kingeddy
Mean Old Ignorant Bastard
JMO from a business owners viewpoint. And not pointing fingers directly at any track. I don't know the intricate details of any of the tracks in question. But I do know what I overhear from those who compete and spectate and what I have observed at a few of the failures.
Inconsistent ownership and management (too many different owners/promoters over the last few years). Poor track conditions/facilities due to being idle for years. No clear-cut re-opening or season plans.(too many people publishing what they think the track is going to do with no-one actually knowing). Unpublished, inconsistent, non- guaranteed, unbalanced payouts. No communication, enforcement or consistency in regards to rules or tech. Sloppy or late running program. Not enough TRAINED track workers who know their jobs (and do them in a professional manner) Gouging at the back gate. And all to often the "I don't need the drivers" attitude. You have to make every driver feel important EVERY WEEK. And lastly, lack of planning...( you can't try to throw everything together at the last minute! Publish your plans well in advance of the season so teams can make their plans for the year!)
Dirthound hit the nail on the head earlier. Reputation goes a long way. It takes about 2 weeks to get a bad one, and about 5 years to get rid of one. Run your track like it's a Mongolian Clusterf*ck and that's what you'll wind up with.
I know this isn't where the original post was headed, but If I were a promoter opening a new track or trying to revive my failing track, I would try to obtain addresses or phone numbers from all the drivers I could within 200 miles of my track and send a direct communique detailing what our plans were and offering them any enticement I could afford to get a commitment from them. And then I would stick to my game-plan regardless of what it took to do so! I would also direct mail the market area with spectator coupons and ads. Too many new owners/promoters get into the game with not enough bank or promotional knowledge to do the things necessary to succeed. If you can't afford to lose money (or at best break-even) for the first 3 years, you shouldn't be in operation (this is true of just about any new business). Unfortunately, their failings have became the norm. Disappointing their performers and audience on a regular basis especially in those critical first few weeks of a season causes their demise. More-so when the lack of success leads them to a lack of consistency in their operations. No one wants to compete or visit a wishy-washy establishment. And it doesn't help when your sanctioning body is absent and loosing respect either.
Inconsistent ownership and management (too many different owners/promoters over the last few years). Poor track conditions/facilities due to being idle for years. No clear-cut re-opening or season plans.(too many people publishing what they think the track is going to do with no-one actually knowing). Unpublished, inconsistent, non- guaranteed, unbalanced payouts. No communication, enforcement or consistency in regards to rules or tech. Sloppy or late running program. Not enough TRAINED track workers who know their jobs (and do them in a professional manner) Gouging at the back gate. And all to often the "I don't need the drivers" attitude. You have to make every driver feel important EVERY WEEK. And lastly, lack of planning...( you can't try to throw everything together at the last minute! Publish your plans well in advance of the season so teams can make their plans for the year!)
Dirthound hit the nail on the head earlier. Reputation goes a long way. It takes about 2 weeks to get a bad one, and about 5 years to get rid of one. Run your track like it's a Mongolian Clusterf*ck and that's what you'll wind up with.
I know this isn't where the original post was headed, but If I were a promoter opening a new track or trying to revive my failing track, I would try to obtain addresses or phone numbers from all the drivers I could within 200 miles of my track and send a direct communique detailing what our plans were and offering them any enticement I could afford to get a commitment from them. And then I would stick to my game-plan regardless of what it took to do so! I would also direct mail the market area with spectator coupons and ads. Too many new owners/promoters get into the game with not enough bank or promotional knowledge to do the things necessary to succeed. If you can't afford to lose money (or at best break-even) for the first 3 years, you shouldn't be in operation (this is true of just about any new business). Unfortunately, their failings have became the norm. Disappointing their performers and audience on a regular basis especially in those critical first few weeks of a season causes their demise. More-so when the lack of success leads them to a lack of consistency in their operations. No one wants to compete or visit a wishy-washy establishment. And it doesn't help when your sanctioning body is absent and loosing respect either.
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