The biggest factor which you haven't mentioned is smart recruitment allied to a good youth system. Data analysis is fundamental to the former and we seem to be using it a lot now.
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Lowe - "We're overachieving ...............
- Thread starter jimsing
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Of course it's about more than money, but that 'more' is about a lot more than just a good chief coach/manager. It's about a good CEO, a good internal structure, a good analytical set-up, good coaches supporting the chief coach, good physios and conditioning coaches, a good academy set-up, good finance/accounting people and a good chairman/board of directors, among other things. As Mr H said on the TV, people over-emphasise the importance of both the manager/chief coach and the chairman. His aim is to make the club high quality from top to bottom. Then, if any one part of the structure departs, eg Ryan Lowe gets offered big bucks elsewhere, it is not the end of the world. He just has to find the next RL to slot in to the smoothly running system. And no doubt the queue of Argyle coach wannabees will be very long!
No, not the end of the World to lose a manager but it usually takes a season or more to recover from it, with inevitable disruption because of staff and tactical changes.
A team's 'momentum' also can't be underestimated. A team gets used to winning, as we saw during our 16 match run. Management changes can seriously disrupt this.
This season, we have the 'mo' and it would be a shame to stifle that.
Losing a manager will not disrupt tactics.
The new manager will have to go with the current system of 3-5-2, as this is the club's preferred system of playing throughout the Club.
The new manager will have to fit into the Club, not the other way around as is normally the case these days.
Therefore there should be little change in playing staff as well.
A new manager causes major disruption to a Club, players have to leave, new players come in, players have to change to a new system of playing.
Plymouth Argyle are different and the new manager will have to adapt to the system that Plymouth Argyle play.
He will know that when he applies for the position, and disruption should be kept to a minimum.
It's good to be optimistic. Personally, I think managers who follow a board to the letter are very rare. I think the ego gets in the way of their compliance soon after they sign a contract
Would be a first I reckon for a new manager to be told his tactics before even starting !
JannerinCardiff
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Itâs not all about historical attendances - itâs more about being able to pay transfer and agent fees and competitive weekly wages to the players. In that regard we are a mid table league 1 team so right now I agree with Ryan Lowe that we are over achieving.
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Fair comment. But how do you explain Wycombe's relative success on limited resources.
And where should Accrington, Morecambe be in relation to Argyle ? or Cheltenham who are themselves mid table ?
Are you saying we should be above or below Cheltenham ?
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Interesting, Hertha, that you say that, because there is a huge group of football fans who believe in the "new manager boost". In fact, on average, neither group is correct; those in which there is a boost are pretty much offset by those where there is a decline. The evidence also shows that the average impact of the manager/chief coach on a team's performance is much less than is popularly believed, other things equal, as Mr H himself knows.
The key to delivering boost rather than decline after a manager goes is getting one who fits in with the system already in place at a club. Data analytics can be a huge help here, just like it is for recruiting new players. Add to that evidence-informed recruitment and selection policies and you're on to business as usual or maybe even better.
The key to delivering boost rather than decline after a manager goes is getting one who fits in with the system already in place at a club. Data analytics can be a huge help here, just like it is for recruiting new players. Add to that evidence-informed recruitment and selection policies and you're on to business as usual or maybe even better.
Plymouth definitely is a poor area.
The indices of multiple deprivation, which the government uses to determine the poverty of different areas, ranks it around the threshold for the top 20% poorest local authorities in England
Just looking at earnings fails to account for people not in work (increasingly important because of an ageing population), income from sources beyond employment or wealth and assets - plus other non-financial indicators of poverty like health, education or crime levels.
Somewhere like Worthing may not have many well paying jobs because it's full of wealthy retirees and commuters working in Brighton or London. But it's nowhere near one of the poorest places in the country.
Whether Plymouth's relative poverty is a factor in Argyle's underachievement is another matter. The very poorest areas in the country - Blackburn, Blackpool, Middlesbrough, Hull plus sections of the bigger cities - tend to have better football teams
Of course, new manager boosts only work for teams in decline.
There would almost certainly be a deviation downwards in the case of a Club whose manager was tempted by an offer elsewhere. As was the case at Argyle when Ian Holloway joined Leicester.
Yes, Argyle have a well considered recruitment strategy.
But a long list of demands makes the talent pool pretty small.
And that makes it expensive.
What is the point of changing manager if tactics and personnel are not to be changed?
Tony Pulis didnât come in and do everything Bobby Williamsonâs preferred way.
Straight away it was Nick Chadwick in midfield and Akos Buzsaky to the bench.
Interesting survey, but it doesn't take account of an areas industrial wealth which has always been a significant factor in the success of the local football club.
Where would Blackburn Rovers be without Jack Walker's Steel wealth for example.
That is why Plymouth are going to be different. Hallett has identified how the club will evolve and has put in place the necessary requirements in order to get us up to the Championship and to stay there.
It isn't always down to the Club as to when a manager leaves, Knibbs, especially if we appear to be successful with him in charge.
Think back to Bill Shankly and Bob Paisley. and you'll get some idea of what Hallett is trying to do. The manager changes, but the style remains the same.
At the risk of turning into a stats bore for the second time on this thread, this statistic is true but also slightly misleading, and perhaps overstates Argyle's true 'potential.'
Plymouth is 17th biggest city in England, but if you look at the population of 'built-up areas' - which includes the urban sprawl that extends beyond cities' official boundaries, it's 30th and is smaller than places like Bournemouth, Southend and Newport. The South West is very undeveloped/unspoilt compared to the rest of the UK.
List of urban areas in the United Kingdom - Wikipedia
If you were to measure the number of people living within 30 minutes travelling time of particular clubs, those from ostensibly similar size cities like Portsmouth or Sunderland would have knocking on double the potential fanbase of Argyle to draw upon, and this is why they get bigger crowds.
Obviously our catchment area extends to well beyond 30 minutes away, but the further you get, the more difficult it becomes to attend games.
I would love to see some research on what affinity people have with Argyle in places like North Devon and West Cornwall, where we're the local league team but still a very long way away, and what could be done to draw more support from these areas. In my experience Argyle don't really register there in the way that they do in Plymouth.