1. Sport Management Defining Sport and Sport Management
Scope of Sport Industry
Sport Industry Models
Product Type
Economic Impact Model
Sport Activity Model
How is Sport Management Unique
Future Challenges

2. Sport: Defined
Sport can be work (professional athlete), a means of employment (sports tourism director), or a business (sport marketing agency).

3. Sport: Defined Sport has five characteristics: Loy (1968)
Play-like in nature
Involves some competition
Based on physical prowess
Has elements of skill, strategy, and chance
Has an uncertain outcome
Loy (1968)
So are there “sports” that don’t fit this definition?

4. Sport: Further Defined
Competitive physical activity, utilizing specialized equipment and facilities, with unique dimensions of time and space, in which the quest for records is of high significance (VanderZwaag, 1998)
Is institutionalized competitive activity that involves rigorous physical exertion or the use of relatively complex physical skills by participants motivated by personal enjoyment and external rewards (Coakley, 2001)

5. Sport Management: Defined
Any combination of skills related to planning organizing, directing, controlling, budgeting, leading, and evaluating within the context of an organization or department whose primary product or service is related to sport or physical activity (Desensi, et al., 1990)

6. Sport Industry: Scope Sport in Social Agencies
School/College Academic program
Professional Sport
Amateur Sport
Private Club Sport
Commercial Sport Environments
Arenas, Stadia, etc
Community Rec Program
Industrial Sport Program
Sport in Social Agencies
Military
Sport Marketing and Consulting
Developmental Programs (Sports Foundations)
Corporate Sponsorship
Sporting Goods
Sports Media
Academia

7. Sport Management Components: How do they fit together ?
Industrial Models
Product Type Model (Pitts, Fielding, & Miller, 1994)
Economic Impact Model (Meek, 1997)
Sport Activity Model (Li, Hofacre, & Mahoney, 2001)

8. Product Type Model (Pitts, Fielding, & Miller, 1994)
Performance
Offered to consumer
as a participant or
spectator
Production
Needed to influence the
quality of sport performance
Promotion
Tools to promote the
Sport product
Promotional merchandising
products
Promotional events
Media
Sponsorship
Endorsements
Athletics
- Amateur, Professional
Private Sport
Tax Supported Sport
Membership Supported
Sport
Non-Profit Sport
Sport Education
Fitness and Sport Firms
Outfitting Products
Equipment, apparel
Performance Production
Fitness trainer
medical care
Sports Facilities
Governing Bodies

9. Economic Impact Model (Meek, 1997)
Sport Products
Sport
Entertainment
Sport Support
Organizations
Trade Shows
Market Anal
Staging
Pro
Amatuer
Sport
Teams
Pro/Am
Marketing
R&D
Events
Management
Procurement
Athletes
Manufacture
Hotel
Distribution
Soft Goods
Hard Goods
Tourism
Restaurants
Services
Active footwear
Active Sportswear TV
Media
Retail
Radio
Internet
Publications

10. Economic Impact Model (Meek, 1997)
Associated economic impact which is monies spent by sports participants, spectators, and sponsors
1995: Sport industry economic size for $152 billions with an additional $259 billion in economic activity generated by sport.

11. Sport Activity Model (Li, Hofacre, & Mahoney, 2001)
Proposed a model based on the single characteristic that differentiates the sport industry from other industries: sport activities
Firms and organizations that produce sport activities
Firms and organizations that provide products and services to support sport activities
Firms and organizations that sell and trade products that support sport activities

12. Sport Activity Model (Li, Hofacre, & Mahoney, 2001)
Support Sector VI
State, Municipal
Sport Councils &
Authorities
Support Sector I
Administration &
Regulatory bodies
SPORT PRODUCING SECTOR
Professional and semi-pro teams
Intercollegiate teams
Municipal and County Recreations
Sport/Fitness Clubs
Independent Sport Entities
(e.g., personal trainers)
Support Sector V
Sport Management
(marketing, public
Relations, events,
Agents)
Support Sector II
Sport Goods
Manufacture
Wholesale & Retail
Support Sector IV
Sport Media
Support Sector III
Facilities and
Buildings

13. Unique features of Sport Management: A couple of examples
Sport Marketing
Sport consumed as quickly as produced
Not accompanied by guarantees of satisfaction

14. Unique features of Sport Management: A couple of examples
Financial Structures
Revenues are generated from activities extraneous to the primary source of interest (the event) such as television rights, concessions, road games returns, parking
Colleges such as A&M use students fees, private donations, taxes, rentals, or licensing fees.
Sports need to attract individuals that are often willing to spend more money for
peripherals items than on the event itself –
this presents a rather unique circumstance for the sport manager

15. Unique features of Sport Management: A couple of examples
Social Institution
Sport offers a distinctive social activity that can be the basis of an individual’s or group’s social identity
Managers social responsibility in marketing, promoting

16. Future Issues for Sport Management
Infusion of technology
Changes in sport delivery
Ethics
Gender, race and class issues
Academic integrity and sport
Preparation of athletes (youth sports and beyond)
Owner’s, player’s, and fan’s loyalties
Social Responsibility
Advertising and sponsorships
Tax payers and facilities
Sport gambling
Not too far removed from some of the issues discussed in
Sport Psychology section