Strategic Sports Event Management, Second Editi...
This book provides students and event managers with an insight into the strategic management of sports events of all scales and types, from international mega-events to community sport. Introducing key theory and best practice, it offers a practical, step-by-step guide to planning, organizing, managing and evaluating events.
Strategic Sports Event Management, Second Editi...
Now in a fully revised and updated fourth edition, the book explains the importance of adopting a strategic approach, showing how to implement strategies that lead to successful outcomes over the short and the long term. It uses international case studies in every chapter, from the NBA and NFL to Formula 1 and the English Premier League, offering real-world insight into both larger and smaller events. In addition, woven throughout the book are a series of in-depth studies of several Olympic Games, the ultimate sporting event and an important point of reference for all practising and aspiring event managers. The book covers every key aspect of the sports event management process, including:
This new edition includes expanded coverage of digital and social media, the social impact of events, sustainability, security, entrepreneurship, employability and much more. It is an essential text for any sports event course and invaluable reading for any student or practitioner working in sport business, sport management, sport development or event management.
This nuts-and-bolts approach details the methods to achieve specific goals and objectives in event planning from concept to completion. This second edition includes updates on technology, includes new case studies, addresses major issues such as terrorism, and provides a new chapter on professional opportunities in event management.
This section is devoted to the management of sports teams as a whole, because advertisers have long advertised at sporting events and teams have seen it as a way to generate more money. As interest in sports grew, and cable television channels ESPN and other specialized channels were established, this relationship between team, player, and advertiser developed even more. We have included marketing related material as it relates to the promotion of sporting events, teams, and athletes as well as the promotion of products and services through sporting events, teams, and athletes.
The following event styles are listed by Allen (2009, p.14): a) traditional, b) classic, c) modern; c) country, d) cultural, e) formal elegance, f) casual elegance, g) romantic; h) fun, i) intimate, j) outdoor, k) themed, l) seasonal, m) holiday, n) beach, and o) sports.
Thirdly, the fact that events industry is operated in a reactionary style does not contribute to the long term prestige of event managers. Researches are necessary to identify measures which will assist to equip event managers with strategic planning tools which will enable them to forecast and plan accordingly not only short-term, but also long-term as well. In other words event managers should be proactive rather than reactive
The degree program offers areas of concentration in entertainment management, sport management, and venue and event management, as well as an option to graduate with distinction in the undergraduate research track.
Students in our Bachelor of Science in Sport and Entertainment Management program learn from some of the best in the industry. Many of our faculty bring a wide range of expertise from decades of professional experience in areas such as live event production and promotion, sport organization leadership, venue financing, marketing and sales strategy, law, and human resource management. Our teaching roster also includes world renowned scholars who are conducting ground-breaking research that is shaping the future of the industry. In addition to our remarkable faculty who have held executive positions in major professional sports and founded their own companies, our students receive countless opportunities to hear from guest speakers ranging from professional sport league presidents to Power Five conference commissioners. Visit our sport and entertainment faculty and staff page to learn more.
The Sport and Event Management Major allows students to specialize in the sport management discipline or event management discipline. Students work with industry-leading professors and gain invaluable knowledge through hands-on learning. The well-rounded curriculum exposes students to the growing and vast career offerings in the sports and events industry; everything from sports marketing and promotion to planning and executing innovative and special events, all with the goal of creating memorable customer experiences.
The Sport Management Specialization is intended to prepare students for professional positions in sport organizations or in traditional firms working with sport institutions and products. It is designed for those students who would like to pursue careers in management of professional sports, intercollegiate sports, interscholastic sports, health/sports facilities, and community recreation, as well as in marketing of sports and entertainment-related products and programs. Students gain real-world experience through two distinct internships and graduate ready for a leadership role in the thriving sport and event industry.
The second edition of this book has been written for those interested in acquiring an updated, comprehensive, systematic understanding of strategy and strategic management of healthcare organizations. Although based on contemporary strategic theories, the text emphasizes the application of strategic principles to our rapidly changing healthcare environment. The target audience is graduate students in health services management and nursing programs. However, undergraduates, practicing healthcare executives, and healthcare providers also will find the content and structure useful for learning about strategic management and improving their strategy skills. The material is presented in a structured format that informs the reader of background strategy theories and options, teaches methods of crafting strategic plans, and provides methods for implementing strategies and monitoring strategic efforts.
As shown in exhibit 1.1, the purpose and mission of a healthcare organization should influence the emphasis it places on competitive versus collaborative strategies. Competition involves the effort of two of more parties seeking the rewards of a certain fixed contest. For example, a race or sports event may involve two or more teams that seek to win the contest. Likewise, companies submit bids for construction or other contracts, and only one contractor wins the job. As the story in exhibit 1.2 explains, competition involves outperforming one's competitor, which sometimes creates negative consequences for at least some members of the community. However, the dominant purpose of strategy in general business has been to gain competitive advantage at the detriment of competitors (Denning 2013). A common competitive strategy is to attract market share from competitors and, if possible, drive competitors out of the market. As a result, the community's access to products and services constricts and costs often increase.
The Olympics are, without doubt, the largest and most significant mega-event in the world, taking in a multitude of sports at both Summer and Winter Games every two years. Planning for and staging the Olympics is one of the most complex tasks that event organizers and project management teams will ever undertake. The ambulatory nature of the Games, moving from one Olympic city to another every four years, means that there are context-specific challenges for hosts, as well as start-up knowledge required for each event. Given the scale, scope and complexity of all this, it is surprising that relatively little research has been published about the underlying logistics, organization and operation of the Olympic Games from event and project management perspectives. The planning and delivery of such a massive enterprise, several years in the making but only two weeks by way of performance, is of substantial interest to those vested with the responsibility of Olympic hosts. Beyond that, the planning and management of the Games is also important to those who analyse the Olympics, such as academics and journalists, as well as those with an interest in learning about how they are staged, such as teachers and students.
Sports marketing is divided into three sectors. The first is the advertising of sport and sports associations such as the Olympics, Spanish Football league, NFL and the IPL, as well as sport teams like Mumbai Indians and Chennai Super Kings Real Madrid and the New York Yankees. The second concerns the use of sporting events, sporting teams and individual athletes to promote various products. The third category is the promotion of sports to the public in order to increase participation.
Like all business sectors, sports businesses also rely on market segmentation to effectively market themselves.[9] Sport fans differ according to a number of attributes including motivations to attend sporting events,[10] emotional attachment,[11] economic attachment,[12] identity,[13] and loyalty.[14] These attributes also make sports different from other forms of entertainment as sport fans behave differently than consumers of other products and services.[15][16]
Attributes such as loyalty can be recognized through the contracts players and athletes sign with sports companies, in which they get paid to wear or use their products in each game or sporting event. By doing so, the players and athletes and also their fans develop a loyalty for the products for a longer time.[6][17]
There are seven product attributes that differentiate mainstream sports from non-mainstream sports: accessibility, popularity, uniqueness, affordability, star power, player skill, and player similarity. Accessibility, affordability, and similarity are strongly related to niche sports while popularity, player skill as well as accessibility are strongly related to mainstream sports.[20] Meanwhile, fans that are less-identified with a team are drawn to player similarity as they feel they can relate more with players while highly identified fans prefer the star power of players. Affordability also is a distinguishing factor among fans, as less-identified fans place greater importance on price.[21] A practical marketing example of this is the National Lacrosse League mandating players to attend receptions of restaurants who sponsor the team.[20] Other strategies that niche sports utilize to differentiate themselves from mainstream sports are providing easy access to team and player information, especially online, as well as offer affordable ticket prices and valuable promotions such as dollar beer nights and 25-cent hot dog nights.[20] In contrast, popular mainstream sports like Major League Baseball (MLB) and the National Basketball Association (NBA) highlight the star power of players, which is why teams go to great effort to promote their best players. This is also seen in media as nationally televised sporting events often promote specific players leading up to games. 041b061a72