1. Chapter 2 Strategic Marketing Management

2. Objectives
To identify the key stakeholders in sport marketing
Identify who creates the brand perception
To know the core elements of market analysis, product concept, and product position
To know the distinctions among the six Ps of sport marketing: product, price, place, people, promotion, and public relations
(continued)

3. Marketing Management Strategy
Marketing-minded leaders are needed in today’s sport organizations.
Strong marketing management strategy requires both
strategy (big-picture concepts) and
tactics (the details of the plan).

5. Marketing Planning Process
MPP builds a marketing plan but must also integrate with an organization’s overall strategic vision.
The planning process comprises five steps.
See figure 2.1.

6. EXAMPLES
Amazon.com
We sell books, videos, CDs, toys, consumer electronics and other products online
We make the Internet buying experience fast, easy, and enjoyable— we’re the place where you can find and discover anything you want to buy online
Disney
We run theme parks
We create fantasies—a place where dreams come true and America still works the way it’s supposed to
Nike
We sell athletic shoes and apparel
We bring inspiration and innovation to every athlete* in the world
(* if you have a body, you are an athlete)

7. Step 1: Develop Vision, Position, and Purpose
Core vision and ideology.
Sport organizations must determine or establish core values and ideology before moving forward with strategic marketing efforts.
Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities
(continued)

8. Step 1: Develop Vision, Position, and Purpose (continued)
SWOT Analysis
Sport organizations must systematically gather and collect data about their consumers, often through DBM and CRM systems.
Sport organizations must scan their internal (strengths and weaknesses) and external (opportunities and threats) environments before moving forward with strategic marketing efforts.
SWOT analysis will assist sport organizations in analyzing market trends and fads (continued)

9. SWOT

10. Step 1: Develop Vision, Position, and Purpose (continued)
After SWOT Analysis
Following SWOT analysis, sport organizations must reevaluate their strategies and potentially change direction to ensure alignment between their planning and the environment.

12. Step 2: Develop Strategic Goals and Objectives
The development and reassessment of goals and objectives should emanate from ongoing analysis.
Clarifying goals and objectives is what sets the manager apart from the caretaker.

13. Setting Company Objectives and Goals
BUSINESS OBJECTIVES
MARKET GOALS
Build profitable customer relationships
Invest in research
Improve profits
Increase market share
Create local partnerships
Increase promotion

14. Step 3: a.Develop a Ticket Marketing, Sales, and Service Plan
Tickets and spectator attendance are the trunk of the sport business money tree.
Marketing of sport organizations should revolve around generating revenue.
At this stage in the planning process, sport marketers must segment the market and determine key targets.
(continued)

15. Step 3: b. Develop a Marketing Mix Plan
The escalator concept.
Sport marketers are wise to invest more resources in retaining current customers (and growing their affinity) than in attracting new fans.
See figure 2.2.
(continued)

16. Marketing Strategy and the Marketing Mix

17. Recognized and Use of the Five Ps of Marketing
The six Ps of (sport) marketing:
Product
Price
Promotion
People
Public Relations
Place

18. Marketing mix
is the set of controllable tactical marketing tools— product, price, place, and promotion—that the firm blends to produce the response it wants in the target market

19. PRICING Pricing Strategy Importance of: knowing the market elasticity
keeping an eye on rivals

20. PROMOTION
Strategies to make the consumer aware of the existence of a product or service
NOT just advertising
Activity: Student Board

21. PLACE
The means by which products and services get from producer to consumer and where they can be accessed by the consumer
The more places to buy the product and the easier it is made to buy it, the better for the business

22. People

23. Processes

24. Product

25. PUBLIC RELATION
Page 315
It is the function of communicating an organization’s message externally.
1. What are the (7) attributes a PR professional must have?
2. What are the (9) skills a PR professional should practice?

26. Step 4: Integrate the Marketing Plan Into a Broader, Strategic Resource Allocation
The marketer must ensure that senior executives will support the plan.
Structure follows strategy.
Coordinate the five Ps with broad support from the entire organization, top to bottom.
Blend the five Ps to build packages valued by the customer.

27. Step 5: Control and Evaluate Implementation of the Plan
Analysis, evaluation, and control should be everyday events.
Consumer satisfaction = product benefits − costs.

28. Consumer satisfaction = product benefits − costs
Consumer satisfaction = product benefits − costs. What are the indicators of consumer satisfaction?
Evaluation of :
LAV
ROO
ROI
___________________________

29. Other Issues to Consider:
Ethical Principles: Florida State University and the Seminoles (class read bottom of page
Social Responsibilities:
a. labor laws
b. sport laws
c. criminal laws

30. Activity 2.1 The Marketing Planning Process (MPP)
For this activity, assume you were just hired as the new director of marketing for the Tulsa Shock. The Shock is a professional basketball team based in Tulsa, Oklahoma, playing in the Women’s National Basketball Association (WNBA). As of 2012, they had never qualified for the WNBA playoffs in their years in Tulsa. The Shock does not share a city with an NBA counterpart.
Instructions
Briefly describe the Shock by consulting their website at and by reviewing other relevant web sources.
In your new role as director of marketing, answer the following questions:
1. How can the Shock convert its threats into opportunities?
2. Using SWOT analysis, discuss the opportunities and threats that may apply to Tulsa Shock.
3. What information would you want to include when developing a Ticket Marketing Sales and Service plan (TiMSS plan) for the Tulsa Shock? Describe the types of information and explain why you would include it.
4. How can the Shock apply the escalator concept to keep ticketholders from defecting and to increase customer satisfaction?