4
2013	8.8
2014	18.8
2015	32.5
2016	4.6
Grand Total	66.1

Total

2012 2013 2014 2015 2016 1.4 8.8000000000000007 18.8 32.5 4.5999999999999996

Year

Total Profit After Tax in £m

turnover slicer

Row Labels	Sum of matchday tickets(£m)	Sum of tv and media revenue(£m)	Sum of commercial catering and sponsorship revenue(£m)
93.3	23.9	55.6	13.8
Grand Total	23.9	55.6	13.8

Sum of matchday tickets(£m) 93.3 23.9 Sum of tv and media revenue(£m) 93.3 55.6 Sum of commercial catering and sponsorship revenue(£m) 93.3 13.8

costs slicer

Year	2012
Row Labels	Sum of wages and salaries(£m)	Sum of social security costs(£m)	Sum of depreciation and lease amounts(£m)	Sum of amortisation of players(£m)	Sum of audits and other fees(£m)
98.32	56.6	7.25	22.03	12.6	0.15
Grand Total	56.6	7.25	22.03	12.6	0.15

Sum of wages and salaries(£m) 98.32 56.6 Sum of social security costs(£m) 98.32 7.25 Sum of depreciation and lease amounts(£m) 98.32 22.03 Sum of amortisation of players(£m) 98.32 12.6 Sum of audits and other fees(£m) 98.32 0.15

sparkline

Row Labels	Sum of 2012	Sum of 2013	Sum of 2014	Sum of 2015	Sum of 2016
operating profit/-loss (£m)	-5	-1.7	4.8	19.1	0.9
profit after tax(£m)	1.4	8.8	18.8	32.5	4.6
profit before interest and tax(£m)	1.46	8.88	18.8	36.21	4.2
profit on disposable players(£m)	6.48	10.57	14	17.1	3.2
Grand Total	4.34	26.55	56.4	104.91	12.9

RAW DATA

Year	total turnover(£m)	matchday tickets(£m)	tv and media revenue(£m)	commercial catering and sponsorship revenue(£m)	operating costs(£m)	wages and salaries(£m)	social security costs(£m)	depreciation and lease amounts(£m)	amortisation of players(£m)	audits and other fees(£m)	operating profit/-loss (£m)	profit on disposable players(£m)	profit before interest and tax(£m)	profit after tax(£m)
2012	93.3	23.9	55.6	13.8	98.32	56.6	7.25	22.03	12.6	0.15	-5	6.48	1.46	1.4
2013	95.9	27.8	51	17.1	97.57	54.04	7.34	22.17	12.8	0.14	-1.7	10.57	8.88	8.8
2014	129.7	25.9	78.3	25.6	124.98	69.3	8.94	27.3	19.56	0.19	4.8	14	18.8	18.8
2015	128.8	26.4	77.2	24.9	90.1	56.9	8.12	4.61	20.5	0.18	19.1	17.1	36.21	32.5
2016	125.8	24.7	72.6	25.1	96.5	66.33	8.3	3.47	28.33	0.06	0.9	3.2	4.2	4.6
PROFIT PARAMETERS	2012	2013	2014	2015	2016
operating profit/-loss (£m)	-5	-1.7	4.8	19.1	0.9
profit on disposable players(£m)	6.48	10.57	14	17.1	3.2
profit before interest and tax(£m)	1.46	8.88	18.8	36.21	4.2
profit after tax(£m)	1.4	8.8	18.8	32.5	4.6
Premier league performance
Year	games played	won	draw	lose	points	position(out of 20 teams)
2011-12	38	19	8	11	65	5th
2012-13	38	11	8	19	41	16th
2013-14	38	15	4	19	49	10th
2014-15	38	10	9	19	39	15th
2015-16	38	9	10	19	37	18th

Sheet2

Year	operating costs(£m)	wages and salaries(£m)	social security costs(£m)	depreciation and lease amounts(£m)	amortisation of players(£m)	audits and other fees(£m)
2012	98.32	56.6	7.25	22.03	12.6	0.15
2013	97.57	54.04	7.34	22.17	12.8	0.14
2014	124.98	69.3	8.94	27.3	19.56	0.19
2015	90.1	56.9	8.12	4.61	20.5	0.18
2016	96.5	66.33	8.3	3.47	28.33	0.06

Sheet1

Year	total turnover(£m)	matchday tickets(£m)	tv and media revenue(£m)	commercial catering and sponsorship revenue(£m)
2012	93.3	23.9	55.6	13.8
2013	95.9	27.8	51	17.1
2014	129.7	25.9	78.3	25.6
2015	128.8	26.4	77.2	24.9
2016	125.8	24.7	72.6	25.1

rankings

season

div

played

win

draw

lose

goals for

goals against

pts

position

FA cup

League cup

charity shield

europe

top goalscorers

2007–08

Prem

12th

Michael Owen

2008–09

Prem

18th

Michael Owen

2009–10

Cham

102

1st

Andy Carroll

2010–11

Prem

12th

Kevin Nolan

2011–12

Prem

5th

Demba Ba

2012–13

Prem

16th

Europa League – QF

Demba Ba

2013–14

Prem

10th

Loïc Rémy

2014–15

Prem

15th

Papiss Cisse

2015–16

Prem

18th

Georginio Wijnaldum

2016–17

Cham

1st

Dwight Gayle

Champions

Runners-up

Promoted

Relegated

P = Played

Cham = Football League Championship

QR1 = First Qualifying Round

R5 = Round 5

W = Games won

Div 1 = Football League First Division

QR2 = Second Qualifying Round

R6 = Round 6

D = Games drawn

Div 2 = Football League Second Division

QR3 = Third Qualifying Round

GR1 = First Group Stage

L = Games lost

North = Northern League

QR4 = Fourth Qualifying Round

GR2 = Second Group Stage

F = Goals for

Prem = Premier League

RInt = Intermediate Round

QF = Quarter-finals

A = Goals against

R1 = Round 1

SF = Semi-finals

Pts = Points

R2 = Round 2

RU = Runners-up

Pos = Final position

R3 = Round 3

S = Shared

R4 = Round 4

W = Winners

Goals for top scorers in all competitions (Football League or Premier League, FA Cup, League Cup and European) are counted.

Top scorers shown in bold are players who were also top scorers in their division that season.