Research Topics: Sports

GENDER NORMS IN SPORTS

Introduction The classification of different actions as feminine and masculine is mostly a social structure anchored on labeled outlooks on the subject of gender and professed gender dissimilarities. Sports have commonly been classified as masculine, while some sports are deemed to be feminine. Implications anchored on hypothetical concerns have been made in relation to the characteristics that may possibly be the cause of the classification of sports as feminine or masculine. Specific duties and activities have conventionally been consigned to men and others to women, specifically, they have been deemed to be masculine or feminine activities. These classifications are to large sense social structures anchored on individual beliefs on the subject of gender, and on individual convictions that gender groupings are normal, definite, bipolar, fixed, and individual. They are similarly found in individual views of distinctions involving these gender groupings. These suppositions with reference to gender and gender groupings are sequentially anchored on collectively created, historically precise, and cultural images of the social dealings that takes place among gendered peoples by means of their affairs to one another. These notions and structures are in so doing occasionally cause to experience change. Gender Differences in Sports as Portrayed in Media Gender has frequently been used in media to portray a particular genre.  Serial fiction demonstrates a feminine visual. Nonetheless, purposively male dominated sports, like wrestling, does not correspond efficiently into the scholarly television convention that divides masculine from feminine story form. In the work of Jenkins he noted that television wrestling functions opposing to such a harshly prearranged characteristic. Its distinguishing theme which reveals the homosocial dealings involving men, the professional field instead of the domestic sphere, the concentration on physical methods to resolve disagreements, is inspired by generic conventions which critics have recognized as typically masculine. Its form of appearance, principally its concentration on numerous individuals and their connection, its rejection of finality, its fascination to viewer assumption and scandal implies genres frequently characterized as feminine. These incongruities may possibly be a sign of wrestling’s edgy position as masculine melodrama. The celebrated asymmetry of male contribution in sports is frequently enlightened by gendered socialization. Contribution in sports is deemed as a noteworthy manner to build a masculine self-identity. Young men who have trouble with sports are susceptible to criticism as “not real men”. Adolescents’ partaking in sports is deemed the norm and girls’ involvement extraordinary . In other studies, discovered that sportswomen were taken pictures in such a manner as to imply admiration to men, at the same time as sportsmen were more probable to be represented in positions revealing ascendancy to women. For instance, males in relation to females were exposed in poses of higher elevation, bigger considerable sizes, and positions of covetousness. Females were depicted in lower physical poses, minor sizes, and with their heads and bodies pious. Females, in general, were exposed in submissive poses even as males were revealed in energetic athletic positions. Males are characteristically illustrated in the media coverage of sports as possessing power over themselves, their adversaries, and their individual accomplishments. Females, conversely, are portrayed otherwise, being outlined as possessing external elements like fortune and family encouragement determining their accomplishment. Basically, males are shown as active instruments and women as reactive ones. Duncan and Messner similarly indicated that in recounting basketball attempts, location is fairly obvious in female’s games and not so much in male’s matches. In their account they discovered that when a female blew an attempt, the broadcasters would employ first person active voice to express the missed attempt. If males missed, the first person active voice was hardly ever employed, which is a notion Duncan and Messner described as “agentless” framing or secret agent. Fundamentally, a meager and pitiable performance by a male athlete was moved into a positive one; faults were because of unrestrained might or other inevitable conditions. On the other hand, female’s faults were by reason of their individual unadulterated lack of skill . These slight differences imply that generating and preserving masculinity as active and femininity as passive carry on in sports. Conclusion This paper has presented the gender norms that have prevailed in the realm of sports. Specifically, the presentation of the athletes in the media has dictated how these stereotypical roles are provided in both males and females athletes. In a manner of speaking, media has constantly played a great role in dictating the roles in which both female and male athletes exude. Based on the discussions above, female athletes are portrayed in media differently as compared to their male counterparts. One could assume that this type of representation of women in sports has similarly been culpable in the fear of women to engage in such activities. Thus aside from the physical demands of sports that is required among its participants, one must also be ready to take on the image that comes with such activities. Credit:ivythesis.typepad.com

GENDER NORMS IN SPORTS

Introduction The classification of different actions as feminine and masculine is mostly a social structure anchored on labeled outlo...

Sports Sponsorship for Women Volleyball: an Investigative Report

Sports have been an integral part of society over the years and have grown considerably, entertaining people and aspiring new players in every corners of the world. With the advent of media, sports have been disseminated and influenced many individuals like never before. For instance, there was a time when only few people know how to play basketball or volleyball. But with the help of publicity and campaigns, many people are now into the sports, filling in domes or audition rooms. In other words, sports have become a dominant field in the business world. Sports are here not only to entertain, but also to create profit. Without the business side of sports, they will be impossible to continue on a large and hyped scale. Every sport organizations are busy with organizational management and marketing. Thus, sponsorship was brought into existence.   Sponsorship is an increasingly important tool of marketing communications that acts as an advertising cue associated with perceived quality in product advertising (Dean 1999). It adds value to the company’s image in corporate advertising (Stipp and Schiavone 1996). Sponsorship centers on the mutual transaction between a sponsored activity and a business (Verner 1998). This arrangement includes the sponsoring corporations to expect tangible commercial benefits as increased visibility and sales in return for their donations (Howard and Crompton 1995). As observed by Cornwell (1995), sponsorship is the platform of the entire brand (or the company) in positioning its competitive presence. For example, the long-term involvement of Visa in the Summer and Winter Olympics uses sponsorship as a center of its branding strategy (Farelly 1999).   Why do some sports gain more sponsorship dollars/ monetary gain? There are several palpable reasons on why do some sports gain more sponsorship dollars or monetary gains. Among these are the following:     v       Popularity – the popularity of a sports activity persuades sponsors as well as advertisers to venture into product or service marketing engagements. The premise lies on the fact that if a certain sports event is highly popularized, brand and corporate accounts take advantage on the emerging culture. The more popular the sports activity is, the more sponsors and advertisers it will attract. For instance, the Australia Football League (AFL) is the most popular national sponsorship entity in the country based on the major indicators such as attendance, TV audience, media attention, members, fans loyalty, and brand socioeconomic impact (Street-Ryan Research 1998). The AFL drew 60% of domestic sponsor revenue expenditure on both fees and sponsorship leveraging in 2000 (Burbury 2001). v     Interests in the given sports – most sports draw attention in various types of audiences. The fact that basketball, football, boxing, and others cater to mostly male viewers. Thus, brands that focus on men’s products or services tend to invest on such sports. On the other hand, women sports-related activities like volleyball have the same effect. v     Objectives of the sponsorships – basing it to the goals, brand managers and marketers as well as teams or individuals primarily need to determine the significant role of the engagement (Stensgaard 2005). v     Type and budget of sponsorship – in connection with the above reason, selecting a sponsorship must fit the marketing budget and more importantly, the type of sponsorship (e.g. league or athlete) (Stensgaard 2005). v     Event itself – the choice of activity, league or athlete sponsorship is critical because the status or reputation of such matters to the target market and also to the brand being promoted (Stensgaard 2005).   Mass Media and Sports             Stensgaard (2005) affirmed that 36% of sports fans in America could name atleast one advertiser associated with the top 20 sports leagues. Only 17% can name a sponsor. The observable emergence of sports oriented programming in the different vehicles of media communications is a testimony to the almost insatiable appetite for sports in America (Sherry 1998). Furthermore, the increasing amount of investment among TV networks for exclusive rights to broadcast the NFL and PGA or even the Olympics is just one more sign that proves the soring opportunities in reaching key target markets (Sherry 1998).   Traditionally, the general roles of mass media are applicable in terms of sports. The role of mass media in the development of sports is advocacy. The media serve as an avenue for people to know the existence of certain sport activity. Through media, education and enrichment of sports is apparent. Media serves as the most immediate and most effective instructional resource in teaching sports aside from the hands-on training and involvement. With media, the entertainment value of sports is brought within the reach of the audience by means of its availability in the TV, radio, or print.   Some sports attract more sponsorship contracts due to the applicability of the product or service the company have in connection to the type of the sporting event. Provided the reasons on why do some sports have greater numbers of sponsorship accounts, sports leagues as well as corporate managers possess internal factors that are related to the overall decision making, taking and implementation. The fact that sports are diverse in nature, sponsorship is also relative to its specific nature.   Attracting Sponsors             Generally, attracting sponsors is a complicated process granted with the presence of several important factors to consider. Among these are the reasons on why do some sports attracts more than the others. Considering the said reasons are the initial steps in attracting sponsors. The process of attracting sponsors in the women’s volleyball team lies on the overall stature of the league. The performance and held status of the team must be credible enough in order for sponsors to see the potentials of brand or corporate positioning. Further, the leadership of the team manager and its coordination with the marketing authorities of the possible sponsors must be amicable. The possession of the relative qualities essential to the proliferation and marketing of a product or service must be keenly identified. At first, trust and commitment is a very important ingredient to this kind of endeavor.   Conclusion and Recommendation             Sports sponsorship is a promising avenue for communicating the message of brands and corporate accounts. The various reasons on why some sports attract more sponsors than the others lies on the reality of sports diversity and specified target market. We cannot deny the fact that sporting activities are gendered. Evaluating the reasons on why behind this is among the initial process that a team must consider in attracting potential sponsors. Consequently, the role of mass media in development of sports is highly recognized with the perceivable effects and effectiveness of the medium. In attracting sponsors, the reasons on the selective phenomenon of sponsorship in sports are the best and immediate mechanism in determining the possibilities of sponsorship. Women sports leagues, not only in volleyball must be properly positioned in the competitive sports marketplace. Leadership and competence of the whole team is intensified. With the evident capacity of the league to promote a product or service, sponsors will come at hand. Sports sponsorship must be directed in the mutual proliferation of the definitive objectives of the team and the organization and should not divert its motives in the disadvantageous ways that will affect both institutions.       Credit:ivythesis.typepad.com

Sports Sponsorship for Women Volleyball: an Investigative Report

Sports have been an integral part of society over the years and have grown considerably, entertaining people and aspiring new players ...

Beijing Olympics: Branding and Service Quality

Introduction             The Olympics is one of the largest and most prestigious international sports events. Through the Olympic Games, nations and their cultures are brought together; with this effect, it is clear that this major sports event is not only done for the purpose of entertainment, but it also serves as a bridge among nations and an instrument for better international relations. As the Olympics is an event like no other, host countries see to it that early preparations are done. For 2008, China will be the Olympic host and the games will be held in Beijing. The Chinese communities are presently conducting various infrastructural enhancements for the upcoming Olympics.   BOBICO, the official Olympic Committee in the country also aims to promote the Chinese brand throughout the entire event. Among others, the provision of quality service during the games is also a priority. In this paper, the aim is to relate the role of creating the Chinese brand to the success of the event as well as in attracting targets for sponsorship. In addition, the concept of service quality will also be related to the conduction of the Olympic Games. Ways on how the Chinese organizing committee can integrate service quality in the prestigious event will be cited as well.   The Olympic Brand A brand is a named version of a given product or service. Findings from a survey of 101 companies revealed that brand names are crucial to the success of products (Kohli & McBahn 1997). Brand names help identify the product and brands take on their own meaning and presence as they embody a rich configuration of symbols and meaning. A good brand name should appeal to its customers, be memorable, as well as offer a distinctive image which separates it from competing products; building a brand allows a product to distinguish itself from its competition. In the same way, the Chinese Olympic brand is being developed not only to attract sponsors but also make the country stand out from all other nations.   As a product strategy for the Olympics, the branding principle plays various significant roles. For instance, a well-established brand provides instant name recognition and respect from customers. Consumers specifically identify with brands and use them for self-expression (Buzzard 2002). Brands make statements to other people. They are a short-hand communication of what the makers are. Certain brands create a link with other users: owners talk to one another, compliment one another on their good taste and feel validated in their choices. They create social acceptance and instant mutual recognition (Buzzard 2002). These make the creation and development of a brand important for successful product promotion and marketing.   The integration of the branding principle in Beijing Olympics could elicit a similar effect to the sponsors of the event. The organizers of the sports event is creating the Chinese Olympic brand with strong values like pride, progress and dignity; moreover, the Olympic Games itself symbolizes victory and excellence. Sponsors will easily associate themselves with these Olympic ideals. With a strong brand image, China will be able show the world what local Chinese brands are capable of; international brands on the other hand, provide their support by sponsoring the event and create an even stronger presence in China (Kronick & Dorne 2005).   Sponsors of the previous Olympic Games also revealed that sponsoring the Beijing Olympics is different from others like the ones in Athens. In the Athens Olympics, the sponsors were drawn from the global platform inherent in the Olympics itself but were not particularly interested in the city’s local market opportunities. On the contrary, sponsoring for the Beijing Olympics leads to two major effects. One is that the sponsor will be able to align its brand with the Chinese Olympic ideals; the other effect is that it will be able to strengthen its presence on the Chinese market (Kronick & Dorne 2005).   The role of branding to the Olympics and sponsorship can be explained further as to how China was able to use this marketing principle effectively. Rather than use business reasons to promote the brand, China used a concept known as the emotional brand in order to attract target sponsors. One of distinct characteristics of an emotional brand is that consumers care and trust these brands. As the Chinese Olympic brand signifies the country’s affiliation to sports, this then creates a certain appeal to sponsors. Emotional brand, such as in the case of the Beijing Olympics, is developed through a well-defined internal culture. Furthermore such brands reflect unique visions and are communicated clearly through verbal, visual and sensory means (Global Cosmetic Industry 2003).   Generally, the Chinese Olympic brand can be considered as emotional due to the ideals attached to it. Strong sports values and cultural influence make the brand powerful and appealing enough to attract sponsors, particularly major ones. Through this attraction, the intended amount to be gained from the sponsors will then be achieved. The objective of the committee for the sponsorship is not only to reach the fund for the event; it also aims to bring different nations together through open support and coordination. This objective is further supported by the effect of the Chinese Olympic brand to attract sponsors for business purposes. The give and take relationship between China and the international sponsors then facilitate international coordination. Moreover, as benefits of this coordination is achieved by both sides (a good business site for the sponsors and an improved economy for China), harmonious relations are also established.    Service Quality             The provision of quality service is an important aspect of any organization, be it in a small business or a major one like the Olympics. The concept basically revolves around the aim of giving good and efficient service to achieve the satisfaction of the customers. One of the distinct benefits of service quality is the enhancement of the performance or skills of the service providers, particularly in terms of creativity and productivity. So as to achieve quality in services, the creativity and knowledge of the entire workforce must be joined together and optimized. Aside from improving the performance of the service providers, service quality also involves the use of new and improved facilities that enables the provision of better services.   As the committee or organizations improve the quality of their services, their images to the customers are enhanced considerably. In addition, the changes help the organizations attend to the different demands and needs of their clients, thereby resulting to customer delight (Lakhe & Mohanty 1995). Service quality also serves as an important marketing tool for businesses as well as a way for establishing customer loyalty. Most importantly, the ability of the organizations to meet the needs of the customers allows the establishment of stronger customer relations.   In the Olympic Games, the quality of service is then an important principle due to the influx of visitors who will come to Beijing. With quality service, it is likely that more and more tourists will be interested in visiting the country and possibly remove some misconceptions regarding the Chinese community; this in turn will be of significant benefit to China’s tourism industry. In addition to individual spectators, sponsors may find the presence of service quality a convincing factor for establishing further business in the country. In general, the assurance of quality service delivery will help in developing an entertaining and relaxing Olympic event.   Due to the importance of achieving customer satisfaction during the Olympics, it is then imperative that improvements must be done before the major sports event. The Chinese Olympic committee has in fact conducted a number of activities in line with this objective. Specifically, Beijing has made a number of developmental efforts geared towards the improvement of its environment, tourism, telecommunication, transportation and sports facilities. An environmental protection program has already been carried out to reduce air pollution (Collins 2002).   The quality of the water systems will also be improved while the forest areas will receive enhanced protection. Major tree planting movements are to be done to control soil erosion as well as develop eco-shelters. In terms of media coverage, China will not find much difficulty in mobile and fixed telecommunications considering that the country is considered second best in this filed. Data transmission services, quality international IP telephone and 3G communications are some of the accessible technologies in the country that can facilitate quality telecommunication services. Cable TV is also available in the country; thus quality televised coverage of the games can be provided (Collins 2002).   Beijing also plans to improve its shopping facilities for the expected visitors who will come for the Olympics. For this purpose, Beijing aims to put up a thousand more convenient supermarket stores in the coming three years so as to improve the quality of its retail and catering services. Renovations to 55 medium and large shopping centers in the capital will also be done so as to accommodate event shoppers and tourists with disabilities. In addition, employees of these public facilities are encouraged to take English language classes so as to facilitate effective communications especially with foreigners and tourists (Xinhua News Agency 2006).   The visitor service expectations can be developed through other means as well. One of which is through the enhancement of the security systems within and outside the Olympic site. With the rising issues on terrorism, it is essential that visitors and tourists from abroad are given maximum protection from such untoward incidents. Efforts that will develop and maintain peace and order are also important in promoting the capital both as a safe business and tourist destination. Security personnel should then be distributed within the site. Individual stores and public facilities should also be equipped with security technologies and personnel to ensure safety. While the amount of security is essential, its quality in terms of services and accessibility should also be prioritized. In addition to security, free and highly accessible assistance to foreigners should also be provided. This can come in the form of mini-police stations or booths in busy areas of Beijing. This suggestion can be done for the purpose of helping tourists who may need directions, alternatives or suggestions. It is then important that personnel assigned to these stations are equipped with the appropriate communication capabilities. Ease in transportation should be ensured as well. Aside from increasing the number of available modes of transportation, streets and roads should be reconstructed as well. Traffic signs and street names should be clear enough for most tourists to read and understand. Travel brochures and city maps should also be made available to the visitors to facilitate ease of transportation.   Conclusion             The Olympics is an important event for any hosting country. China has just gone through major developments in its economic sector; with the conduction of the Olympic Games in Beijing, its organizers should then optimized this opportunity to promote China to the rest of the world and encourage other international operators to invest in the country. Developing the Chinese Olympic brand for instance, can allow sponsors to align their business and sports aims with the Chinese ideals. Utilizing the concepts of service quality on the other hand, can help the Chinese Olympic committee not only in achieving customer satisfaction but also in enhancing the image of the country. Through the effect of the branding principle as well as the enhancement of service quality, the 2008 Olympics might be more than just an international entertainment activity for China.   References: “Beijing to improve service for 2008 Olympics”, 2005, Xinhua News Agency, viewed 27 March 2006 <http://www.chinadaily.com.cn/english/doc/2005-07/31/content_464958.htm>.   “Global report: brands”, 2003, Global Cosmetic Industry, February 1, viewed 27 March 2006 <www.highbeam.com>.   Buzzard, K, 2002, “The Coca Cola of Self Help: The Branding of John Gray’s ‘Men Are from Mars, Women Are from Venus”, Journal of Popular Culture, vol. 35, no. 4.   Collins, M, 2002, “China’s Olympics”, Contemporary Review, March 1, viewed 27 March 2006 <www.highbeam.com>.   Kohli, C & McBahn, D, 1997, “Creating Effective Brand Names: A Study of the Naming Process”, Journal of Advertising Research, Jan.-Feb., pp. 67-73.   Kronick, S & Dorne, D, 2005, “Going for an Olympic Marketing Gold”, The China Business Review, vol. 32, no. 1, p. 8.   Lakhe, RR  & Mohanty, RP, 1995, “Understanding TQM in service Systems”, International Journal of Quality and Reliability Management, vol. 12, no. 9, pp. 139-153, Credit:ivythesis.typepad.com

Beijing Olympics: Branding and Service Quality

Introduction The Olympics is one of the largest and most prestigious international sports events. Through the Olympic Games,...

Emergence Of Sport Management

This paper seeks to critically analyze the emergence of sport management as an emerging form of management style which is particularly focused on the propagation of sport as a business. Moreover the study will also look into the assertion of Slack (1998) regarding the commonness of sport management as compared other forms of management. In order to carefully analyze the emergence of sport management, a discussion on the materialization of sports from its humble beginnings to the industry’s current magnitude will also be presented. Apparently, in the area of economic anthropology, Veblen (1899) stipulated on barbarian lifestyles of the upper, non-productive leisure classes that have existed since antiquity. Veblen writes that in his time, the normal and characteristic occupations of the class in this mature phase of its life history are in form very much the same as in its earlier days. These occupations are government, war, sports, and devout observances. Persons unduly given to difficult theoretical niceties may hold that these occupations are still incidentally and indirectly “productive”; but it is to be noted as decisive of the question in hand that the ordinary and ostensible motive of the leisure class in engaging in these occupations is assuredly not an increase of wealth by a productive effort (1899, 40). Moreover, non-productive occupations and endeavors are sought because of status and pecuniary considerations. Even the lower and middle classes of society, who are often engaged in productive and industrious activities such as civil engineering and farming, are prone to engage in what Veblen calls modest conspicuous consumption, conspicuous leisure, and wasteful behavior because these classes emulate the leisure class. Institutions slowly evolve and do so in response to novelty and to pressures from vested interests. Historically derived customs and mores unduly influence current, as well as future, thought and customs, even though the past may not be applicable to current or future situations. (Eby 1998) This conservatism is associated with “social inertia”. (1899, 191) Veblen adds, “The leisure class is the conservative class”. (1899, 198) Social scientists have written much on the influence that sports have had and continue to have on various cultures (Hoberman, 1984). According to Veblen, the glorification of sports and gaming in general is a powerful leisure-class value that shapes and influences all social strata and encourages institutional conservatism. This happens in several ways. First, just as the lower classes try to emulate the leisure class, sports fans admire and try to emulate their sports heroes. “Be like Mike” (Michael Jordan) was a popular commercial jingle designed to influence children to be like the NBA superstar and to consume a particular product that he was endorsing. More importantly, sports mania rekindles the “barbarian traits” and instincts that Veblen claims are perpetuated in modern society. These traits include predatory prowess and invidious comparisons with other people and are useful in acquiring wealth and success even at the expense of others. To Veblen, the promotion of predatory prowess among youth is antithetical to humanistic values, but it is inevitable. He also notes that sports terminology often parallels that found in the military and in warfare. “To crush one’s foe,” for example, is a phrase used in both warfare and sports. Sports is used to indoctrinate young people into leisure-class values and is used to maintain the prevailing ideology of rough, cutthroat competition as being acceptable (1899, 254-256). Various sports are often defended by claims that such activities develop among both participants and observers a sense of competition, leadership skills, workmanship, and craftiness. According to Veblen, this is especially true of football (1899, 262). Despite society’s efforts to equate sports with socially redeeming values, Veblen simply sees sports as emulation of the predatory prowess. “Habituation to sports should conduce to a fuller development of the aptitude for fraud; and the prevalence in the community of that predatory temperament which inclines men to sports connotes a prevalence of sharp practice and callous disregard of the interests of others, individually and collectively” (1899, 274). In short, a “dog-eat-dog” mentality that is cultivated by an addiction to sports can lead to an unbridled self-interest that, when taken to extreme, can lead to business chicanery and nefarious financial dealings that are harmful to most if not all people within a society. Because sports was an industry that generated more than billion in revenues in 1992, William F. Stier, Jr. (1993b) predicted “an ever increasing need for professionals trained in the managerial, administrative, and business aspects of sport.” Carter (1994) lists and explains the ways that job seekers enter and are handsomely rewarded for sport management careers. Most major league sports franchises have between 20 and 35 highly skilled business professionals per team. Minor league and collegiate programs may have a smaller number of professionals per team. All of these managers are critical to such functions as public relations, event promotion, ticket sales, marketing, advertising, travel logistics, and financial management. Often, public relations people are responsible for “community outreach” programs, which are intended to show how local teams are helping their community to raise money for such programs as the United Way, the American Heart Association, or other charitable institutions. Such “public service” builds community support for a team and probably makes it easier for a team to gather more sponsors as well as local government support. Although the pay is initially low and the work is hard and irregular, successful managers can expect to earn large salaries over time (Carter 1994, 97). Moreover, people with a sport management background serve both amateur and professional sports organizations and can also be employed by media and promotional institutions (Carter 1994, 141-165). Such employees can help a TV or radio network estimate the potential earnings from carrying sporting events and selling advertising time. Both cable and regular TV networks sell their most expensive advertising slots during athletic events because demand for such ad time is highly inelastic and can reach a large number of young and middle-aged mid- to upper-income males. Advertising revenues are so important to networks that, on the advice of sports advertising and programming experts. Carter (1994) also points out the growing need for professionals in the  sports and gaming industries to monitor regulatory requirements, to manage athletes’ public images and their personal financial affairs, and to manage the details of sporting events such as golf tournaments, bowl games, etc. Failure to meet rules can cost a university thousands of dollars in fines and sanctions such as being barred from both post-season play and playing on national television. Although, in the past, lawyers have typically dominated the field of sport management, Carter predicts that this will continue to change as lawyers focus on athletic contracts and legal issues, while professionals trained in accounting, advertising, promotions, and related areas serve other roles. It promotes and facilitates the conspicuous leisure and consumption of those who pay for the high-priced tickets of collegiate and professional sporting events; those who make large donations to university athletic funds; those executives who buy luxury suites in sports stadiums and arenas; and those who pay large sums of money each year traveling to watch their favorite team play away from home. It would probably be safe to say that a sign of conspicuous leisure today would be the ability of athletic fans to pay for season tickets for both home and away games for their favorite teams. Even people of modest means will pay dearly for season tickets and team memorabilia because of their devotion to athletics. Owning season tickets, especially those that come with ideal seats, confers a special status on these fans. Being able to travel from city to city in order to follow one’s favorite team also confers a special status because few can afford such traveling expenses and time away from work. One of the jobs of a sports manager and promoter is to exploit the conspicuous consumption and conspicuous leisure aspects of fan loyalty in order to sell more tickets at ever-increasing prices. Even though athletic events can be viewed in the home, such limited participation is seen as the poor person’s way of participating in sports. Moreover, Veblen would probably have viewed the proliferation of sport management education as a natural outgrowth of both the leisure and working classes’ preoccupation with sports; the conservatism and pro-business attitudes and “pecuniary interests” of university trustees and administrators who have to approve such degree programs; the promotion and further affirmation within our society of the belief in the virtues of predatory prowess and competition; and the need for managers in industries that are full of conspicuous leisure and waste and non-productive labor. In the obsession with sports and gaming, people of all backgrounds show themselves to be increasingly dependent upon sports as entertainment, as a means of employment, and as a very lucrative business. With millions being made in the sports and recreation industries, colleges and universities have seen fit to provide programs that will supply a well-trained group of professionals to keep these industries strong and growing. However, the economics of professional sports has been preoccupied with the dual proposition that a large market team will dominate a small market team, and that the competitive imbalance will be invariant under a variety of institutional constraints designed to alter it. Similar to normal business entities, the business of sport considers as well its competition and its consumers. In order to better look into this similarity, we shall look into the case of football as a sporting industry, particularly the clubs that are within their respective leagues. Predicaments and issues have hounded the football industry in the 1980s. According to the documented works of Jennet and Sloan (1985), the game is constantly in a parlous state of crisis particularly shown in the peak of 41.3 million capacity crowds in the late 1940s dwindling down into more or less eighteen million in the early goings of the 1980s. This apparently was due to the inveterate absence of investment supplemented with a derisory supervision of clubs was to finish no more than a  small number of years later in the Heysel (1985), Bradford (1985) and Hillsborough (1989) arena debacles. Something had to be accomplished if the sport’s outlook was to be protected. It is one of the contradictions in terms of football as a business that while it had protractedly performed a significant function in the cultural existence of the country, in the aspect of commercial entrepreneurship, its were moribund. To illustrate, the Chester Report (Football League, 1983) emphasized the majority of the clubs’ deficiency of profitable responsiveness, and a common dearth of sensitivity to consumer demands (Jennet & Sloan, 1985, pages 44-45). The commercial supervision techniques made use of by most clubs had kept on practically unbothered for virtually seventy years. An examination of the club’s accounting practices by Arthur Anderson & Co. in 1982 found that ‘these were chaotic’ (Jennet & Sloan, 1985, page 54).  The first part of 1990s, professional football teams continued to hardly ever make proceeds. Szymanski & Smith (1997, p 149) argued that in considerable element the clubs’ quandary emanated from the absence of a market in commercial jurisdiction. They asserted that while in a typical industrial organizations which were unsuccessful likely to depart from the marketplace sending-off the lingering clubs to develop stronger by creating a center of attention for customers from non-operational clubs, or underperforming clubs would be obtained by more efficient management organizations, in football, as a tenet neither of these occurrence transpired. This was for the reason that businessmen didn’t by and large purchase clubs to burgeon, and so subordinated productivity to the purpose of being perpetually victorious improved league status, by means of financial support if required. As clubs were customarily not making money there was no inducement for them to be bought by new proprietors for profit-maximization motives. More importantly, football clubs were by no means premeditated to be conformist profit-maximizing companies. They were projected to perform as sporting clubs. Traditional financial examination is also unsuccessful to put into operation because clubs are efficiently local monopolies with commitments founded on emotional and not profitable interactions. If a club were to go insolvent then it is doubtful that its fans would forge an allegiance to another team. Thus, club proprietors had no encouragement to see to it that their local adversary go out of business; if they had an incentive is to see them continue to exist so they could stack the gate money from the local derby. In addition, there are two significant distinctiveness of football. Initially, there is the fan equity phenomenon. As stated earlier, teams exists because of emotional ties with their followers. Thus football is a social and cultural institution. Second,  it is also required for a good returns is for real competition between clubs, with the opportunity left ajar that even the negligible may attain laurels if they systematize successfully. (Salomon Brothers, 1997, page 9) A prosperous football fan base relies on the subsistence of bona fide competitive uncertainty. Thus the notions of ‘fan equity’ and ‘competitive uncertainty’ are meticulously entwined. As with the chronological situation of ground security, the football industry look as if not capable to be on familiar terms with this fact, or to bring into being a regulatory structure which will operate to save from harm its key assets. The said notions are important since fans pay money for products as a means of bracketing together themselves with their sporting heroes, but also as a way of putting across shared aims with their fellow enthusiasts. Organized sport and football especially, appeals to an emotional venture by the fan in the competitive events which is very much few and far between in the framework of the archetypal consumer and producer communication relationship. It is this capability to catch the attention of paying spectators at the playing field and through television, and put up for sale connected goods which makes sports clubs and franchises priceless as businesses. Moreover, football devoid of the fans with a communal emotional venture in their club’s accomplishment, and an emotional investment in the letdown of their rival, does not happen as expected; either with the sole purpose as a human familiarity, or as a profitable endeavor. Marketable forces are in the offing to wear away both ‘fan equity’ and ‘competitive uncertainty’. This is for the reason that institutional tenure of clubs will grind down links with indigenous geographic identities, which is at the starting place of the ‘fan equity’ conception. It will cut into sequential oligopolistic propensities which will trim down the by and large stage of competitive uncertainty in the course of action. Similarly, the deep seated perils of such commercialization are that the fan will come into being as to no longer be aware of any ‘equity’ in the match. The more understanding business analysts attach importance to the potential of this risk. References: Carter, David M. (1994) You Can’t Play the Game if You Don’t Know the Rules: Career Opportunities in Sports Management. Manassas Park, Va.: Impact Publications, 1994. Eby, Clare Virginia. (1988) “Veblen’s Assault on Time.” The Journal of Economic Issues 32, no. 3. September 1998: 689-707. Football League (1983). Report of the Committee on Football (Chairman Sir N. Chester), Lytham St Annes: The Football League. Hoberman, John M. (1984) Sport and Political Ideolgy. Austin: University of Texas Press. Jennett, N. and Sloane, P. J. (1985). ‘The future of league football: a critique of the Chester Committee of Enquiry’. Leisure Studies, 4, pp. 39–45. Salomon Brothers (1997). ‘UK Football Clubs: valuable assets?’, Global Equity Research: Leisure. November. London: Salomon Brothers. Stier, Jr., William F. (1993) “Meeting the Challenges of Managing Sport through Marketing, Fundraising, and Promotions.” Paper presented at the International Meeting of the World University Games, Buffalo, New York, July 9. Szymanski, S. & Smith, R. (1997). ‘The English Football Industry: profit, performance and industrial structure’, International Review of Applied Economics, Vol. 11, No. 1, pages 135-153. Veblen, Thorstein. (1899) The Higher Learning in America. New York: B. W. Huebsch. Credit:ivythesis.typepad.com

Emergence Of Sport Management

This paper seeks to critically analyze the emergence of sport management as an emerging form of management style which is particularly f...

MANCHESTER UNITED PLC

MANCHESTER UNITED PLC   Introduction   The football industry in UK is thriving and seemingly been successful in the past years. This brought about the interest of this study on the UK football industry as a viable business. For this study, the discussions will be based on the case of Manchester United, one of the more famous and successful football clubs in the country. The major information acquired in this study is taken from Manchester United’s official website. Moreover, the data acquired from the website is to be used as the basis for the analytical tool to be used in examining the capacity of the company.       Analysis of the Company   The SWOT Analysis is possibly the most popular instrument utilized in strategic planning and organizational problem solving. SWOT indicates the Strengths, Weaknesses, Opportunities, and Threats of a firm. The derivation of the SWOT contraction, nonetheless, is difficult to understand. (2002) affirmed that the Harvard Business School scholars were utilizing the notion in the 1960s. On the contrary, (2002) presents the growth of the SWOT Analysis perception. Regardless of its vague beginnings, SWOT Analysis is utilized for numerous functions and implemented to different units of examination.   Strengths   The major strength for Manchester United is their brand consciousness, Manchester United is exceptionally recognized globally, and if advertised as the national team with international sponsors. This consequently implies that any merchandise that they put in the market, with the team name and emblem will be immediately identified by their fans which could arrive to a million. Nevertheless, the team requires guaranteeing that they are still focused on what there fans and the consumers wish for. Which such extensive identification it may be appealing for Manchester United to employ a product leaning method to marketing, which may not possibly bring about their merchandise not doing as profitable as it could do.   By reason of the great fan base, ticket sales is also considered as a strength for Manchester United, as there is a big waiting list for passes for every match, and with the new expanded arena, the income from ticket sales is bound for increase over the coming years. Nevertheless this is not the sole source of income for Manchester United and products is still required to be taken into account as the major part of total revenue. Manchester United similarly possesses great distribution channels with numerous of retail stores globally. This will be tremendously helpful when introducing new products. As these recognized connections are previously prepared, Manchester United have to guarantee that they are employing these channels to the full capability, and that these links for circulation can be employed to feedback data in addition to to flow out the products.   Weaknesses   The major weakness that has been identified based on their website is their products and product variety. It is obvious that they have introduced a lot of diverse products at numerous different occasions. There is an issue though whether the fans were consulted in this context. It seems that MU has introduced a broad variety of products from jerseys to Credit Cards. It has been recommended that the club has merely exploited the more noticeable income channels, and consequently money-wise it would be more valuable to perform more research in this field. The club evidently requires looking into their existing product collection, from this they will be capable of situating their products, employing instruments like the, and it will allow the club to recognize which of their products are thriving in the market. It is obvious that even though the present products is selling well, this is a field where there will constantly be room for development, to suit their fans prerequisites in a lucrative manner for the club.   Another weakness for Manchester United is that currently the club has been so flourishing, and it is now working on such a huge level, there is a distressing estimation that the club has now lost its origins, and it is no longer concerned with the game of football, but all about proceeds. Unconstructive outlooks such as this can have a harmful effect on the fans. Even though providing Manchester United carries on to performing well, this may not bring about too much apprehension for the club, as it has global support, however it is still required to be taken into account.   Opportunities   The key opportunity for Manchester United at the moment is the penetration to the American market. There is an opportunity in the proximate future to structure the coalition with on of the world’s most well-off team in sports, the New York Yankees. This will signal enormous merchandise channels in America, and provide Manchester United the lead over all other Football teams in the American context, presenting their product to a new market. Even though there is a superior height of risk concerned in tendering their products over to the US, then entering the existing market, by reason of the coalition with the Yankees, this danger is condensed       Threats   Manchester United is in a very firm site, as they have no direct dangers from any players in the industry. There is a huge breach connecting Manchester United and the subsequent strongest competitor. Nonetheless there are a number of dangers to Manchester United that has to be taken into account. A threat to Manchester United at present is that the Change of leadership in the team. Manchester United is required to guarantee that this will not affect the sales of its merchandise. Another less direct threat to Manchester United is that there have not been sufficient finances put into academies and junior football, from where prospective players would originate. Nonetheless, Manchester United has spent in a playing academy to teach potential football players.   Business Strategy   The foremost field of research that is required to be taken into account is new product development and research on the whole concerning Manchester United’s existing product selection. This is required to be examined principally as if Manchester United requires guaranteeing that they are doing well in their present market prior to going into a new market. At first Manchester United will require investigating into their existing product selection, with such a broad variety of products it is vital for Manchester United to assess which of their products perforating well in the market Conclusion   Manchester United is in a very competitive spot at present, nonetheless they require to be cautious that they are not getting self-satisfied and that they are focusing on the market, and the requirements of their clients and followers. By implementing the research into their markets it will allow them to build up products for the clients, which will bring about sustained support from the fans and success.   Credit:ivythesis.typepad.com

MANCHESTER UNITED PLC

MANCHESTER UNITED PLC Introduction The football industry in UK is thriving and seemingly been successful in the past years. This b...

INVESTIGATE AND EVALUATE THE SPONSORSHIP AVENUES THAT WOMEN’S VOLLEYBALL CAN USE TP ” BREAK INTO” THE AUSTRALIAN TOP TEN SPONSORED SPORT IN THE FORESSEABLE FUTURE. PRESENT YOUR FINDINGS AS AN INVESTIGATIVE. REPORT OF 800-1000 WORDS……

Sports Sponsorship for Women Volleyball: an Investigative Report     Sports have been an integral part of society over the years and have grown considerably, entertaining people and aspiring new players in every corners of the world. With the advent of media, sports have been disseminated and influenced many individuals like never before. For instance, there was a time when only few people know how to play basketball or volleyball. But with the help of publicity and campaigns, many people are now into the sports, filling in domes or audition rooms. In other words, sports have become a dominant field in the business world. Sports are here not only to entertain, but also to create profit. Without the business side of sports, they will be impossible to continue on a large and hyped scale. Every sport organizations are busy with organizational management and marketing. Thus, sponsorship was brought into existence. Sponsorship is an increasingly important tool of marketing communications that acts as an advertising cue associated with perceived quality in product advertising (1999). It adds value to the company’s image in corporate advertising (1996). Sponsorship centers on the mutual transaction between a sponsored activity and a business (1998). This arrangement includes the sponsoring corporations to expect tangible commercial benefits as increased visibility and sales in return for their donations (1995). As observed by (1995), sponsorship is the platform of the entire brand (or the company) in positioning its competitive presence. For example, the long-term involvement of Visa in the Summer and Winter Olympics uses sponsorship as a center of its branding strategy (1999).   Why do some sports gain more sponsorship dollars/ monetary gain? There are several palpable reasons on why do some sports gain more sponsorship dollars or monetary gains. Among these are the following:            v       Popularity – the popularity of a sports activity persuades sponsors as well as advertisers to venture into product or service marketing engagements. The premise lies on the fact that if a certain sports event is highly popularized, brand and corporate accounts take advantage on the emerging culture. The more popular the sports activity is, the more sponsors and advertisers it will attract. For instance, the Australia Football League (AFL) is the most popular national sponsorship entity in the country based on the major indicators such as attendance, TV audience, media attention, members, fans loyalty, and brand socioeconomic impact (1998). The AFL drew 60% of domestic sponsor revenue expenditure on both fees and sponsorship leveraging in 2000 (2001). v     Interests in the given sports – most sports draw attention in various types of audiences. The fact that basketball, football, boxing, and others cater to mostly male viewers. Thus, brands that focus on men’s products or services tend to invest on such sports. On the other hand, women sports-related activities like volleyball have the same effect. v     Objectives of the sponsorships – basing it to the goals, brand managers and marketers as well as teams or individuals primarily need to determine the significant role of the engagement (2005). v     Type and budget of sponsorship – in connection with the above reason, selecting a sponsorship must fit the marketing budget and more importantly, the type of sponsorship (e.g. league or athlete) (2005). v     Event itself – the choice of activity, league or athlete sponsorship is critical because the status or reputation of such matters to the target market and also to the brand being promoted (2005).   Mass Media and Sports             (2005) affirmed that 36% of sports fans in America could name atleast one advertiser associated with the top 20 sports leagues. Only 17% can name a sponsor. The observable emergence of sports oriented programming in the different vehicles of media communications is a testimony to the almost insatiable appetite for sports in America (1998). Furthermore, the increasing amount of investment among TV networks for exclusive rights to broadcast the NFL and PGA or even the Olympics is just one more sign that proves the soring opportunities in reaching key target markets (1998). Traditionally, the general roles of mass media are applicable in terms of sports. The role of mass media in the development of sports is advocacy. The media serve as an avenue for people to know the existence of certain sport activity. Through media, education and enrichment of sports is apparent. Media serves as the most immediate and most effective instructional resource in teaching sports aside from the hands-on training and involvement. With media, the entertainment value of sports is brought within the reach of the audience by means of its availability in the TV, radio, or print. Some sports attract more sponsorship contracts due to the applicability of the product or service the company have in connection to the type of the sporting event. Provided the reasons on why do some sports have greater numbers of sponsorship accounts, sports leagues as well as corporate managers possess internal factors that are related to the overall decision making, taking and implementation. The fact that sports are diverse in nature, sponsorship is also relative to its specific nature.   Attracting Sponsors             Generally, attracting sponsors is a complicated process granted with the presence of several important factors to consider. Among these are the reasons on why do some sports attracts more than the others. Considering the said reasons are the initial steps in attracting sponsors. The process of attracting sponsors in the women’s volleyball team lies on the overall stature of the league. The performance and held status of the team must be credible enough in order for sponsors to see the potentials of brand or corporate positioning. Further, the leadership of the team manager and its coordination with the marketing authorities of the possible sponsors must be amicable. The possession of the relative qualities essential to the proliferation and marketing of a product or service must be keenly identified. At first, trust and commitment is a very important ingredient to this kind of endeavor.   Conclusion and Recommendation             Sports sponsorship is a promising avenue for communicating the message of brands and corporate accounts. The various reasons on why some sports attract more sponsors than the others lies on the reality of sports diversity and specified target market. We cannot deny the fact that sporting activities are gendered. Evaluating the reasons on why behind this is among the initial process that a team must consider in attracting potential sponsors. Consequently, the role of mass media in development of sports is highly recognized with the perceivable effects and effectiveness of the medium. In attracting sponsors, the reasons on the selective phenomenon of sponsorship in sports are the best and immediate mechanism in determining the possibilities of sponsorship. Women sports leagues, not only in volleyball must be properly positioned in the competitive sports marketplace. Leadership and competence of the whole team is intensified. With the evident capacity of the league to promote a product or service, sponsors will come at hand. Sports sponsorship must be directed in the mutual proliferation of the definitive objectives of the team and the organization and should not divert its motives in the disadvantageous ways that will affect both institutions.   Reference   .                 Appendix               The following article also serves as an evaluation guide in determining the factors and potentialities to be considered in sports sponsorship among the general women’s sports league.   Briefing Paper Five: Frequently asked questions about NCAA statistics Thu 19-Dec-2002 By, viewed 26 May 2006 from,   This is one of five briefing papers addressing the importance of maintaining the current state of Title IX, the bias and flaws in the Title IX Commission’s public hearing process, the radical changes to Title IX athletic policies which are being proposed and the economic analysis of current collegiate spending. Overall participation Q. How many men and how many women participate in NCAA athletics? A. The most recent participation study from the NCAA reports 206,573 men (58 percent) participating in NCAA championship sports and 149,115 women (42 percent) participating in NCAA championship sports in 2000-01. That number is down slightly for men and up slightly for women from 1999-2000. That year, 208,481 men (59 percent) participated and 146,617 women (41 percent) participated. In 1981-82, the first year the NCAA offered championships for women, there were 167,055 men (72 percent) participating and 64,390 women (28 percent) participating in NCAA athletics. (Source: Q. What are the GAO numbers I’ve heard about? A. Because of concerns that the NCAA numbers included institutions reclassifying from the National Association of Intercollegiate Athletics (NAIA) to the NCAA (perhaps hiding a decrease in men’s opportunities), members of Congress asked the U.S. General Accounting Office to study participation in athletics. The 2001 GAO report calculated participants at all four-year colleges and universities that were members of either the NCAA or the NAIA. (Source::) Q. So, how many participants does the GAO report show? A. The GAO report showed that 231,866 men participated in intercollegiate athletics at all four-year institutions in 1998-99, an increase of 5 percent from the 220,178 that participated in 1981-82. The GAO report also showed that 162,783 women participated in intercollegiate athletics at all four-year institutions in 1998-99, an increase of 81 percent. (Source: ) Q. Has the number of men participating in intercollegiate athletics declined or increased since 1981-82? A. According to the GAO report, which accounts for all intercollegiate athletics opportunities, the number of male participants has increased by 5 percent since 1981-82. (Source: ) Q. Has the average number of men participating at each NCAA institution declined? A. Yes. The number of male student-athletes per campus — in all NCAA divisions — was 199.1 in 2000-01, down from 215.8 in 1981-82. The average number of female athletes per campus was 143.9 in 2000-01, up from 94.3 in 1981-82. The average number of student-athletes per campus has increased, from 310.1 in 1981-82 to 343.0 in 2000-01. (Source:) Q. Are there more men’s teams or more women’s teams at NCAA member schools? A. There are more total women’s teams yet more male participants because there are more males per team. In 2000-01, there were 7,737 men’s teams with a total of 206,573 participants and 8,312 women’s teams with a total of 149,115 participants. (Source:) Q. How many teams does the average NCAA institution field for men and women? A. In 2000-01 in all divisions, the average number of teams per institutions was 7.5 for men and 8.0 for women. In 1981-82, there were an average of 8.7 teams for men and 6.1 for women. (Source: ) Q. What does the GAO report show for the numbers of men’s and women’s teams? A. The GAO report, which counts all four-year institutions, shows 9,479 women’s teams in 1999-98, up 66 percent from 1981-82, and 9,149 men’s teams in 1999-98, up 0.4 percent from 1981-82. (Source:) Sport-specific participation Q. Has there been a decline in the number of NCAA institutions sponsoring wrestling? A. Yes. Wrestling sponsorship peaked in Division I in 1974-75 when 64.7 percent of Division I institutions (154) sponsored the sport. It peaked in all divisions in 1971-72 with a 59.8 percent sponsorship. By 1981-82, 46.1 percent of the NCAA membership sponsored wrestling. In 2000-01, 21.4 percent of the NCAA membership in all three divisions sponsored the sport. There were 87 wrestling teams in Division I in 2000-01, down from 146 in 1981-82. In all three divisions, the number of institutions sponsoring wrestling has declined from 363 in 1981-82 to 225 in 2000-01. (Source:) Q. When did the decline of wrestling sponsorship occur? A. When wrestling peaked in Division I in 1974-75, seven Division I schools had added it from the previous year, bringing its sponsorship up to 64.7 percent of that classification (with 154), and 12 Division II schools had dropped it, bringing that classification’s sponsorship down to 45.9 percent (with 183). By 1976-77, 52.5 percent of NCAA institutions sponsored the sport. By 1981-82, 46.1 percent of the NCAA membership sponsored wrestling. By 1989-90, only 33.6 percent of the NCAA membership sponsored it. In 2000-01, only 21.4 percent of the NCAA membership sponsored it. In Division I, wrestling was at 64.7 percent sponsorship in 1974-75, 63.9 percent in 1975-76 and 61.3 percent in 1976-77. By 1981-82, 52.7 percent of NCAA Division I institutions sponsored wrestling, and by 1989-90, only 37.8 percent sponsored it. By 2001, 27.1 percent of Division I institutions sponsored wrestling. (Source:) Q. Has there been a decline in the number of NCAA institutions sponsoring men’s gymnastics? A. Yes. Sponsorship of men’s gymnastics peaked in all divisions in 1971-72 when 18.70 percent of the membership sponsored it. Division I membership peaked in 1981-82 when 21.3 percent of the division sponsored the sport, with 59 teams total in Division I. In 2000-01, 6.5 percent of Division I members (21 institutions) sponsored the sport. In all three divisions, there were 79 institutions sponsoring men’s gymnastics in 1981-82 and 24 institutions sponsoring the sport in 2000-01. (Source: ) Q. Has there been a decline in the number of NCAA institutions sponsoring women’s gymnastics? A. Yes. Sponsorship of women’s gymnastics peaked in 1981-82, the first year the NCAA sponsored women’s championships. That year, 22.7 percent of all institutions — with 35.7 percent of institutions in Division I — sponsored the sport. In 1981-82, there were 99 institutions in Division I sponsoring women’s gymnastics. In 2000-01, there were 66 institutions sponsoring the sport, representing 20.6 percent of the membership in the division. In all three divisions, there were 179 institutions sponsoring women’s gymnastics in 1981-82 and 89 institutions sponsoring the sport in 2000-01 (8.5 percent of institutions in all three divisions). (Source: ) Q. When did the decline of men’s gymnastic sponsorship occur? A. Men’s gymnastics sponsorship peaked in all divisions in 1971-72 and then declined to 13.4 percent by 1976-77. It further declined to 10 percent by 1981-82, and 5.9 percent by 1988-89. In Division I, where most men’s gymnastics programs are sponsored, 21.3 percent sponsored men’s gymnastics in 1981-82. By 1988-89, only 13.7 percent of the Division I membership sponsored it. And by 2000-01, only 6.5 percent of the Division I membership sponsored it. (Source: ) Q. When did the decline of women’s gymnastic sponsorship occur? A. In 1981-82, 35.7 percent of Division I institutions sponsored women’s gymnastics. By 1989-90, only 13.8 percent sponsored it. And by 2000-01, only 20.6 percent of the Division I membership sponsored it. (Source:) Q. Has there been a decline in the number of NCAA institutions sponsoring men’s swimming and diving? A. Yes. Men’s swimming and diving peaked in 1971-72 when 57.6 percent of the membership (382 institutions) sponsored the sport. By number of programs, the sport peaked in 1976-77, when there were 394 programs (then 54.5 percent of the membership). There were 181 Division I institutions sponsoring men’s swimming and diving in 1981-82 representing 65.3 percent of the Division I membership. By 1988-89, there were 54.6 percent of Division I institutions sponsoring the sport. In 2000-01, 147 institutions sponsored men’s swimming and diving, representing 45.8 percent of the membership. (Source:) Q. Has the number of men participating in swimming and diving decreased? A. Yes, but only slightly because of increases in squad sizes. In 1981-82, 7,746 student-athletes in all three divisions participated in men’s swimming and diving. In 2000-01, 7,265 student-athletes in all three divisions participated in men’s swimming and diving. Q. Has there been a decline in the number of NCAA institutions sponsoring women’s swimming and diving? A. Yes, but only slightly. In 1981-82, 44.2 percent of the membership overall sponsored women’s swimming and diving, and 58.1 percent of the Division I membership sponsored the sport. In 2000-01, 43.3 percent of the membership overall sponsored women’s swimming and diving, and 55.1 percent of the Division I membership sponsored the sport. The numbers of participants in all three divisions combined have increased, again because of increases in squad size. (Source: Report) Q. Has sponsorship of football at NCAA institutions increased or declined? A. Since 1981-82, sponsorship of football has increased slightly in Division I, where 72.3 percent of institutions in the division sponsored the sport in 2000-01, up from 67.5 percent in 1981-82. Sponsorship in Division II has decreased slightly, with 50.8 percent of institutions in the division sponsoring the sport in 2000-01, down from 59.3 in 1981-82. Sponsorship of football in Division III has decreased, with 51.0 of institutions in the division sponsoring the sport, down from 61.8 in 1981-82. (Source:) Q. Has there been a decline in the average squad size for football? A. No. The average squad size in Division I-A football has gone up to 115.7 in 2000-01 from 103.1 in 1981-82. The average squad size in all three divisions has gone up to 94.2 in 2000-01 from 82.0 in 1981-82. (Source:) Q. Has participation in football increased or decreased? A. Participation in football has increased in all three divisions since 1981-82. In 2000-01, 56,804 student-athletes participated in football in all three divisions, up from 40,733 in 1981-82. Division I has the highest number of participants in the sport with 24,383. Division III is next highest with 19,161 student-athletes participating in football. Division II has 13,260 participants. (Source:) Scholarship dollars Q. How much does an average Division I-A institution spend each year on scholarships, by gender? A. At the average Division I-A institution in 2000-01, men received ,229,000 in grants-in-aid. Women received ,528,000 in grants-in-aid. Recruiting Q. How much does an average Division I-A institution spend each year on recruiting its student-athletes? A. The average Division I-A institution spends 3,000 each year recruiting male student-athletes and 3,000 recruiting female student-athletes. (Source:) Q. How much does an average Division I-AA institution spend each year on recruiting its student-athletes? A. The average Division I-AA institution spends 8,000 each year recruiting male student-athletes and ,000 each year recruiting female student-athletes. (Source:) Q. How much does an average Division I-AAA (no football) institution spend each year on recruiting its student-athletes? A. The average Division I-AAA (no football) institution spends ,000 each year recruiting male student-athletes and ,000 each year recruiting female student-athletes. (Source:) Q. How much does an average Division II institution spend each year on recruiting its student-athletes? A. The average Division II institution with football spends ,000 per year recruiting male student-athletes and ,000 per year recruiting female student-athletes. The average Division II institution without football spends ,000 per year recruiting male student-athletes and ,000 per year recruiting female student-athletes. (Source:) Q. How much does an average Division III institution spend each year on recruiting its student-athletes? A. The average Division III institution with football spends 20,000 each year recruiting its male student-athletes and 8,000 each year recruiting its female student-athletes. The average Division III institutions without football spends ,000 per year recruiting its male student-athletes and ,000 per year recruiting its female student-athletes. (Source:) Coaches’ salaries Q. How much does the average Division I-A institution spend each year on coaches’ salaries for its teams? A. The average Division I-A institution spends ,791,000 on coaches’ salaries for men’s teams and ,258,000 on coaches’ salaries for women’s teams. (Source:) Q. How much does the average Division I-AAA (no football) institution spend each year on coaches’ salaries for its teams? A. The average Division I-AAA (no football) institution spends 0,000 on coaches’ salaries for its men’s teams and 5,000 on coaches’ salaries for its women’s teams. (Source:) Overall expenditures Q. What is the average expenditure per athlete in Division I-A? A. The average expenditure per athlete in Division I-A is ,000 per male student-athlete and ,000 per female student-athlete. (Source:) Q. How much does the average Division I-A institution spend on its athletics programs for each gender? A. The average Division I-A institution spends ,900,000 on all its men’s teams, ,600,000 on all its women’s teams and ,700,000 on expenses that benefit both genders. (Source:) Q. How much does the average Division I-AAA (no football) institution spend on its athletics programs for each gender? A. The average Division I-AAA (no football) institution spends ,130,000 on all its men’s teams, ,940,000 on all its women’s teams and $,420,000 on expenses that benefit both genders. (Source:) Revenue Q. How many NCAA institutions show a profit in their athletics program in Division I-A? A. The number of institutions where revenue exceeds expenses in Division I-A is 40, or 35 percent of institutions in that classification. This calculation does not include institutional support and does include fund-raising done by the athletics department, ticket sales, funds from student fees to support athletics, bowl games, royalties and the NCAA revenue distribution. (Source:) Q. Do other NCAA institutions in other divisions show a profit? A. Yes. Nine institutions in Division I-AA showed revenue exceeding expenses (8 percent); six institutions in Division I-AAA (no football) showed revenue exceeding expenses (7 percent); seven institutions in Division II that do sponsor football showed revenue exceeding expenses (5 percent); and seven institutions in Division II that do not sponsor football showed revenue exceeding expenses (6 percent). Division III institutions are not asked about revenue generation. In other words, 7.7 percent of the total NCAA membership showed a profit in 2001. This calculation does not include institutional support and does include fund-raising done by the athletics department, ticket sales, funds from student fees to support athletics, bowl games, royalties and the NCAA revenue distribution. (Source:)     Credit:ivythesis.typepad.com

INVESTIGATE AND EVALUATE THE SPONSORSHIP AVENUES THAT WOMEN’S VOLLEYBALL CAN USE TP ” BREAK INTO” THE AUSTRALIAN TOP TEN SPONSORED SPORT IN THE FORESSEABLE FUTURE. PRESENT YOUR FINDINGS AS AN INVESTIGATIVE. REPORT OF 800-1000 WORDS……

Sports Sponsorship for Women Volleyball: an Investigative Report Sports have been an integral part of society over the years and h...