01 · Positioning
Compare the roles of competition, facilities, courses and content.
Inside the business
of basketball.
Fisherman Basketball Club · Business analysis internship · 2026
AI-generated conceptual image; not a photograph of the club.
01 / THE CONTEXTBeyond
Beyond
the game.
During my internship at Shenzhen Fisherman Professional Basketball Club, I explored how a basketball organisation thinks about its activities, operations and decisions.
My role included supporting research and scenario analysis, as well as assisting with the collection and organisation of training data.
Three perspectives.
02 · Scenarios
Explore activity income and costs under stated assumptions.
03 · Training
Assist with wearable data collection and performance materials.
What makes an
event viable?
Change the assumptions to explore how attendance and cost affect the result.
Estimated revenue¥9,480
Balance−¥11,020
Break-even attendance260
Illustrative assumptions from the report: ¥40 registration per attendee; 15% conversion at ¥260. Cost and attendance are adjustable. These are scenarios, not the club’s actual financial results.
A decision framework, not a forecast.
The internship report distinguishes competitive activity, venue and courses, sponsorship and media rights, and content and fan engagement. These areas have different cost structures and customer paths; combining them into a single growth number can obscure the business question.
The work described in the report supported discussion of positioning, activity economics and training information. Proposed activities and long-term directions remain scenarios rather than evidence of contracts, realised revenue or measured business impact.
| Dimension | Decision question | Evidence boundary |
|---|---|---|
| Competition | How do schedules and sporting commitments shape capacity? | No claim of a measured performance effect. |
| Venue and courses | How do attendance, pricing and utilisation affect an activity? | Model inputs are assumptions. |
| Sponsorship and content | Which channels create awareness and which can support conversion? | No unverified contracts or financial figures. |
Test the assumptions.
The contribution per attendee combines the registration fee and expected conversion. Break-even attendance equals fixed event costs divided by contribution per attendee. This simplified model holds the conversion rate and average transaction value constant across attendees.
R = N × (P + r × V) B = R − C N* = ⌈C / (P + r × V)⌉
Contribution / attendee¥79
Break-even at ¥20,500 cost260
Balance at 120 attendees−¥11,020
Revenue sensitivity by conversion rate
8%15%25%Fixed cost
The three lines use the selected registration fee and average transaction above; conversion is set to 8%, 15% and 25%. The dashed cost is a fixed ¥20,500. These are illustrative assumptions only.
| Attendance | Revenue | Cost | Balance |
|---|
Illustrative only: fee ¥40, conversion 15%, transaction ¥260, fixed cost ¥20,500, baseline attendance 120. Cost is held constant here. This is neither actual club accounting nor a forecast; taxes, capacity, variable costs and uncertainty are excluded.
From numbers to decisions.
Acquisition and conversion
The report distinguishes attention, attendance and purchases. These are sequential but not interchangeable: views are not visits, and visits do not automatically become sales.
Training information
The report describes assisting with heart-rate vest data collection and organising individual performance material. The sample figures in the report illustrate a concept, not identifiable player data or a clinical diagnosis.
Source: user-provided Fisherman Club business analysis internship report. External publication should omit confidential financial, contract and personal physiological information.