Intro to Sport Marketing Exam 1

Sport

A broad term covering the people, activities, businesses, and organizations involved in producing, facilitating, promoting, or organizing experiences related to fitness, recreation, athletics, or leisure

Sports

Separate, countable activities, such as gold, soccer, hockey, volleyball, and gymnastics

Sport products

Goods, services, people, places, and ideas connected to sport

Roles of sport

Sport can be a source of enjoyment, work for professional athletes, employment in sport related careers, or a business opportunity

Team sports

Sports in which multiple participants work together to defeat an opposing team.

Ex: handball, soccer, and volleyball

Dual sports

Sports in which two participants compete against each other while focusing on their own performance.

Ex: wrestling, tennis, and badminton

Characteristics of sports

Play, organization through rules, competition, skill rather than chance, physical skills, a broad following, and institutionalization

Institutionalization

Becoming established as an important, stable social practice rather than a temporary fad, with some form of organization or structure

Noncompetitive sport activities

Under the broad definition of sport, activities do not always need competition, specialized equipment, or formal rules.

Ex: working out, swimming, running, boating, and dancing

Sport management

The study and practice of people, activities, businesses, and organizations involved in producing, facilitating, promoting, or organizing sport-related businesses or products

Other sport-management titles

Related names and job titles include sport administration, sport business manager, and athletic administration

Unique aspects of sport management

Sport marketing, sport enterprise financial structures, sport industry career paths, and sport’s power as a social institution

Ways to examine the sport industry

By the types of sports, the settings where sport activities occur, and the industry segments or sectors involved

traditional and emerging sports

two categories used to examine the sport industry. the materials include established sports alongside newer or reformulated examples such as esports, drone racing, Quidditch, and underwater hockey

extreme sports

a sport category illustrated in the notes by street luging, BASE jumping, wingsuit flying, snow biking, rock and ice climbing, and sky surfing

sport settings

single-sport organizations; mutli-sport organizations; college sports; youth sports; community and fitness; sports media; sponsors; professional services; facilities; manufacturers and retailers; and events, meetings, and trade shows

single-sport organizations

organizations focused on one sport, such as football team, basketball team, or professional league

multi-sport organizations

organizations involved with multiple sports, such as Olympic sport organizations and athletic foundations

college sport settings

sport activities and organizations associated with colleges, including college associations, athletic conferences, and different competitive divisions

community and fitness settings

sport industry settings involving community recreation and fitness activities, with gyms listed as an example

sports media

media businesses and publications involved in sport, including newspapers, magazines, and sport business directories.

sport sponsors

businesses or organizations connected to sport through sponsorship.

ex: college bowls = sponsorship setting

professional services in sport

services supporting sport organizations, such as executive searches, event planning, security, and financial services

sport facilities

sport venues and related facility work, including arenas, stadiums, race tracks, and facility architects

manufacturers and retailers

businesses involved in producing or selling sport equipment, products, and software

contemporary sport management sport industry sectors model

a model organizing the sport industry into public, nonprofit, and commercial sectors. it combines features of the product type model, economic impact model, and sport activity model.

public sector

government-funded sport organizations and services, such as parks and recreation centers. government bodies provide facilities and programs intended to serve residents. go

government levels in the public sector

federal; state, provincial, or territorial; regional; and local governments. their roles include funding, policy development, and support for sport programs, facilities, and services

nonprofit sector

organizations whose main purpose is serving a social cause, special interest, or members’ needs rather than making a profit

ex: USOC and YMCA

nonprofit sport organizations

national, state/provincial/territorial, and local sport organizations that develop and support sport. local ex: clubs, leagues, and teams serving their members

commercial sector

organization with profit generation as a fundamental objective

ex: professional franchises, leagues, and sporting-goods manufacturers

Commercial-sector participants

Professional sport organizations, providers of sport programs and facilities, sporting-goods manufacturers and retailers, media businesses, and corporate sport suppliers or advertisers

Collaboration across sport sectors

Cooperation among organizations within the same sector and across different sectors, which contributes to the sport industry’s success

Sport stakeholders

Individuals or entities that can affect or be affected by sport organizations

Non-sport organization revenue

Non-sport businesses typically finance their operations by selling their main products or services

Ex: clothing, food, automobiles, or home cleaning

Sport enterprise financial structures

Sport organizations can receive significant revenue beyond selling the game, workout, or event itself.

Ex: television rights, concessions, road-game guarantees, parking, and merchandise

Intercollegiate and municipal sport revenue

Revenue sources can include student or user fees, private donations, taxes, rentals, and licensing fees

Discretionary funds

Money remaining after necessary expenses, such as rent, food, car payments, and insurance, have been paid. Sport managers compete for this money.

Spending outside the sport arena

Consumers may spend more on related travel, entertainment, souvenirs, and equipment than on the sport experience itself

Underrepresented groups in sport management

Groups historically less represented in sport-management positions

Ex: women, people of color, people with disabilities, and Native American or Indigenous people

Women Leaders in College Sports

An organization advancing women through job postings, educational programs, mentorship, networking, and support for career advancement

Inclusive sport workforce

A workforce that includes people from underrepresented groups, supported by proactive efforts to provide professional opportunities

Sport as a social institution

Sport is a powerful cultural and social activity that can shape personal identity and attract major media attention, public funding, and other resources

Unique challenges for sport marketers

Marketers cannot focus only on the game. They must also consider year-round fan contact, the fan experience, marketing, sales, and ticketing.

General sport-management tasks

Marketing and sales, correspondence, public speaking, community relations, and record keeping

Organization-management skills

Budgeting, accounting, coordinating, managing personnel, managing facilities, controlling, directing, evaluating, leading, and using data analytics

Communication-management skills

Writing, selling, working with media, developing publications, keeping game notes and statistics, interviewing, promoting, advertising, fundraising, and using social media. Strong communication is important for management success.

Critical thinking

Systematically evaluating arguments, reasons, and conclusions using clear standards of rationality to improve opinions, decisions, and judgements

Characteristics of an ideal critical thinker

Seeks clear statements and reasons, uses credible information, considers the whole situation, explores alternatives, bases positions on evidence, and aims for precision.

Open-minded critical thinking

Seriously considering different viewpoints, recognizing that personal beliefs may not be fully justified, and being willing to change a position when evidence supports doing so.