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Week 5: Strategic Sports Marketing
Transcript of Week 5: Strategic Sports Marketing
Week 5: SSM
Commercial development of sports and entertainment facilities
The effective and efficient use of resources and competences
'the methods by which the firm generates revenue and profit; it addresses the fundamental question of how the business makes money' (Fitzroy & Hulbert, 2005, p.44)
Components of a business model
‘in the game’ of pro sport
What resources do we need to have in order to be ‘in the game’ of professional sport?
What management aspects do we need to be able to do well so as to compete in this area?
How would each of these factors differ if we were the industry leader?
How would these factors differ if we manage public sector sport in Belfast?
Derives from the distinctiveness of an organisation’s capabilities
Some organisations achieve extraordinary profits or utility compared with others in the same industry
Their resources or competences permit production at lower cost, or
Generation of superior product or service at standard cost
Resources and Competencies
Competitive advantage and dynamic capabilities
The internal environment
The mix should be seen strategically as a bundle of competencies to be managed effectively
The Sports Integrated
Qualifiers for entry
Mapping Resources and Competences
Machines, buildings, production capacity
Capital; cash, debtors/creditors, suppliers of money (shareholders, other stakeholders)
Number and mix of paid and voluntary staff, and their skills and knowledge
Patents, brands, business systems, customer databases, “goodwill”
Ideally we seek to review the resources an organization has on hand through
the resource audit
Having an impact
Strategic capability is the adequacy and suitability of the resources and competences of an organization for it to survive and prosper
Tangible resources – physical assets of an organization
Intangible resources – non-physical assets of an organization
The activities and processes through which an organization deploys its resources effectively
Likely factors for success
Source: Johnson et al, 2005
This concerns how an organisation employs and deploys its resources
The efficiency and effectiveness of physical, financial, human and intellectual resource use.
Processes linking resources
E.g. promotional activities aimed at filling unwanted seats within 48 hours of the event
Cooperation between people
E.g. avoiding ‘silo-thinking’
Adaptability, Innovation, Learning
Competencies are more difficult to assess than resources however internal analysis can provide a general overview
Threshold ‘capabilities’: those essential to compete in a given market that are required to be “in the game”
However threshold levels change over time; by factors such as
Changes in Critical Success Factors (CSFs)
Arrival of new entrants
Various competitor activities
This can lead to a possible redundancy of capabilities
Which can be difficult to dispose of (on the wrong track and wont get off)
Complementary resources and competences are needed
Valuable to customer
e.g. preferred access to customers/suppliers
– by product/service or competing competence
Dynamic capabilities are stronger
Change, innovate, learn
Acquire new resources and competences
Capabilities for Sustainable
Critically underpin competitive advantage and cannot be imitated or obtained by others
Activities and processes through which resources are deployed such as to achieve competitive advantages in ways which others cannot imitate or obtain
Unique Resources and
What resources and competences could it add to the organization?
What resources and competences will it take to secure sponsorship?
What resources and competences will it take to manage the sponsorship requirements?
Thinking strategically about sponsorship