...to Florida’s powerful demand for sports, and football in particular. A relatively large percentage of Florida’s GDP is due to a stable sports industry that successfully weathered the recent economic recession. The geography of Florida helps create a loyal fan base with in the region any professional sports team operates. These fan bases are driven by intrastate rivalries, and the fans are not hesitant to pay to see their teams play. These fan bases for the AFL in Orlando, Jacksonville, and Tampa Bay have proven to strong enough to sustain the operations of the franchises. With the closest arena football team playing four to five hours away, this distance is more than enough to dissuade most South Florida natives from attending and supporting the AFL. However, bringing a team to Miami would increase their awareness of the sport and prove to be sustainable. A loyal, lucrative, and intrastate rivalry driven market is what will sustain an AFL Miami franchise. Additionally, the AFL adheres to a spring schedule so as to not compete for fans with other football leagues. In order to properly market this franchise an aggressive marketing campaign will be necessary. Given that Miami is the one of the most diverse regions in the nation, recognizing the target market is key. After determining the diversity of this market, deciding on an appropriate marketing platform that will portray a professional image and efficiently inform the target market will garner the...
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...Customers/Consumers As one of the most popular sportswear brands in the world, Adidas Group (AG) enjoys a strong market position worldwide. The largest portion of Adidas’s customers are customers who play soccer, which is the biggest sport in terms of player population and global revenue in the world.among the top team-sports. This includes professional athletes, who sign athlete endorsement deals as well. Adidas products are made available to the consumer in a variety of ways. In North America, the company opened up thousands of its signature retail shops and outlets carrying the latest and top-selling products; not to mention, big name retail store-chains such as Foot Locker, Champs Sports and Finish lines are significant contributors to sales of Adidas products. Moreover, their official website offers online shopping opportunities with special offers available to the public1. When it comes to selecting sportswear to purchase, consumers have numerous brands to choose from. Adidas, Nike, Under Armour, Puma and Asics just to name a few. Factors that affect the purchasing decisions of consumers vary individually, but the main reasons can be identified as quality, design, and brand image. As Adidas has more than one product segment, including performance, lifestyle and fashion, customers compare Adidas’s products with other brands using a set of varying criterion. Another factor that plays a crucial role that affects purchasing decisions are design and quality. Many consumers...
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...of the FSPA European Sports Research projects is the Central European Report, covering the larger 5 countries France, Italy, Austria, Switzerland and Germany and consisting of 4 volumes: Executive Summary – GERMANY Contact the FSPA: Tel: Fax: E-mail: Web: +44 (0) 2476 414999 x207 +44 (0) 2476 414990 milly@sportsandplay.com www.sportsandplay.com Executive Summary THE SPORTS GOODS MARKET IN CENTRAL EUROPE Volume 4: GERMANY 376 pages of English text and charts on the largest sporting goods market in Europe Case studies of successful and unsuccessful market penetration and related tips Sports participation and trade figures In-depth analysis of the whole supply chain Ten product categories studied from top to bottom Consumption trends and effective marketing strategies Comprehensive market and foreign trade statistics Listings of 184 executives interviewed and about 280 other distributors and retailers Profiles of 105 companies Fourth volume of a series also comprising reports on France, Italy, Austria and Switzerland Overview and highlights of the German report Located in the centre of Europe, Germany has been one of the few founding member states of the European Communities, later known as the European Union. The early membership has eased the supply chain from important ports. Thanks also to the fact that Germany has the largest population of any European country west of Russia, it has been the place on the continent were trade professionals from all over the continent...
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...because in recent years, many of Chinese companies have being gone abroad, to exploit overseas market. Now, choose one Chinese company(for example Li Ning’s international marketing strategy) marketing consumer goods to American consumers, and you are the marketing manager responsible for American market. Please complete the tasks as following: Task 1 Analyse the concepts and process of marketing, and you are required to do these considering the company you choose. To do this, you should introduce your company briefly first. Li Ning Company Limited is one of the leading sports brand enterprises in the PRC, possessing brand marketing, research and development, design, manufacturing, distribution and retail capabilities. The Group's products mainly include footwear, apparel, equipment and accessories for sport and leisure uses under its own Li Ning brand. The Group has established an extensive supply chain management system, and a distribution and retail network in the PRC primarily through outsourcing of manufacturing operations and distribution via franchised agents. The Group also directly operates retail stores for the Li Ning brand. The Group adopts a multi-brand business development strategy. In addition to its core Li Ning brand, the Group (i) distributes sports products under its Z-DO brand via hypermarket channel; (ii) manufactures, markets, distributes and sells outdoor sports products under the French brand AIGLE in the PRC, the exclusive right of which has been granted...
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...UNIT 33: THE SPORT AND LEISURE SECTOR Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the growth and influence of the sport and leisure sector Sport and leisure sector: facilities and activities; outdoor and indoor; minority sports; professional clubs; entertainment; hospitality and exhibitions; fashionable sports and leisure activities and trends in sport and leisure; commercial and private providers; professional sport; cinemas and theatres; exhibitions; health clubs and spas; sports merchandise; voluntary eg local sports clubs, drama groups; public eg local authority leisure centres, national stadia, venues, parks and events; schools and specialist sports/drama colleges, further education centres of excellence, government organisations; other agencies and providers Growth and expansion: related to age, gender, socio-economic group, lifestyle, geographical location, disability/health status, governmental imperatives; improved choice; health clubs, specialist activities, purpose-built facilities; educational eg new sports/drama colleges and centres of excellence; events management; recreation, arts and entertainment; outdoor activities; adventure tourism; special interest tourism; sports development policy and planning; consumption; lifestyle; national governing bodies; sector skills councils; sports councils to reflect national government policy on sport and associated areas eg fitness; elite training facilities and services eg growth of youth...
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...options not currently available in the market. * Elimination of fear & risks (fraud/forgery) associated with paper tickets. Creating value and trust with digital tickets. * Simplified pricing structure. No initial cost to join and flat rate % to transact through our website. There is not fine print or added costs. Weaknesses * Not completely new technology, only addition features added. The platform already exists and duplication would not be difficult. No real barriers to competitive entry. * The simplicity of the pricing strategy limits the revenue possibilities to be earned off of customers. * Limited target market base exists for season ticket market segment * Potential loss of sales due to exclusivity agreement with competitors already in the market * Large initial production set up costs associated with building a platform that can handle the intricacies of our customers’ preferences and needs.Opportunities * A more inclusive marketing strategy focused on customer preferences and needs. * Creation of a loyal customer base through relationship marketing * Explore and adopt additional options and features such as “cross sports/team game trading” and upgrading of seats after games have begun.Threats * The monopoly that big companies such as StubHub and Ticketmaster already have in the ticket industry market. * Exclusivity contracts that already exist between StubHub and some professional sports teams with season tickets. * Direct Competitors...
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...[ENTER COMPANY NAME HERE] Company Analysis Introduction to Business Management (MGMT 1281) Presented to Regina Abbott Presented by [Enter the names and A#’s of all your group members in alphabetical order] June 3, 2014 COMPANY BACKGROUND Company Name * Type of Ownership * Location(s) of Operations * Mission Statement * Vision Statement * Industry (industries) * Main Competitors * COMPANY Business Structure * Organizational Structure * Management and Leadership * Board of Directors * [name & position] * [name & position] * [more names & positions (if applicable)] * Company Executives * [name & position] * [name & position] * [more names & positions (if applicable)] Stakeholder Analysis * Employees * X * X * Customers * X * X * Suppliers * X * X * Investors * X * X * Government * X * X * Society * X * X Corporate Social Responsibility * Guarantee highest quality product for customers * Encourage people to lead a healthy and fun filled lifestyle by keeping exercise * lululemon set up a charitable giving program with deep rooted ties in communities * lululemon has operated the Community Legacies program which is believed to contributes to local communities. Ethics * lululemon lets customers choose the charities...
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...competitors in the ticket resale category. • A StubHub strength is its ticket listing procedure, and its website structure also creates a marketplace that comes closer to pure competition than any other reseller’s website. • Another strength of StubHub is that unlike eBay it provides around the clock customer service via a toll free number. • The most important strength is StubHub’s 100 percent FanProtect guarantee. StubHub will revoke site privileges for fraudulent or unreliable sellers. • StubHub capitalized on the underexploited assets of sports team season ticket holders, it entered the equation not only giving ticket holders away to recoup some of their investment but allowing them to have complete control over the process rather than selling to a ticket agent. • StubHub began entering into signed agreements with professional sports teams. The company has signed agreements with numerous NFL, NBA, and NHL teams to be their official secondary marketplace for season ticketholders. • There are numerous hands in the fast growing secondary ticket market. Viagogo a European ticket reseller site that is entering the U.S market, even Ticketmaster has jumped into the act, and of course eBay as the biggest ticket reseller at the time StubHub started. • With the rise of sale and legal reseller websites and the repeal of long standing antiscalping laws in many states, after market ticket reselling continues to gain legitimacy. • StubHub also has contractual agreements with big name performers...
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...Jenell Obie Nov. 9, 2014 Professor Daryl Fields Homework Assignment #2 Sports are very important part of the culture of the United States. When planning to expend a U.S franchise overseas, you need to think of all the factors of local cultures and have a plan to be able to overcome those factors to increase popularity abroad. To be able to attract new athletes, you must understand the cultural differences of their countries. So when taking sport franchises overseas is to make sure we understand the social structures, religion, manners, customs, values, attitudes, language, and personal communication. Just because it’s popular here in America doesn’t mean it will be a hit in other countries. There are many cultures abroad, and it’s nearly impossible to predict what all those cultures will enjoy. Market research comes into play heavily when deciding to take our sports overseas. Now, as the U.S. sport franchises try and go global they are scouting and recruiting foreign athletes, which makes not only that team but also it might make that sport popular with that country of which these foreign players come from. Just like with any business wanting to go global they have to be willing to adapt to that countries customs and rules, for sports it might mean how they play the sport or the rules of the sport and the overall sportsmanship. The most important thing I believe franchises should do to ensure their product is appropriate is to first see if their product is adaptable and...
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...For more than 80 years, Adidas has been a top tier brand contender in the world of sports apparel, consistently innovating and delivering best in class footwear, clothing and accessories. At year end 2002, Adidas was the ‘number two’ sporting goods company in the world, with more than 100 million pairs of sport shoes and 170 million textile pieces sold annually. Thanks to a refocused business structure headed up by Herbert Hainer, Adidas became part of the Adidas-Salomon AG global sporting goods group, with a strong growth profile and a clear strategic vision to be ‘the world leader in the sports market’. To achieve this mission, Adidas builds on a set of distinctive core competencies and values which differentiate it from competitors. With a strong brand built on a heritage of innovation in sporting goods technologies and association with iconic succesful athletes, Adidas ‘designs products and technologies and creates designs that help all people to experience and share sporting sensations’. Adidas is positioned as ‘the brand for sports performance, whether for competitive or lifestyle purposes’, with a recognised brand slogan of ‘Forever Sport’. To deliver the corporate strategic objective, Adidas requires immediate focus and additional investment to leverage its position in the European football market. Adidas should develop increased presence and share in targeted segments of this market over the next few years to create a growth platform leading into the 2006 World Cup...
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...growth of the company, but it is Under Armour’s motto: “innovation around fit” that makes this company and its products unique in the sports world. The company developed new products that have made them stand out in new sports markets, such as baseball and football. In 2014, Under Armour released a new performance shoe line called UA SpeedForm, which according to their 2013 Annual Report, “is the first true performance running shoe made entirely in a clothing factory and is a game-changing innovation that has unlimited potential” (Annual Report) By creating innovation in their products and on the field, Under Armour is paving way for higher net revenues every quarter. Under Armour currently is changing the way they distribute their products. The usual line of distribution for the company is wholesale, comprising 68% of its net revenues (Annual Report 4). While this composes the majority of the company’s net revenue, Under Armour is venturing into the direct to consumer channel through their factory house stores. Here is where the consumer can experience the brand that is Under Armour. Under Armour’s plan to further expand the business is to venture out into more international markets. Currently, Under Armour has a strong foothold in North America, but with the innovation of MapMyFitness, the company plans to expand into the global market place. Although Under Amour has experienced growth this past year, the company is still faced with tough competition from leading...
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...great responsibility.” This applies particularly to professional athletes, who, to an extent, experience even more pressure directed towards them than politicians, due to the constant exposure under the limelight and the demand to win from fans all over the world. Expectations towards young and talented professional players are tangible; family, peers, community and agents are only a fraction of the people lining up to share in the fruits of success. Needless to say, this recognition comes with the assumption that they will have a share of the athlete’s financial earnings. So how do these players react to such vast demand and how do they perceive money and its use in different aspects of life? Sports Illustrated published an article in 2009, which shows that on average, 78% of former NFL players go bankrupt within two years of retirement, and about 60% of former NBA players are penniless within five years of ending their career (Torre 1). How is this possible? What are the crucial factors that drive successful athletes to lose all their money, and more importantly, is there a way to avoid such stalemate? “We always felt like if you looked good, played good, they pay good. That was our philosophy” (qtd. in Corben). This is a quote from Keith McCants in Broke, an episode of ESPN’s acclaimed documentary series 30 For 30, that examines professional athletes’ financial behavior and reasons leading up to the substantial amount of sports retirees that are either near or Penttila 2 Juha...
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...BSBMKG401B PROFILE THE MARKET ASSESSMENT 1 Siwaporn Upachar BIC02565 Profiling the Market – Marketing Strategy BASSTHEQUE NIGHTCLUB (MELBOURNE CBD, 3000) Part 1 – Segmenting the Market The concept and management of Basstheque Nightclub has been well received, and has been offered key placement at the center of Melbourne’s CBD. The Center's planners having met the Nightclub's management and have reviewed the concept. They have indicated that the Nightclub is "exactly" what they were looking for and wish to place it nearby the iconic Melbourne Central. The Nightclub will be a 10,000 square foot unit, which will also house the company's corporate business office. The dance club and bar will accommodate 750 people. With Melbourne’s rapidly growing population, with an increasing plethora of international visitors and students, the variety of the Nightclub from across the country would create mass appeal for all of the Nightclub's customers. The store will be equipped with state- of-the-art audio and video systems like none other found in Melbourne. It will serve the need for a true nightclub in Melbourne’s CBD. The general appearance will be clean, open, and pleasing to the customer, with a concept of a Russian palace interior. The demographics are favorable, with minimal competition from other dance- themed venues and bars. Part 2 – Identify your target market We see the Nightclub as appealing to three major market segments. Fortunately, the long, late...
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...Supply and Demand in Professional Sports Heriberto Rodriguez Embry Riddle Aeronautical University Supply and Demand in Professional Sports A brief review of the economic concepts in professional sports A sports league is a group of team owners who decide on a common set of operating guidelines, which brings in more profits than had each owner decided to act on his or her own. Such guidelines include restrictions on the entry of any new teams, allocating full and exclusive franchise rights, and coming up with an agreeable revenue sharing formula, luxury tax, or salary cap. Some of these practices can be illegal in many other industries; however baseball, together with some other leagues, is formally exempted from the laws prohibiting these practices (also called antitrust statutes) following a unanimous court decision in 1922 the case Federal Baseball versus National League(Griffith, 2003). The ruling of the case was that baseball was not operating an interstate commerce and could, therefore,be exempted. The legal standing concerning collusion in baseball has on several occasions been reaffirmed by numerous court decisions since then. This has allowed team owners to collude on prices, revenue shares, advertising, and player salaries. Other leagues such as Basketball do not enjoy the same level of formal exemption bar in two areas. The first of these is when a collective bargaining agreement exists, and then player-league contracts are exempted from the antitrust statutes...
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...UNIT 36: SPORT AND LEISURE TOURISM IN THE UK Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the structure of the sport- and leisure-related tourism sector in the UK Concept of tourism: models and approaches; definitions of tourism and tourists; tourism motivators and barriers; classification of tourism types; tourism sectors including products and services Historical developments: introduction of paid holidays; role of transport; mass tourism; ecotourism; technological developments in sport and leisure-related tourism Role of public sector: government legislation; tourism authorities; national and regional tourist boards; local government; amenity agencies; public sector initiatives; comparative government structures Role of private and voluntary sectors: private sector organisations eg tourist attractions and accommodation providers; voluntary sector organisations eg hostel; partnerships, national and international professional organisations Tourism law: effects of EU and international legislation; tourist movement law eg passports; passenger carriage law; consumer protection law eg Package Holidays Act; planning regulations; laws relating to tourist attractions and sports stadia https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/src=sidebar LO2 Understand the trends and demands for sport and leisure tourism Sources of tourism data and statistics: international sources; National Training Organisations; regional tourist...
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