Yes as long as they continue to have 6 home games I pay 10 dollars a game to park. I also pay 500 dollars for a tailgate spot that comes with 2 parking passes that stay in the drawer. I don’t see like you. I see the 500 dollars as a donation to help the program and the 60 dollars as purchasing a parking pass for the year. It’s not I have to donate so I can park.
I have been an RCAF member since it's inception.
I too see my RCAF donation & season tickets as helping the program.
I also run a business.
I have customers who do business with my company.
I sometimes bring them donuts, boudin, king cake, etc.
I give them tickets to UL events, send them Christmas cards, etc.
I know my customers appreciate my occasional small efforts to acknowledge them. I know without customer loyalty, my business will have a greater potential to fail.
Taking people's money without showing any appreciation does not build relationships. Without relationships, people won't think twice about spending their money elsewhere.
SUMMARY: People want to feel appreciated and it only takes a small investment to show them appreciation.
I too work in sales and bring my customer little tokens of my appreciation. However I don’t see my RCAF donation as I see my clients or vendors. I see it as I see my other charitable donations where I don’t really expect any thing back for my donation. I equate it more to my donations to St Jude than I due to my business. Although I do appreciate a good football, baseball, and basketball team to watch and I hope my small donation helps in building those.
Then you are in the very extreme minority. The vast majority look at donating to athletics as an investment. And in my opinion, they are correct in that view.
Collegiate Athletics is a business. Louisiana Athletics plays a substantial role in the health of our University, our culture, our economy and our way of life. There is a reason why RCAF members are referred to as "Investors." You're investing in so much more than student-athletes. And when people invest, they expect ROI. As they should.
This is not a charity. It is a business. And we should treat it as such. As a board of investors, we should also be given the courtesy of transparency, respect and accountability within leadership.
I agree with MAT that college athletics is more of a business these days than a charity. Since RCAF was founded, investors have received membership guides mailed to their home, but this stopped in 2020. These annual report included revenue ranking among Sunbelt members and other G5 programs, academic & scholarships, capital campaigns, and more.
the small tokens I get from RCAF each year are appreciated and in line with my level of giving. I can only assume that higher donors get more perks for their dollars and it is shown in a graph on the rcaf site. I don't expect seats on the plane or special parties for the little I give. I do expect the promo pieces I get each year like my key chain or my rcaf license plate. I give at the level I give at to ensure an easy parking spot to the tailgate section and really expect nothing more.
Do I think that the RCAF should be more aggressive in bringing in new members, yes, but that comes with an organized season ticket push and that takes volunteers or employees both of which are in short supply in todays business market
What part of I appreciate good teams did you not understand. What is ROI on an investment to an athletic foundation? In my view it is getting to the the conference championship 4 years in a row. It’s going 13-1 with a conference title. It is winning conference championships in baseball and going to regionals and winning. Like Deggs’ first stint here. It’s winning the conference tournament in hoops and making the dance. That is ROI.
I don’t need hats, shirts, a party at the casino, and for the university to stroke my ego and tell me how great I am for being a donor. Just win. Thats why we field a team and play the game. It is the whole reason for the RCAF’s existence, to build champions and win championships. Thats the only ROI I care about.
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