I have been playing the Football Manager (and Championship Manager) series for around a decade now, and here are a few observations I have made in FM12 that might be of interest to a few people. Most of the things in this post will probably not have been covered by any other post, as it is of no importance/relevance/consequence/interest. For the aspiring manager taking charge of a dire club, these things may help you in one way or another.
So, without further ado.
1: The club's reputation is more important than you think.
Club's reputation (CR) is one of those paramaters where the manager does not have a direct link to it - you cant just change this overnight. The CR for most folk will have an affect on the quality of players and staff they can sign. Its also a value/rating that changes very slowly (I'm talking about periods of over 5-10 years), and this affects other parameters, such as
A: Season tickets
At the beginning of the season the club will sell a certain amount of season tickets, based on the stadium capacity and more importantly, the CR. If the CR is low (1- stars) the amount of season tickets you sell is lower than if your CR is high (4+ stars). If you keeping bringing a club success your CR will improve (slightly), and this will result in more season tickets being sold.
The slow rise in the CR is the reason why you can bring a team from the lower leagues into top flight football and still not selling a large proportion of your stadium capacity on season tickets. This can be frustrating, as wat newly-promoted sides want is more income (and a healthier balance, transfer budget). FM has not sorted this problem out for a while.
On the flip side, this also means that the CR does not decrease drastically. This means that if your side is unfortunate enough to get relegated, your clubs reputation will still be high enough that you can still sign good players and employ good staff. You also wont lose that many season tickets due to relegation. The drop is not as high as in real life!
B: Sponsorship
Sponsorship is also affected by CR. The better the CR, the more likely you are to attract sponsors, both in quality (better per year payments) and quantity (number of sponsors available). I had always thought that this was more dependent on your clubs corporate facilities, but as you cant seem to improve these facilities yourself, you should aim to improve the CR to attract better sponsors.
Again, as the CR changes slowly this negatively affects newly promoted sides, as the amount they get will only increase ever-so slightly. On the flip side, if you were relegated you wont lose that many sponsors, meaning that your chance of a return to top flight is much greater than in real life.
C: Attracting players and staff
I have touched on this earlier, but there are some neat little thing in FM that might seem obvious, but can be a good/pain if you dont understand it. The CR helps when attracting transfers of both players and staff, both in terms of quality and quantity.
However, whats not written in FM is that the CR's reputation is the SAME for the senior, researve and youth teams. Think about that for a second. This means that clubs that have a renowned youth system in real life (such as Ajax Amsterdam, Dynami Kyiv, Benfica) have a rating that is LOWER than clubs that have an excellent senior squad and a slightly worse youth system in real life (such as Real Madrid, AC Milan). It seems having a successful youth system in real life does not mean you get better generated youth players.
One would have thought that the 'youth recruitment network' and 'junior coaching' aspects of board interactions would help in bringing in talent (and they do a bit), it might not be as much as the CR rating. I could be wrong, but this is what I've noticed.
2: The secret life of the board member
Sometimes, the board does things you dont expect, whether it be good or bad. However, there are some hidden aspects of what the board, especially the chairman, can do. Here's a list of what I've noticed.
A: The percentage (%) of transfer revenue made available
For the inexperienced, this might be a terrible function. This percentage dictates how much of the transfer income (after selling a player), you get back into the clubs balance, which feeds back into your transfer budget. For big clubs with huge bank account, this is usually set at 100%, but for lower teams, or teams that have bad finances, this figure can be low - sometimes as low as 35%. The question one therefore asks is what this percentage actually does, and the answer is rather useful.
Lets say you are managing team A, with a 60% transfer revenue made available. This means that 60% of any transfer revenue you get goes back into the bank balance. The board actually keeps the other 40% of the transfer money. This money will be injected back into the club when its in dire financial situation (if the chairman is in a good mood). This is also why you can change this percentage only at a board interaction meeting.
B: The unusual stadium expansion plan
The board, if the club is being successful, will try to expand the stadium if there are funds available. I have noticed that as long as there is money in the balance, the board will expand the stadium, even if you will be crushed by any loan repayment you still have.
The other thing that happens is that while FM seems to have gotten the limits of stadium expansion right for some teams (usually the bigger teams), they have not got it all correct. For example, I have managed a club where the stadium was eventually expanded (after many projects over many years) to 35,000 seats. In reality, the stadium is surrounded by two highways, a parking area and rail lines, and therefore there is no possibilty of expanding it beyonds its currently capacity of 7,000. If you are in a lower league, you might be able to get lucky and get more income by expanding a stadium you know is at its limits in real life, as this is cheaper than building a new stadium.
3: The staff we all forgot about
The last thing I will touch at this time is your staff members. Since the introduction of fmscout, managers have used it, among other things, to find staff with great training attributes to improve their training.
People should remember that the ratings are based on calculations primarily using three key attributes - the determination, level of disciple, and motivation (DDM) of the staff. These three attributes forms a large portion of how ratings are calculated. The maths behind it all have been covered in previous forum posts, so I will not explain them here. I will, on the other hand, go on about something else.
A: The physio that cant physio
Hiring a physio sounds like a simple thing - just pick a staff member with 20 in physiotherapy? Wrong. Physio's ability, like the other staff members, are dependent on other factors. While it is true that a physio with 20 in physiotherapy is desirable, but a physio should also be motivated, and disciplined (the DDM returns). Also, if you have a young team, 'working with youngsters' might be another attribute you might want. Playing FM for so long I get the feeling that you get a more 'effective' (read: shorter injury times) physio.
B: The scout is not a judge
Again, people seem to hire scouts that have 20/20 in judging players current/potential ability. Sounds good. Is it? Not really. Scouts also require some form of DDM (although this is not affect scouts that much), but to be an effective scout, they should also have - along with 20/20 JCA/JPA - a high level of adaptability. Being adaptable means that, like players, the scouts would be able to settle in and be more effective in countries where his scouting knowledge is skethy. I also believe scouts that are more adaptable, motivated and determined produce more consistent scouting reports. Also, these reports wont vary wildly with scouts (I've seen scouts who give out 3.5 stars to one player whereas others only give him 2). Again, if you use fmscout the art of finding good players using scout seems to have died.
I'll also point out that the hidden attributes (consistency, injury proneness, important matches, dirtiness) can be drawn out by good effective scouts without the use of fmscout. The better the scouts the more accurate the reports.
I'll post more of this kind of stuff if people want me to (poll below)
So, without further ado.
1: The club's reputation is more important than you think.
Club's reputation (CR) is one of those paramaters where the manager does not have a direct link to it - you cant just change this overnight. The CR for most folk will have an affect on the quality of players and staff they can sign. Its also a value/rating that changes very slowly (I'm talking about periods of over 5-10 years), and this affects other parameters, such as
A: Season tickets
At the beginning of the season the club will sell a certain amount of season tickets, based on the stadium capacity and more importantly, the CR. If the CR is low (1- stars) the amount of season tickets you sell is lower than if your CR is high (4+ stars). If you keeping bringing a club success your CR will improve (slightly), and this will result in more season tickets being sold.
The slow rise in the CR is the reason why you can bring a team from the lower leagues into top flight football and still not selling a large proportion of your stadium capacity on season tickets. This can be frustrating, as wat newly-promoted sides want is more income (and a healthier balance, transfer budget). FM has not sorted this problem out for a while.
On the flip side, this also means that the CR does not decrease drastically. This means that if your side is unfortunate enough to get relegated, your clubs reputation will still be high enough that you can still sign good players and employ good staff. You also wont lose that many season tickets due to relegation. The drop is not as high as in real life!
B: Sponsorship
Sponsorship is also affected by CR. The better the CR, the more likely you are to attract sponsors, both in quality (better per year payments) and quantity (number of sponsors available). I had always thought that this was more dependent on your clubs corporate facilities, but as you cant seem to improve these facilities yourself, you should aim to improve the CR to attract better sponsors.
Again, as the CR changes slowly this negatively affects newly promoted sides, as the amount they get will only increase ever-so slightly. On the flip side, if you were relegated you wont lose that many sponsors, meaning that your chance of a return to top flight is much greater than in real life.
C: Attracting players and staff
I have touched on this earlier, but there are some neat little thing in FM that might seem obvious, but can be a good/pain if you dont understand it. The CR helps when attracting transfers of both players and staff, both in terms of quality and quantity.
However, whats not written in FM is that the CR's reputation is the SAME for the senior, researve and youth teams. Think about that for a second. This means that clubs that have a renowned youth system in real life (such as Ajax Amsterdam, Dynami Kyiv, Benfica) have a rating that is LOWER than clubs that have an excellent senior squad and a slightly worse youth system in real life (such as Real Madrid, AC Milan). It seems having a successful youth system in real life does not mean you get better generated youth players.
One would have thought that the 'youth recruitment network' and 'junior coaching' aspects of board interactions would help in bringing in talent (and they do a bit), it might not be as much as the CR rating. I could be wrong, but this is what I've noticed.
2: The secret life of the board member
Sometimes, the board does things you dont expect, whether it be good or bad. However, there are some hidden aspects of what the board, especially the chairman, can do. Here's a list of what I've noticed.
A: The percentage (%) of transfer revenue made available
For the inexperienced, this might be a terrible function. This percentage dictates how much of the transfer income (after selling a player), you get back into the clubs balance, which feeds back into your transfer budget. For big clubs with huge bank account, this is usually set at 100%, but for lower teams, or teams that have bad finances, this figure can be low - sometimes as low as 35%. The question one therefore asks is what this percentage actually does, and the answer is rather useful.
Lets say you are managing team A, with a 60% transfer revenue made available. This means that 60% of any transfer revenue you get goes back into the bank balance. The board actually keeps the other 40% of the transfer money. This money will be injected back into the club when its in dire financial situation (if the chairman is in a good mood). This is also why you can change this percentage only at a board interaction meeting.
B: The unusual stadium expansion plan
The board, if the club is being successful, will try to expand the stadium if there are funds available. I have noticed that as long as there is money in the balance, the board will expand the stadium, even if you will be crushed by any loan repayment you still have.
The other thing that happens is that while FM seems to have gotten the limits of stadium expansion right for some teams (usually the bigger teams), they have not got it all correct. For example, I have managed a club where the stadium was eventually expanded (after many projects over many years) to 35,000 seats. In reality, the stadium is surrounded by two highways, a parking area and rail lines, and therefore there is no possibilty of expanding it beyonds its currently capacity of 7,000. If you are in a lower league, you might be able to get lucky and get more income by expanding a stadium you know is at its limits in real life, as this is cheaper than building a new stadium.
3: The staff we all forgot about
The last thing I will touch at this time is your staff members. Since the introduction of fmscout, managers have used it, among other things, to find staff with great training attributes to improve their training.
People should remember that the ratings are based on calculations primarily using three key attributes - the determination, level of disciple, and motivation (DDM) of the staff. These three attributes forms a large portion of how ratings are calculated. The maths behind it all have been covered in previous forum posts, so I will not explain them here. I will, on the other hand, go on about something else.
A: The physio that cant physio
Hiring a physio sounds like a simple thing - just pick a staff member with 20 in physiotherapy? Wrong. Physio's ability, like the other staff members, are dependent on other factors. While it is true that a physio with 20 in physiotherapy is desirable, but a physio should also be motivated, and disciplined (the DDM returns). Also, if you have a young team, 'working with youngsters' might be another attribute you might want. Playing FM for so long I get the feeling that you get a more 'effective' (read: shorter injury times) physio.
B: The scout is not a judge
Again, people seem to hire scouts that have 20/20 in judging players current/potential ability. Sounds good. Is it? Not really. Scouts also require some form of DDM (although this is not affect scouts that much), but to be an effective scout, they should also have - along with 20/20 JCA/JPA - a high level of adaptability. Being adaptable means that, like players, the scouts would be able to settle in and be more effective in countries where his scouting knowledge is skethy. I also believe scouts that are more adaptable, motivated and determined produce more consistent scouting reports. Also, these reports wont vary wildly with scouts (I've seen scouts who give out 3.5 stars to one player whereas others only give him 2). Again, if you use fmscout the art of finding good players using scout seems to have died.
I'll also point out that the hidden attributes (consistency, injury proneness, important matches, dirtiness) can be drawn out by good effective scouts without the use of fmscout. The better the scouts the more accurate the reports.
I'll post more of this kind of stuff if people want me to (poll below)