MARKETING 1

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before mass media became widespread, most spectators had to physically attend sporting events - radio and television later allowed sport to reach audiences beyond stadiums

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steerers are the board of directors responsible for strategic direction and regulatory compliance, while rowers are the ceo and operational staff responsible for implementing plans and policies

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during corporatisation, performance measurement extends beyond sporting results to finances, marketing, internal efficiency, player behaviour and social responsibility

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the global sport industry consists of interconnected stakeholders who interact and contribute to the development and commercial success of sport

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advances in mass media such as radio and television and later digital technology expanded sport audiences and attracted sponsorship, advertising and broadcasting revenue

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sport organisations begin paying staff and players, attracting corporate sponsors and developing new revenue streams while recreational sport and elite development remain important

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a traditional sport management model where a few volunteers make decisions informally, with modest revenue, strong community involvement and an emphasis on amateurism

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corporate sponsorship and mass media accelerated the globalisation of sport as companies expanded beyond national markets and television reached international audiences

transmitted to 41 countries

a traditional model of sport management where a few volunteers or officials make decisions informally, with limited revenue and a strong focus on grassroots participation, community values and amateurism

the third phase introduces complex organisational structures, formal administrative controls, specialised departments and a clear division between strategic governance and operational management

3rd phase

during the third phase, steerers are the board of directors responsible for strategic direction, while rowers are the ceo and operational staff responsible for implementing plans and policies

the second phase introduces paid staff and players, corporate sponsorship and additional revenue streams while sport development remains the primary goal

the first phase focuses on grassroots participation, volunteer management, community values and playing sport for enjoyment

Kitchen-Table, Nascent Professional, Bureaucratisation, Corporatisation

the third phase introduces formal administrative controls, specialised departments and a clear division between strategic governance and operational management

the fourth phase fully embraces the business model, prioritising revenue growth, brand equity, competitive advantage and commercial opportunities

the textbook identifies eight major stakeholder groups that contribute to the global sport industry

athletes, clubs and teams create sporting competition and entertainment, attracting fans and generating commercial value

fans and consumers create demand for sport content and contribute revenue through purchases and participation

leagues and governing bodies organise and regulate competitions, develop partnerships and support commercial growth

television networks, streaming services and digital platforms distribute sport content and generate revenue through advertising and subscriptions

sponsors and advertisers provide funding in exchange for promotional opportunities and associations with athletes, teams and events

stadiums, arenas and other facilities provide the physical spaces required for sport participation, events and spectators

equipment and apparel companies manufacture sporting goods and clothing used by athletes and supporters

major events attract visitors, stimulate sport tourism and create content for broadcasters and media organisations

stakeholders include athletes, teams, fans, sponsors, media outlets and other groups involved in or affected by the sport industry

the sport industry includes all stakeholders and markets involved in sport offerings, from grassroots participation to professional sport

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the sport industry constantly evolves as new stakeholders, technologies, products and services enter the market