NYRA Matter
by Terry Finley
1. Positives
1.1. Chance to help shape the industry
1.2. Passionate about the industry
1.3. Casino funds should flow for the next few years at least
1.4. Relative Strength of NY Racing
2. Effects on West Point TB
2.1. New Leader
2.2. Smaller Company
2.3. Effect of losing "face" of company
2.4. Conflicts with TPF new position?
3. Areas of Focus
3.1. Quality of Racing
3.2. New Company Culture
3.3. Customer Service
3.4. Relationship with Horsemen
3.5. OTB Matters
3.6. Marketing
3.7. Racing Schedule
3.7.1. Close Aqueduct?
3.7.2. Winter Break?
3.8. VLT Matters
3.9. Internet gaming
3.10. Facilities
3.11. Human Relations
3.12. Lobbying/Gov. Relations
3.13. Capital expenditures
3.14. Revenue Growth
3.15. Cost Controls
3.16. Union Negotiations
3.17. Training/Development Program
3.18. Financial Controls
3.19. How does NYRA get more efficient?
3.20. Community Relations
3.21. Use of consultants
3.22. Plan for the first 90 days
3.23. Environmental Issues
3.24. Role as industry leader
3.24.1. Coordination with other tracks/circuits
4. New node
5. BUSINESS VISION
5.1. Conduct the best racing on earth by focusing on foour key priorites
5.1.1. Horses
5.1.2. Bettors
5.1.3. Horsemen
5.1.4. NYRA Staff
6. MARKETING
7. FINANCIALS
8. MANAGEMENT
9. ATTRACTING CUSTOMERS
10. CONVERTING CUSTOMERS
11. KEEPING CUSTOMERS
12. Influencers
12.1. Carlucci/Rosen
12.2. Scheinman
12.3. Viola
12.4. Larsen
12.5. Others
12.5.1. Smeallie
12.5.2. Bennett Liebman
12.5.3. Dubb
12.5.4. NYTHA
12.5.5. Avioli