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28 Cards in this Set
- Front
- Back
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Sports Management Defined |
the study and practice involved inrelation to all people, activities, organizations, and businesses involved inproducing, facilitation, promoting, or organizing any product that is sport,fitness, and recreation related: and sport products can be goods,services, people, places or ideas |
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Common Threads |
•Personal Presence•Strategic Planning / Tactics / Execution•Personnel Development•Ethics•Current Events•Accountability•Value of Innovation•Leadership•Analytical Thinking•Problem Solving•Marketing & Sales Capabilities•Teamwork |
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Trends in business of sport |
•Stronger communication skills•Technology skills•Ethics & Social Responsibility•Global focus•Strategic and tactical competencies•Personnel Development•Broader knowledge of worldwide issues |
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Collegiate sports as moneymakers |
•StudentBody•Publicity•Recruiting•Alumnibask in the glory•Alumnipocketbooks•SportRevenue, i.e. Football/Basketball•CorporateSponsors…example?•Athleticevent passes, students |
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Commercialization of sport |
••Media exposure•Ticket Sales•Concession Sales•Sponsor Involvement•Web evolution••Brand Licensing & Merchandising•Stadium naming rights•Facility evolution•Technology•Cross Pollination |
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Benefits of commercialization |
•Increase in real estate values•Increase in community pride•Collateral economic impact•Media exposure•Job creation |
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SWOT Definition |
a strategic planning method used to evaluate the Strengths, Weaknesses,Opportunities, and Threats involved in a project or in a business venture. |
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SWOT strengths and weaknesses |
Strengths: Characteristic ofthe business or team that give it an advantage over others in the industry(Internal) Weaknesses: Characteristics that place the firm orteam at a disadvantage relative to others (Internal) •Human Resources•Culture•Financial Resources•Strategy•Meeting Organizational& Marketing Objectives•Products &Services•Promotionalactivities•Pricing Opportunities: Areas where a team or firm an improve, makegreater sales or profits (External) Threats: Element in the environment that couldimpede business or results (External) •Competition•Demographics•Economy•Political,Legal, and Regulatory issues•Technology |
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Vision |
Explainswhy the organization is doing what it is doing, where it is aiming -Wherewe are headed -Whatcapabilities are needed to evolve |
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Mission |
•Willturn your vision into practice, meet the needs of the customer •Whatare we doing to get there? •Whoare our current customers? |
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Segmentation |
Identifyingconsumer groups based upon common interests/needs: •Socioeconomic•Income•Education•Occupation•Demographic•Age•Gender•Ethnicity |
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Target Market |
TargetMarket, as the most likely prospects who have a similar set of needs andconcerns that our product or service cansatisfy. •Sizeof the ‘target’ market•Majority•Niche•Considerations•Reach•Behavior |
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The 'So What' Factor' |
•So What’ can you do to help drive mybusiness? •‘So What’ makes you different from theother offerings?• •‘So What’ can I expect from ourrelationship on a go forward basis? |
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Positioning |
•Getting your product to be top-of-mind,in the minds of the target market •Positioningis based on perception of how the target market feels about the product •Isthe product relevant? |
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Brand Image vs Brand Identity |
BrandImage ishow a brand is perceived, a brand identity ishow the brand would like be perceived….’aspirational’true" |
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Positioning Statement |
•A one or two sentence statement thatarticulates your product or service’s unique value to your customers inrelation to your chief competition. |
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Collaboration |
-Aprocess where two or more people or organizations work together to realizeshared goals. -Anendeavor that is creative in mature…by sharing knowledge, learning and buildingconsensus. Most collaboration requiresleadership. |
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Forces for Change |
Environmental, Economic, Social, Demographic, Technological |
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Four Variables of Change |
Strategy, Structure, Technology, People |
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Resistance to Change |
Uncertainty, Inconvenience, Self-Interest, Loss of Jobs, Control |
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How to Overcome Resistance |
•Createa climate of trust •Developa transition plan •Explainwhy things are happening! •Createa win-win situation •Involveyour people •ProvideSupport |
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Osaka City Dome |
2004– 2005 Japanese baseball ◦KintetsuCorporationAttendance/ budget unfavorableMediawas not needed to help corporation OsakaCity Dome ◦Facilitywent bankrupt ( why) Didnot diversity its tenants / maximum asset utilizationJapaneseEconomic Bubble Keytake-aways◦Effectivefacility management, ◦Be astudent of economic & political trends |
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Gallup Survey-Which traits apply? |
Integrity, Communication, Intelligence, Relationship Building, Flexibility |
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Strategic Planning |
Asystematic, formally documented process for deciding what is the handful of keydecisions that an organization, viewed as a corporate whole must get right inorder to thrive over the next few years. The process results in the production of a corporate strategic plan. |
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Three Key Points of Execution |
◦Executionis a discipline, and integral to strategy ◦Executionis the major job of the business leader ◦Executionmust be a core element of an organization’s culture |
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Traits of Leadership |
◦Knowyour people & your business ◦Insiston realism ◦Setclear goals & priorities ◦Followthrough ◦Rewardthe doers ◦Expandyour team’s capabilities ◦Knowyourself |
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NASSM |
North American Society for Sport Managment |
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Sponsorships |
Sport Organizations:Obtainfunds from sponsors to operate their sports programs
Corporations: Gettheir products into the hands & minds of the consumer |
