1. CONTINGENCY FRAMEWORK (应变框架) FOR STRATEGIC SPORTS MARKETING
CHAPTER 2
CONTINGENCY FRAMEWORK
(应变框架)
FOR STRATEGIC SPORTS MARKETING

2. CHAPTER OBJECTIVES
Understand the contingency framework for strategic sports marketing
Describe the strategic sports marketing process
Describe external contingencies and explain how they affect the strategic sports marketing process
Discuss the importance of monitoring external contingencies and environmental scanning
Describe the major internal contingencies and explain how they affect the strategic sports marketing process
Explain and conduct a SWOT analysis

3. Overview of the Contingency Framework for Strategic Sports Marketing
Foundation(目标) of any sports organization is to design and maintain a sound（合理的） and flexible（灵活的） strategic framework
Strategic framework that suited to the sports industry is the contingency framework. Why?
Flexible and adaptable to changes in the marketing environment

4. New York Mets Marketing Vice President, Michael Aronin captures the essence of this idea: “ Before, I had control of the product, I could design it the way I wanted it to be. Here the product changes every day and you’ve got to adapt quickly to these changes.”

5. Harlem Globetrotters
The Harlem Globetrotters are an exhibition basketball team that combines athleticism and comedy.

6. Contingency approaches
The contingency framework includes three major components:
the internal contingencies;
the external contingencies
the strategic sports marketing process.

7. Contingency Framework for Strategic Sports Marketing
Planning
1. Understanding Consumers’ Needs
a. Marketing Research(3)
b. Consumers asParticipants(5)
c. Consumers as Spectators(6)
2. Market Selection Decisions(6)
a. Market Segmentation
b. Target Markets
c. Positioning
3. Marketing Mix Decisions(7-12)
a. Sports Products
b. Pricing
c. Promotion
d. Place
Implementation(13)
Control(13)
fit
fit
EXTERNAL
CONTINGENCIES(2)
Competition
Legal/Political
Demographics(人口统计)
Technology
Culture
Physical Environment
Economy
INTERNAL
CONTINGENCIES(3)
Organizational Vision（前景）
Organizational Mission
Organizational Objectives & Marketing Goals
Org Strategy
Org Culture

8. The unexpected changes that occur over the course of a season or event may be positive or negative.
The changes that occur may be either controllable or uncontrollable events that impact the sports organization.
Uncontrollable occurrences are typically in the marketing environment and are referred to as external contingencies, while internal contingencies are within the control of the organization

9. The heart of the contingency framework is the strategic sports marketing process, which is defined as the process of planning, implementing, and controlling marketing efforts to meet organizational goals and satisfy consumers’ needs.
The strategic marketing process has three broad sections: planning, implementation and control.

10. THE STRATEGIC MARKETING PROCESS
A. THE PLANNING PHASE
STEP 1: UNDERSTANDING CONSUMERS’ NEEDS
1. Marketing Research
2. Consumers as Participants
3. Consumers as Spectators
STEP 2: MARKET SELECTION DECISIONS 1. Segmentation Alternative
2. Target Markets
3. Positioning
STEP 3: MARKETING MIX
B. THE IMPLEMENTATION PHASE
C. THE CONTROL PHASE

11. planning phase The planning phase has three steps.
The planning phase begins with marketing research (Ⅰ) to examine the needs of current and potential markets.
case of health club

12. Ⅱ market selection decisions
These include market segmentation, or dividing consumers into homogeneous(相同的) groups based on common characteristics.
The similarities among consumers are based on
demographics (e.g. age, sex, income,人口统计),
psychographics (lifestyle心理学),
geographic(where you live),
geodemographic (what people look like who live in a similar region，区域人口统计特征 ),
benefits (what you want in the sports product),
behavior (consumption and usage patterns)..
Psychographic (e.g. ,personality and lifestyle)

13. Once the market is segmented, sports marketers must select the target market(Ⅲ).

14. Target Market（目标市场）
Once the market is segmented, sports marketers must select the target market. The target market is defined as the segment that will allow an organization to most efficiently and effectively reach its marketing objectives.

15. Market Segmentation: P51
S izeable 大小适当(large enough in terms of the number of consumers)
M easurable 可测量(characteristics of the market are easily identifiable, such as gender or geographic region)
A ccesible （reachable） 可接近(must have a means of accessing the consumers)
I dentifiable （demonstrate）可鉴别(consumers within a market must share common needs, whereas consumers outside the target market behave differently)
Runner Market

16. Position The final market selection decision is positioning.
Positioning refers to fixing the sports product in the minds of the target market(在目标市场中确定体育 产品).
In other words, how do we want our target market to perceive(察觉) our sports product? What benefits do we want to sell?
the case of NBA

17. Exercise: How is the health and fitness industry segmented, in general
Exercise: How is the health and fitness industry segmented, in general? Describe the segmentation, targets, and positioning of health and fitness clubs.

18. Implementation P58 Organizing 组织
Functional Organization ——carry out by specialized departments 功能型组织
Turbulent environment——flexibility Organization 弹性组织
Leadership and Interaction领导和互动
Resource Acquisition and Allocation
资源的获取与分配
Coordination and Timing of Activities
活动的协调和时间选择
Information Management
信息管理

19. Leadership and Interaction

20. Implementation
Implementation or the success of implementing plans is based on:
how the sports organization is organized, how leaders communicate and motivate the employees, the marketing and financial resources available, and information management.

21. Control Phase p60
The control phase is the process of measuring results, comparing the results to the marketing objectives and revising(校正) objectives based on the evaluation of the objectives.

22. Control Phase Sales Analysis Profitability Analysis
year-on-year basis ration
Sales increase 17% compared with the same period of last year.
link relative ratio
Sales decrease 17% compared with last month.
Customer Satisfaction
Marketing Audit

23. Sample of Marketing Audit （营销审计） Questions p63
ⅠMarket Orientation
1.Has the firm established a marketing orientation? That is, has the firm identified the benefits that particular customers seek and developed programs based on this input?
2.Is the firm’s main goal to maximize customer satisfication or to get as many customers as possible?
Ⅲ Target market strategies
1.Are the members of each product’s target markets homogeneous （均匀的）or heterogeneous with respect to geographic, socio-demographic, and behavioral characteristics?
2.Is the size of each market segment sufficiently large or important to develop a unique marketing mix for it?
3.Are the market segments measurable and accessible? That is, are the market segments accessible to distribution and communication efforts?

24. EXTERNAL CONTINGENCIES
The external contingencies, or uncontrollable factors, which influence the strategic marketing process, include: competition, regulatory and political issues, demographic trends, technology, sociocultural issues and the physical environment.

25. internal contingencies
The internal contingencies, which also impact strategic marketing decisions, include: vision and mission of the organization, marketing goals and organizational objectives, organizational culture and organizational design issues.

26. Environmental Contingencies
Competition
Technology
Cultural/Social Trends
Physical Environment
Regulatory/Legal/Political
Demographic Trends
Economy

27. The Nature of Competition
Direct competition
Substitute (替代） products
Indirect competition

28. PESTEL ANALYSIS MODEL Political（Women） Economy （Prosperity/
Recession/Depression/
Recovery）
Social Trends / Cultural
（US Tennis Culture）
Technology（Internet/
TV）
Environment （Climate）
Legislative（transfer）

29. Internal Contingencies
Organizational Vision
Organizational Mission
Organizational Objectives & Marketing Goals
Organizational Strategy
Organizational Culture

30. Organizational Vision
The vision has been described as a long-term road map of where the organization is headed.
The vision should address the following:
What business the organization plan to go from here?
What business do we want to be in?
What customer needs do we want to satisfy?
What capabilities are required for the future?

31. Organizational Mission
The mission, however, is a written statement about the organization’s present situation and the direction of the organization (what business we are in and who we serve).
The Green Bay Packers’ mission is to be a dominating force in professional football’s competitive arena(P92)
On the field, the Packers will continually strive to present their fans with the highest level of performance quality available
In their operating activities and relations with the NFL, the Packers will also continually strive for excellence in the quality of work performed
Overall, the Packers will commit themselves to doing their part in representing the state of Wisconsin with competitiveness, respect, and dignity

32. These mission statements address several key questions:
What business are we currently in?
Who are our current customers?
What is the scope of our market?
How do we currently meet the needs of our customers?

33. The Li Ning Corporate Mission & Vision Statements and Core Values
李宁集团公司使命、愿景和核心价值观
Mission（使命）
Through sports, we inspire in people the desire and power to make breakthroughs
我们以体育激发人们突破的渴望和力量！
Focus on creating professional sports product
Enrich ourselves by the integration of sports into everyday life
Strive for higher-standard breakthroughs

34. Vision（愿景） The world’s leading brand in the sports goods industry
Our interim objective before 2008: fortify our globalization competitiveness in the China market
By 2018: become one of the world’s top five brands.
Derive 20% up of company revenues from international markets
Become a management company of sports brands, utilizing different brands to cater to different consumers and regions
Become a leader in marketing two or more mainstream sports categories

35. Core Values（核心价值观）
Our core values stem from athleticism and passion for the mission
我们的核心价值观源于对运动的崇尚和对事业的激情!
The attraction of sports comes not simply from sports as such, but more from its underlying spirit. We value sports, but even more athletic spirit.
Integrity 诚信
Professionalism 专业
Passion 激情
Breakthroughs 突破
Trust 信任

36. ORGANIZATIONAL OBJECTIVES vs. MARKETING GOALS
Organizational Objectives - Signposts along the road which help an organization focus on its long-range purpose stated in the mission statement
Typically include both financial and strategic dimensions
Examples of financial include: growth in revenues and growth in profits
Examples of strategic include: enhance corporate image and increase customer satisfaction

37. Relationship Between Levels of Strategy

38. Corporate Level Strategy Deflation Expansion/Merge
Related business
Unrelated diversification

39. Business Level Strategy
Four approaches to gaining the competitive advantage.
Low cost leadership
Differentiation（区别、分化）
Market niche（市场定位） based on lower cost
Market niche based on differentiation

40. 如：Marketing, Personnel, Operation, Coaches
Functional level Strategy
组织内部各个部门
如：Marketing, Personnel, Operation, Coaches
Operation level Strategy
如： Price, product, promotion, place

41. SWOT Analysis Internal Strengths and Weaknesses
a. Resource Capabilities（功能）
b. Marketing Mix Considerations
External Opportunities and Threats

42. SWOT分析 ＳＷＯＴ分析的主要目的在于对企业的综合情况 进行客观公正的评价，以识别各种优势、劣势、 机会和威胁因素，有利于开拓思路，正确地制定 企业战略。 ＳＷＯＴ分析是把企业内外环境所形成的机会 （Opportunities），风险（Threats），优势 （Strengths）,劣势（Weaknesses）四个方面的情 况，结合起来进行分析，以寻找制定适应合本企 业实际情况的经营战略和策略的方法。下表列出 的是在SWOT分析中一般所需要考虑的因素。

44. Homework： Choose a sports related company and do a SWOT analysis.
We will choose 5 homework to discuss next week.

45. Key terms and concepts
Contingency framework for strategic sports marketing
战略性体育营销的应变框架
Contingency strategy 不确定性战略
Control phase 控制阶段
External contingencies 外部不确定性
Implementation phase 执行阶段
Internal contingencies 内部不确定性
Market segmentation 市场细分
Market selection decisions 市场选择决策
Market mix decisions 市场组合决策
Positioning 定位
Strategic sports marketing process
战略性体育营销过程
Target marketing 目标营销

46. Key terms and concepts Competition Cultural values
Culture Demographic environment
Direct competition Economic activity
Environmental scanning Goal
Indirect competition Macroeconomic elements
Marketing environment
microeconomic elements Objectives
Organization culture Organization strategies
Out-of-market technology Physical environment
Political, legal, and regulatory environment
Strategic windows Technology
Vision