Owen Coyle has probably no idea the trouble caused in his name at Celtic. Notions that his granny’s uncle’s cousin passed on verifiable information that either Owen rejected the Celtic job, or that he did so because he didn’t agree with the direction the club were going, were clearly nonsense at the time and are more evidently the case now.
Having just earned promotion to the English Premier League the man chose not to be interviewed for the Celtic position, a perfectly defendable decision. He was never offered a job. Coyle performed well at St Johnstone (without winning promotion) and did well at Burnley before managing an inevitable decline at Bolton. He remains a good manager who I hope gets back into the game soon.
The Bolton lesson to football is stark. On some levels the club was well run. Good manager, good scouts, a small but faithful following, a chairman who could see the iceberg ahead, all signed up to the ambition to remain in top flight football, but their budget was forever under pressure. Debts topped £100m, although the directors ensured public services didn’t suffer as a result of their ‘ambition’.
Three years ago Phil Gartside, the Bolton chairman, knew the model in the English game was unsustainable and tried to change things. He failed, unfortunately, and was unable to produce a reverse alchemy – turning tens of millions of pounds from Sky TV each year into a 17th place finish in the Premier League. I hope the change works for them.
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” I’d offer you a drink but I’ve only got 6 cans “
Owen Coyle’s granny early favourite for Sevco job.
Owen Coyle?
Who cares?
He wanted to manage in England, he managed in England, he wasn’t that good, he got sacked.
End of.
If he was ever asked about the Celtic job and turned Celtic down then he chose his bigger job in England so that’s his choice.
He has never played for Celtic, he supported Celtic but so did and do loads of guys who never got the chance. Owen Coyle I believe was sounded out by Tommy Burns to come to Celtic ( I remember a lot of chat about that in the mid 90’s) and he didn’t. Not sure if that’s true but if it is he wasn’t that big a fan.
Owen Coyle is NO Neil Lennon.
Sorry things haven’t worked out for Owen. He seemed to try hard to play the game in a modern and attractive and fashion, not just lumping it up the park, but it was pretty obvious Bolton were weighed down by debt that would not allow him to refresh the side with quality.
Paul67
I read a long detailed article yesterday by SwissRamber on the likely impact of UEFA FFP.
Depressingly it concluded the fat clubs will continue to get fatter as the rest live off the crumbs or starve.
And yet without the rest, fat clubs have less and less competitive opposition to play.
Perhaps with the likes of Liverpool falling out of the EPL top four and Arsenal dedicated to FFP it would better for the game if the fattened clubs were simply told to go forth and multiply and let the rest form their own competitive leagues.
Wishful thinking? Probaby but the cost of failure is far too high.
yogiy
12:12 on
9 October, 2012
Heading back to sunny D&G via Scotrail late last night, overheard a young man (20+) on his mobile very excited about his new job. Only he was told he is not employed and if he was asked he was to say he was just a representative of this company “C*****a” which sends people round houses for leads for installing extra insulation.
He had left home at 8am and was heading back after 10pm, no expenses were paid and the most he could earn in a day was £60 if he managed three leads. He had £1.50 in his pocket. He also said they were encouraged to continue to sign on. This boy wanted to work and to contribute and did not realise what was happening. So sad for him.
..
A Couple of Years ago in Oz.. The Government announced a Rebate for insulating your Loft..
Cue Hundreds of Company’s ( Con Men) doing similar Cold Calling old people to offer “Free” insulating mostly to Old Folks.. 90% of workers were like the Guy you mentioned No Insulating Expeirience ..
After Around a Dozen deaths due to Either Stapling into Power cables of from House fires caused be the Same thing the Whole industry was Shut down and a Inquiry was launched..
Summa of Sammi….12:26 on 9 October, 2012
I had heard of this Scam about 2 Yrs before this all Happened..
As I say they.. These Conmen target Old people.. Shocking..
But in this Case they were Enabled by the Government..
Summa
Thanks for the reply Summa, just feel so sad for youngsters today being conned when most are so desperate to just gain some type of employment.
You would think someone would enlighten Bolton Board
of the quick way to turn £110 million(small fry) debt into
“come and see our accounts at the end of the season “
Auldheid
13:01 on 9 October, 2012
The problem for UEFA is that if they push FFP too hard the worst offenders will break away and take most of the TV and sponsorship income with them.
Owen Coyle seems to be a decent bloke. I wish him all the best for the future.
Marti Sandino
12:36 on
9 October, 2012
Was just checking out some of the number and name printing available for the 125th Anniversary kit on the online store. Some of it is a bit bizarre. Loovens and Brozek ?
———————————————-
LOL
brozek for me hoops legend
50 quid bit pricey eh
Always found it hilarious how Coyle was supposed to have rejected a job that every Celtic Supporters Club knew was Neil Lennon’s that summer after he and Lawwell had visited.
On the subject of sliding clubs, I give you Cov City….
Some interesting insights from a Welshman on the fans of the newest club in Scottish senior football.
Maybe he is a “hate filled bigot”…
http://llandudnojetset.wordpress.com/2012/10/08/that-was-the-week-that-was/
So why haven’t Bolton become New Bolton? Surely that’s the answer to wiping out £100M+ of debt?
A financial advisor to former Rangers bidder Bill Miller has warned that the club could face financial meltdown again.
Jon Pritchett, CEO of Chicago based sports investment firm Club 9 Sports, was involved in American Mr Miller’s attempt to takeover Rangers, which administrators Duff and Phelps previously named as the preferred offer for the Ibrox club.
In an article for international business magazine Forbes, Mr Pritchett stated he could not see how Rangers could be regarded as a possible “turnaround” opportunity.
He also believes the Sevco consortium led by Charles Green, which bought the club’s assets in a £5.5m deal before transferring them to a newco, will need to oversee a programme of downsizing and cutbacks to avoid plunging into insolvency again.
Mr Pritchett wrote: “Without the ability to significantly reduce overhead expenses, a commercially reasonable turnaround of Rangers FC was not feasible. From Bill Miller’s perspective, there appeared no possible return on his considerable investment. I agreed with his assessment.
“Upon full inspection, Rangers was not a ‘turnaround’ opportunity. It was (and is) an opportunity for someone with great wealth and a love of football and/or Scotland to give away tens and tens of millions of pounds. Unless some major, systemic changes occur within the current configuration of UK and European football leagues, I don’t think the Rangers math works.”
Mr Miller had submitted the largest bid for Rangers with a deal worth £11.2m, which the administrators stated was the “only deliverable bid on the table” after seeking expressions of interest in the club. The owner of Tennessee tow-truck firm Miller Industries withdrew his bid days later stating that the information provided to his team was “more optimistic than reality”, while he also highlighted a hostile reaction among some of the Rangers support, who unfurled a banner against him during a game at Ibrox.
‘£10m loss’
In the magazine article, Mr Pritchett states that the “fan sentiment” was not the key issue behind the collapse of Mr Miller’s bid, but the “numbers just didn’t add up.” He added: “Revenues were in a free fall. The most important revenue stream to Rangers, season tickets, was projected to be down by 20%. The club expected to lose nearly £10m in 2012/13.
“Cash-flow from sponsorships was minimal and the administrators had already pulled out the cash from player wages, kit sponsorship and future payments due the club from the sale of several players. Worse, because the administrators had to make a deal to cut player wages to keep the club afloat, the new owner of Rangers would lose a substantial portion of asset value.”
He stated that as a result of the newco switch allowing players to opt out of transferring their contracts to Sevco Scotland Ltd (now The Rangers Football Club Limited), the purchasers lost out on between £9m to £15m in “player asset value”. He stated: “So, in exchange for a savings of £3m this spring, Rangers lost three to five times that.”
Mr Pritchett also wrote that 70% of management and executive contracts at the club were protected from “reduction or elimination”. He said Rangers must “cut the fat from every department and rebuild an organization that values every pound and demands a return on any and all expenses.” In the article published on Tuesday, the sports firm CEO warned that “until bold action is taken, the future for Rangers remains in serious jeopardy.”
BOOOOOM!!!!
There goes the share issue con!
Sheik Yerbouti
13:06 on
Agree. Have already got the new Home and Away tops this year, so will just drop very broad hints to the wife regarding what I want for my Christmas present :-)
Who Is Owen Coyle?
MWD
Forbes Article.
It seems hard to fathom how one of the 25 biggest football clubs in the world (ranked by Forbes in 2007 at #25 with a valuation of $194 million) could come so close to cratering into the abyss. At least it does until you really understand how the club got here. Much like the Greek and the French citizens, Rangers nation refused to take its medicine when it got sick. Years and years of mortgaging the future by stealing tomorrow’s revenues to pay for today’s ambitions were a big part of the problem. When you combine that with an organization that did not tie its expenses to it revenues or even construct any sort of internal metrics to measure the effectiveness of its staff or player wages, you can start to get a picture of how the mighty Rangers arrived at bankruptcy and how 140 years of celebrated footballing history was almost terminated. While there are many contributing factors that will be explored here, the evidence points to hubris as the primary cause. While television revenues in the SPL were becoming increasingly smaller as a percentage of turnover (8% for Rangers in 2011) and season ticket sales were declining every year (down to 37,500 from 44,000 five years ago), Rangers continued to rearrange the deck chairs on the Titanic. Clearly, Rangers believed their Titanic was incapable of sinking – simply too big to fail. Failing to acknowledge the global shifts and winds of change, Rangers continued to pay more than they could afford to players, managers and executives (£26MM towards wages on £35MM of revenue). Employee benefits and perks continued to grow – creating an unsustainable set of obligations for a club that was seeing revenues decline. (sounds a lot like the US Government today) Like so many before them, the answer was always to place a bet on winning football as the catapult over the morass.
The straw that broke the camel’s back emerged in 2011 when it was revealed that the club had been paying players via employee benefit trusts (“EBTs”) which enabled the club to inflate the player’s take home pay, and thus pay their players more and hence attract better quality talent. This aggressive use of EBT’s came crashing down like a house of cards when the UK’s equivalent of the IRS (Her Majesty’s Revenue and Customs) came knocking seeking over £75 million worth of unpaid taxes and penalties.
Are the Rangers a relic of the old business model or a harbinger of things to come? It is certainly true that Rangers are not the only club to have gotten itself way over the tips of its skis in the world of football. If you kicked a football across most of England and other European countries where the sport is dominant, you’d bounce off more than a few clubs that have struggled and who continue to struggle with huge, immovable debt mountains and obligations. In many ways, Rangers are a microcosm of what ails many parts of the Western World’s economy. The percentage of struggling and over-leveraged clubs has gotten so great that UEFA has passed a sweeping regulation that it plans to enforce beginning in 2013, which essentially requires clubs to operate without losing money. It is understandable how smaller clubs without the benefit of large season ticket bases, grand stadiums or winning histories could struggle to break even, but how does a club with more league championships than any other football club in the world get to this place? How did Rangers take 54 league titles, a 51,000 seat stadium, 40,000 season ticket holders and 5 million global followers to the brink of extinction?
The answer is by spending most of its time looking backwards into its glorious history rather than forwards into a future that required a major shift in business strategy. Like many formerly great companies, Rangers arrogantly refused to heed the warnings. In 2000, Sir David Murray infamously boasted, “For every five pounds Celtic spend, we will spend ten.” He followed through on that promise and the seeds were sewn. Rangers refused to recognize that in a global environment, new threats emerge rapidly and what you did yesterday doesn’t insulate you from competition tomorrow. When the battlefield changes, the battle plan needs to evolve or soldiers will die.
Before being sent to the Scottish Third Division this season, Rangers played in the SPL, the top level of football in the country of Scotland. There are 12 clubs in the league, but only two clubs have really mattered in terms of television viewership or attendance in the country. In 2011/12, Celtic and Rangers were responsible for 82% of all gate receipts for league matches and 94% of all television viewership of league matches. In other words, the other ten teams in the SPL were only responsible for 6% of the total viewers when you remove Rangers and Celtic. The average viewership of SPL games was 150,000 but the average viewership for Rangers versus Celtic was 900,000.
More fans fill Ibrox on a match day than all of the other SPL clubs (not counting Celtic) combined. This is not a league. This is two humongous clubs (now just one) playing with many woefully undersized, undercapitalized and overmatched clubs in a country of 5 million. It is not a fair fight. More importantly for Rangers, the Scottish Football Association and its member leagues are not capable of producing media revenues on the scale of most other countries.
In the aggregate, the SPL teams produce annual revenues of £125MM while the EPL produces annual revenues of £2.4 billon; the Budeslega £1.6 billion; Spanish League £1.5 billion; Italian Serie A £1.4 billion; The French League £1 billion and the Netherlands £400,000.
This is part of the problem that Rangers and Celtic face. The EPL has 20 teams – over half of whom have smaller stadiums and season ticket bases than Rangers or Celtic. However, the EPL has a global television deal worth £ 3 billion with SkySports and BT.
The SPL has a five-year £60 million deal.
For winning the SPL regular season, a club would receive £3 million in fees (in exchange for their media rights).
For winning the EPL last season, Manchester City received £61 million.
When Rangers play Celtic each season, the match is one of the greatest spectacles in all of sport. The entire country of Scotland is watching and the environment inside the venue is remarkable. This is why ESPN has ranked “The Old Firm” as one of the top three rivalries in all of football. Yet, despite this truly unique and powerful atmosphere, very view people around the globe can actually watch the derby live. By contrast, there were 460 million potential live viewers of the Manchester Derby (United vs. City) at the end of last season. In a global competition for viewers and buyers of shirts (jerseys), the EPL teams have a huge advantage. And it doesn’t stop there. The EPL clubs are building global brands by setting up business units in Asia, the Middle East and North America. These units will produce player academies &camps, merchandise sales, event tours and sponsor relationships. Over a few decades, this will produce generations of fans around the globe who pledge their support to Manchester United, Chelsea, Arsenal, Tottenham, Liverpool or Manchester City. While they build their global brands, the clubs are also producing significantly greater revenues and profits. One of the obvious results is a level of player wages that almost no other clubs in the world (other than a handful of the best clubs from around the globe) can match.
When my friend, Bill Miller came within an eyelash of buying the club back in May, lots of people wanted to know why he decided not to acquire Rangers. Much of the speculation was tied to the intensely negative reaction of fans. In truth, the fan sentiment played a much smaller role in the decision. In the end, the deal came down to the numbers – and the numbers just didn’t add up. Revenues were in a free fall. The most important revenue stream to Rangers, season tickets, was projected to be down by 20%. The club expected to lose nearly £10MM in 2012/13. Cash-flow from sponsorships was minimal and the administrators had already pulled out the cash from player wages, kit sponsorship and future payments due the club from the sale of several players. Worse, because the administrators had to make a deal to cut player wages to keep the club afloat, the new owner of Rangers would lose a substantial portion of asset value. In exchange for agreeing to reduce its wages for a period of three months, many players were able to negotiate an exemption from transfer fees. Kudos to the player reps and union who used the club’s insolvency to their advantage but effectively rendered the club impudent as a result. When HMRC ruled against the CVA exit from administration, which should not have surprised anyone, the die was cast. Forced to acquire the club through a Newco acquisition, the new Rangers owner lost somewhere in the neighborhood of £9MM – £15MM in player asset value. So, in exchange for a savings of £3MM this spring, Rangers lost three to five times that. As if that wasn’t enough, the analysis of management and executive contracts revealed more grim news. Due to the long-standing largess of the club, fully 70% of the fixed salaries and benefits of the employees were insulated from reduction or elimination. Without the ability to significantly reduce overhead expenses, a commercially reasonable turnaround of Rangers FC was not feasible. From Bill Miller’s perspective, there appeared no possible return on his considerable investment. I agreed with his assessment. Upon full inspection, Rangers was not a “turnaround” opportunity. It was (and is) an opportunity for someone with great wealth and a love of football and/or Scotland to give away tens and tens of millions of pounds. Unless some major, systemic changes occur within the current configuration of UK and European football leagues, I don’t think the Rangers math works.
Any critic can tell us what should have been done. The question now is what can Rangers do? The first step for Rangers is to admit that significant, fundamental shifts have occurred that will force it to make major changes to its business model. Like with any major shift in strategy, the hard part is often admitting that the previous strategy did not work. Having spent several months analyzing Rangers, here are four steps I recommend as the way forward for Rangers:
1) Culture Change. The football club may have been operated as a lifestyle for some or as a place for passionate fans to find a good job, but those days must end. From the top to the bottom, the organization must embrace a new way of doing business – one that focuses on accountability, productivity and accomplishment. While the previous 140 years were remarkable and worthy of great celebration and pride, they do not ensure financial or playing success in the future. Rangers may dominate Scotland but they no longer compete on the global stage. To get back to being ranked as one of the top 20 clubs in the world, Rangers must become hungry again. Rangers must develop the attitude of a gritty challenger – compelled to prove something rather than simply resting on the foundation built by the ones who came before.
2) Austerity. It may be unpopular and an affront to the personal sensibilities of some, but Rangers needs to learn to live within its means. It’s time to cut the fat from every department and rebuild an organization that values every pound and demands a return on any and all expenses. The club can’t afford to pay its manager over £1MM and then give every coach and executive premium healthcare, generous pensions, six weeks of vacation, exotic cars, free fuel, appearance fees and other perks. The club can’t afford to provide 45 employees with free cars. The club can’t afford to pay directors annual fees to simply attend matches, socialize and run up a large food and beverage tab. It’s also time to gently manage out that business line from every sporting club that is occupied by expensive past players who hold well paid positions, are protected from downsizing with overly generous notice periods and who do not bring professional skills to the table. Every financial and playing assumption must be challenged. This will not be easy and the new owner of Rangers, Charles Green, must be prepared to say “no” to people and processes that exist today. The right leader will be comfortable being unpopular. Any new owner who is unwilling to stand up to what will be a powerful hue and cry from Rangers fans and supporters is not going to be successful. Rangers, like an undisciplined child, needs tough love. Rangers needs a strong hand now. There will be plenty of time for love and respect when the child grows into a mature and responsible adult.
3) Money Ball. In the reality of the SPL, Rangers do not have the revenue streams to compete with the best clubs in the world. Building a financial budget around a deep run into Europe is a form of gambling. Paying a first team wage bill of 3-7 times the other teams in the SPL (not including Celtic) is silly. That ship has sailed. Rangers can’t keep up with the Jones’ on wages. What the club needs to do for now is to develop a much more efficient process for identifying, recruiting, signing and developing players. It’s a big world. The goal should not be to sign players that the fans know today. The goal should be to sign players than can contribute within a system that leads to winning football. Using a smart, worldwide scouting system, maximizing the Murray Park Academy, teaching a style of play that is attractive and developing promising players into good and great players is the way forward. This is not done by gut, instinct and long-held beliefs of how the game was played. This can only be done by embracing a methodology that employs metrics, science, training, teaching and coaching. This requires a manager with experience and relationships well beyond Western Europe. Under this system, Rangers can win and operate without loss making because its player costs will be recalibrated to match the new reality of Scottish Football and because there is now a worldwide market for players. If done properly, Rangers should be in the export business – making a tidy profit from its new customer base.
4) Drive Revenues. Over the course of many years, Rangers has seen a decline in its major revenue streams. Large sponsorship deals are not generating the amounts of cash they should. In some cases, they are not even generating cash at all. Instead of paying with cash, Rangers have some sponsors who actually provide goods and services to the employees of the organization in return for the sponsorship benefits. This is a slippery slope that leads to oblivion. In the worst cases, these sponsors may actually be costing the club cash when the full analysis is done. It is time for a full and complete overhaul on the commercial side of things. The club needs new and better sponsor deals. The club also needs to reevaluate its offerings to the community in the form of tickets, hospitality and premium seating. Additionally, it needs to consider how to drive maximum value for its merchandising programs. Despite being one of the top clubs in the world in terms of shirt sales, the club does not generate nearly as much profit as does Celtic – even though Celtic sells fewer shirts than Rangers. Add to this the commercial areas of catering, digital media, friendlies and Ibrox events and you can see that there is much opportunity for driving new and existing revenues, but it will take a smart plan and a team of equally smart and dedicated employees to get the revenue growing again.
Rangers is a peculiar club in many ways.
It reminds me of “Solo George”, the last surviving tortoise of its kind on the Galapagos Islands. Steadily growing older and becoming slower, fatter and lonelier until the inevitable.
In order to ensure that its fate does not follow that of “Solo George,” Rangers need a business strategy worthy of its status, worthy of its fan base and worthy of its history. It needs a sea change, and fast.
If Charles Green is not willing to face the fans, explain the economics and risk the torrent of abuse that will follow in the short term, then Rangers will find themselves shortly back in the same place.
Green must embrace change, cut back and then reshape the business plan, invest on a long term basis by accepting short term failure in order to remain relevant.
Like any insolvent business, Rangers needs to cut costs, reign in salaries, demand better quality commercial revenues and build a business that is lean, profitable and produces attractive, vibrant, talented players that, over time, will take it back into European football. It needs to spend no more than 50% of all revenues on player salaries (probably much less) and in the meantime it needs to work the “Old Firm” brand hard to fully exploit what that brand can mean on its (and Celtic’s) balance sheet and ensure that sponsorships are actually additive to cash-flow.
Most importantly, all of Rangers Nation needs to understand that the time has come for change. The soldiers on the battlefield are dying. The glories of the past, while spectacular and worthy of celebration and remembrance, are not going to ensure future success. The future marches on. Rangers should not only be a part of that future, they should be influencing it through their bold actions. However, until bold action is taken, the future for Rangers remains in serious jeopardy.
If you ever go for a job as a shopping centre security guard, remember you’ll need an overly gelled, short spiky haircut.
The Forge Parkhead CSC
If anyone is interested, http://www.engadget.com/2012/10/09/watch-felix-baumgartners-space-dive-live-right-here/
I would have thought that Owen Coyle for Scotland manager was a good idea. Hope it comes his way. He couldn’t be worse than Levein orSmith with their non- and anti-football.
Good afternoon CQN
The Spirit of Arthur Lee they ended up at Sevco
Charlie and Ally
Keep the Faith
Hail Hail
Season tickets down 20%, what is a man to do?
How about send out 10,000 free tickets every home game so the place looks full!
‘Upon full inspection, Rangers was not a “turnaround” opportunity. It was (and is) an opportunity for someone with great wealth and a love of football and/or Scotland to give away tens and tens of millions of pounds.’
So Chuck Green is a true blue afterall, seeing as he is throwing all his investors money away…
Anyone hear the hun on SSB last night….giving it to Shug…we’ve nae debt we’re a newco,it was the administration of the the oldco that racked up the debt…our history is secure!
This was because Shug commented on Green apparently going to give away 1million in a crossbar challenge of sorts…aye i know!
Shug says they should show a bit more humility and the money could be used paying off people who were stung by oldco!
Well,Gazza fae Shotts…i lost £20k to a company that was liquidated only to see them start up the next week with a new name etc
Might have been legal…doesn’t make it right ya gloatin toerag ye!
the honest cover-up13:08 on9 October, 2012
>>>>>
That was a good summary of the mad little Englanders that make up the support at iPox…..they may speak, mostly, with a Scottish accent, but they represent the right wing of the Tory party in Ingurland.
I liked the single comment at the end of the article to counterbalance the horror the Welsh guy experienced in his ill-advised visit to the bigotdome.
HH.
Played football with Owenie in the streets….Good lad.
ASoD: ‘It reminds me of “Solo George”, the last surviving tortoise of its kind on the Galapagos Islands. Steadily growing older and becoming slower, fatter and lonelier until the inevitable.’
===============
Love it:)
HH
At half time today it’s Turkey 11 – 11 Greece in the Earthquakes Stakes, with Greece winning the morning session on a Richter countback with a tidy ML 4.3 off Crete in the early hours. More to follow.
In the Australasian region, following yesterday’s ML 6.3 10Km below the seabed in the Banda Sea, Indonesia moved above the Philippines with an impressive 4.8-5.1-5.6 hatrick in only 45 minutes in Papua this morning, while Sumatra weighed in with a respectable 4.7 for good measure. Tonga’s ML 5.0 keeps them in contention for the play off position.
In the South American Plate, Argentina’s San Juan posted a ML 4.7, narrowly failing to top the 5.8 of Antofagasta of Chile yesterday, but continue pulling away from the Northern Hemisphere despite California keeping its hand in the game with a ML 5.7 earlier.
In Northern Europe meanwhile, Poland continue their recent good run, rattling in a 2.7-3.6-3.6 hatrick before breakfast time, while Northern Italy matched them with a respectable 2.4-2.5-2.7 hatrick, following yesterday’s 2.2-2.2 brace from the ever reliable Sicily.
Scotland though continue their disappointing run, with Ardnamurchan’s ML 3.5 last year their best result at home since Dumfries surprised Carlisle with a 3.8 in the Boxing Day collison of 2006.
Jonny Kidd/Shaking all over.
New philmac blog.hh
“Mr Pritchett also wrote that 70% of management and executive contracts at the club were protected from “reduction or elimination”……….hehehe, stupid, giant galapagos island tortoise emulating huns.
tomtheleedstim 13:33
‘hehehe, stupid, giant galapagos island tortoise emulating huns.’
Just spat my lunchtime beverage all over my screen! lol!
miki67
13:26 on 9 October, 2012
”That was a good summary of the mad little Englanders that make up the support at iPox…..they may speak, mostly, with a Scottish accent, but they represent the right wing of the Tory party in Ingurland.”
That’s nonsense.
The huns are Scottish. There is no equivalent in England to their anti Irish Catholic bigotry, a bigotry that was once widespread throughout Scotland.
Solo George now New Solo George.
Wow, that Forbes article advises almost the complete opposite of everything Chucky Green is doing to Sevco.
“Any new owner who is unwilling to stand up to what will be a powerful hue and cry from Rangers fans and supporters is not going to be successful. Rangers, like an undisciplined child, needs tough love. Rangers needs a strong hand now. There will be plenty of time for love and respect when the child grows into a mature and responsible adult.”
This guy has never met a Rangers fan though has he?! The children who support Rangers are more mature and responsible than the adults.
Ah well, looks like Sevoc are as doomed as the Old club!
Two Americans standing atop the mighty and centuries old Edinburgh Castle with it’s quite stunning views.
One says to the other –
“Why did they build the castle next to the railway staion?”
TBB
my favourite uncle stays in Antofagasta. :>(