MFC have just dropped another podcast for the week, Pert answering members questions. One of the first things he says before getting to questions is the Dees will have a members forum later this year where all members can come along and ask any questions they want.

All the club leaders and Football dept leaders will be involved. 

Hope they schedule a long meeting.

Members forums are pointless in the age of social media but it's encouraging that they are risking a PR disaster here. I suspect there will be some degree of filtering and selective questioning but hopefully someone poses some serious questions.

Some questions I'd like answered:

1. How does the club quantify the impact of failed on-field KPIs on the club?

2. If pre season surgeries are a catalyst in the disappointing season, how did the FD initially quantify the initial perceived impact to team success and momentum? Mainly what I would want answered is, how did these surgeries impact the team so greatly as to be a catalyst for one of the most significant falls in the game's history? When the FD initially went to the board to advise of a slow start to the season, how was that anticipated slow start quantified? I don't want to hear "oh well we had this many players go in for surgery". I want to see it quantified: ie. WHY would THOSE specific players have impacted us so greatly? Show me why. And then, tell me the capacity and reason as to why they were managed in such a way as to force mass surgeries at once. Did the club bypass these surgical recommendations during finals to push for a flag? Or were the needs for surgery not determined until after? How does the club balance current team goals, with individual player welfare, alongside long term goals of the club and team?

3. What prompted -- and who drove -- the sign off on FD changes mid season? For example, were the poor performances alone enough to prompt it? Or was it a lack of chemistry between the team? I'd like this clarified and broken down. Then, who signed off and initiated it? Was is Mahoney initiating and prompting? Was it a recommendation (or order) from the board? Was it a collaborative conclusion by the board and FD? I want to know how these changes were implemented. 

4. What are the individual and team KPI's outlined in Simon Goodwin's contract extension? What are the consequences if these are consistently not met?

5. How confident is the club in establishing Jaguar as a long term partner? If confident, why. If not confident, why. Quantify, demonstrate and explain.

As members we need to ask questions that dig deeper beyond the corporate and PR speak. 

If we were a business. 

“We had a record profit and expected continued growth and profitability. Perhaps the biggest profit in 55 years.  

Unfortunately we lost a key employee and whilst we paid big $$ for a replacement it didn’t work out as their diligence in preparation for us wasn’t up to requirements.   

Another issue was scheduled leave for many of our key employees and some did not actually return until after their due date. When the employees did return, they were not at the same standard as last year.  Also other employees also went on leave, one of the highest scheduled leave rates in the industry.  It was decided to let some employees not return for the year at all so they could refresh for 2020. 

Our competition was prepared a lot more for us in 2019 and our products came up against tougher opposition. Despite winning in key market segments and product capability, it did not end up as bottom line sales that are the main point of our business. 

Our Managing Director extended his contract, but he seemed to only have one strategy which was better matched by competitors.  A mid year  management reshuffle was a strange move and appeared to confuse more than build confidence.  Some of our key markets saw products sell but just as the product was going to be a success, it fell apart in the 4th quarter to  make a loss. Our market position fell to rock bottom only above a Gold Coast based import export business which the Government will support to stay afloat. 

We will try to restore faith for our long list of faithful shareholders and customers and once again ask them to support us. We failed all our 2019 KPIs and made a record loss. Perhaps one of the largest profit to loss movements in company history. 

Our share price crashed and the sell off by industry investors and market commentators is extreme. But we think the core of our key employees and products that achieved the 2018 profits result, can be recovered.  We look to bring in a few new products, including some fast paced lines and a few young graduates with good results as employees. 

In 2020 our products will be matched against products which were not strong performers in 2019, and we hope to better manage leave.  Less unscheduled leave would also be a nice change.

Keep the faith with Demons Holdings Pty Ltd in 2020. “ 

 

 

What an odd thing to do really. It seems plucky on the first view but ...hell, Red etc would know...dont go asking questions ...or allow questions if the answers arent already known.

Im not really that much in favour of these style of events to be honest.  Surely the Club KNOWS what is wrong itself..surely. It just needs to get on with it . These fluff forums...rubbishy smokescreen in my view.

Another form of spin..what next

4 hours ago, spirit of norm smith said:

If we were a business. 

“We had a record profit and expected continued growth and profitability. Perhaps the biggest profit in 55 years.  

Unfortunately we lost a key employee and whilst we paid big $$ for a replacement it didn’t work out as their diligence in preparation for us wasn’t up to requirements.   

Another issue was scheduled leave for many of our key employees and some did not actually return until after their due date. When the employees did return, they were not at the same standard as last year.  Also other employees also went on leave, one of the highest scheduled leave rates in the industry.  It was decided to let some employees not return for the year at all so they could refresh for 2020. 

Our competition was prepared a lot more for us in 2019 and our products came up against tougher opposition. Despite winning in key market segments and product capability, it did not end up as bottom line sales that are the main point of our business. 

Our Managing Director extended his contract, but he seemed to only have one strategy which was better matched by competitors.  A mid year  management reshuffle was a strange move and appeared to confuse more than build confidence.  Some of our key markets saw products sell but just as the product was going to be a success, it fell apart in the 4th quarter to  make a loss. Our market position fell to rock bottom only above a Gold Coast based import export business which the Government will support to stay afloat. 

We will try to restore faith for our long list of faithful shareholders and customers and once again ask them to support us. We failed all our 2019 KPIs and made a record loss. Perhaps one of the largest profit to loss movements in company history. 

Our share price crashed and the sell off by industry investors and market commentators is extreme. But we think the core of our key employees and products that achieved the 2018 profits result, can be recovered.  We look to bring in a few new products, including some fast paced lines and a few young graduates with good results as employees. 

In 2020 our products will be matched against products which were not strong performers in 2019, and we hope to better manage leave.  Less unscheduled leave would also be a nice change.

Keep the faith with Demons Holdings Pty Ltd in 2020. “ 

 

 

Anyone short ASX:MFC would not be short squeezed post this announcement