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Managing sport business: an introduction
... It is well known that spectators play a fundamental role in sporting events since, on the one hand, they co-create value with the athletes, and on the other hand, they can provide important income to the organisers (Chappelet 2013;Howard and Crompton 2004). This makes it clear how important spectator attendance is to the success of an event, and since tickets cannot be sold after completion, it is imperative that sports organisations constantly maximise sales opportunities (Patel 2018). ...
... Thus, although broadcasting, sponsorship, and commercial revenues may reduce the relative contribution of ticketing revenue, the latter remains of paramount importance to the event's financial success (Smith 2017). Authors such as Chappelet (2013) and Shapiro and Drayer (2014) have pointed out in their research that ticket sales and stadium attendance can help sports organisations generate more sponsorship or ancillary revenues (e.g., parking, concessions, etc.). ...
... There is ample evidence that ticket availability and prices depend on the number of days from the game (Drayer and Shapiro 2009;Drayer et al. 2012;Kemper and Breuer 2016). In fact, the results related to time and advance purchases are essential, especially with the importance of advance sales for revenue management (Hendrickson 2012), as well as to achieve a good rate of attendance at live sport events (Chappelet 2013). ...
Some studies have examined ticket sales in the context of a sporting event. However, only a few have investigated the determinants of ticket prices, and, to date, none have done so in the context of a multidisciplinary sports mega-event. This study examines this complex paradigm through the case of the World Swimming Championships held in Barcelona, Spain. The particular focus of this study was whether, in such a framework, the same model of analysis of price determinants could be applied equally to all the disciplines that comprise the sporting mega-event. The applied model was significant, explaining the ranges of variation of the ticket prices in the different sport disciplines. The main hypothesis was rejected, which suggests that when examining price determinants in multidisciplinary sport mega-events, it will be convenient to implement a different model for each sporting discipline (aquatic, in the case at hand). These results can help professionals better understand consumer fluctuations throughout the ticket sales process in such an environment, in order to appropriately price tickets. This, in turn, will lead to maximizing revenue, as well as attendance, at sporting events.
... Despite this development, recent studies analyzing the professionalization of sport organizations (e.g. Sharpe et al., 2018;Vos et al., 2012) still focus on the conceptual differences of NSOs and FSOs (see Auld & Cuskelly, 2012;Heinemann, 1995;Horch, 2018). NSOs follow a nonprofit mission and are not allowed to distribute profits to directors or members (non-distribution constraint; Anheier, 2014). ...
... NSOs follow a nonprofit mission and are not allowed to distribute profits to directors or members (non-distribution constraint; Anheier, 2014). Due to the non-profit mission and non-distribution constraint, the literature characterizes sports clubs as less formalized and specialized, more ambiguous in terms of governance structures and less efficient than FSOs (Auld & Cuskelly, 2012;Horch, 2018). However, the non-distribution constraint does not mean that NSOs are not allowed to make profits. ...
... Non-profit sport sector NSOs follow a non-profit mission and traditionally rely on voluntary work (Auld & Cuskelly, 2012). The non-distribution constraint resulting from the non-profit mission reduces the managers' incentive to make profit. ...
Research question: Sport management scholars are used to differentiate between non-profit and for-profit sport organizations (NSOs and FSOs). However, NSOs and FSOs often co-exist in the same market (i.e. mixed sport industries) and may show similar professionalization forms (e.g. strategies, processes, staff). Therefore, the research question of this study is which professionalization forms can be identified among sport organizations in mixed sport industries and how NSOs and FSOs are distributed among the identified professionalization forms.
Research methods: Exploratory factor and cluster analyses were conducted to identify professionalization forms among 71 Swiss ski schools (i.e. a mixed sport industry). Subsequently, the ski schools’ profit orientation and performance were investigated to describe the identified clusters.
Results and findings: The results show two professionalization forms that conceptual sport management literature would expect of NSOs and FSOs. However, the analysis reveals three additional professionalization forms, each one applied by both NSOs and FSOs.
Implications: This study is the first to identify professionalization forms among NSOs and FSOs in the same sport market. The findings imply that professionalization forms are independent of the profit orientation, which complements existing professionalization literature. The identification of relevant professionalization forms facilitates the understanding of professionalization for sport managers and helps to determine their organization’s position in the market.
... For example in tennis, fitness, and snow sports, (non-profit) clubs and (for-profit) centers often offer the same courses. Previous literature has set theoretical comparisons of non-profit sport organisations (NSOs) and for-profit sport organisations (FSOs) and identified the advantages and disadvantages of these institutional arrangements (e.g., Auld & Cuskelly, 2012). Such research defines NSOs as traditional, hindered by volunteer work, and little competitive. ...
... It is assumed that this is also the case for sport organisations, however, to date the forms of professionalised management of NSOs and FSOs have not been empirically compared. Comparisons of ideal-typical NSOs and FSOs suggest that NSOs focus less on strategic management and formalisation, and that they are less efficient than FSOs (Auld & Cuskelly, 2012). ...
In many sports, non-profit and for-profit sport organisations compete against each other. For example in
tennis, fitness, and snow sports, (non-profit) clubs and (for-profit) centers often offer the same courses.
Previous literature has set theoretical comparisons of non-profit sport organisations (NSOs) and for-profit
sport organisations (FSOs) and identified the advantages and disadvantages of these institutional arrangements (e.g., Auld & Cuskelly, 2012). Such research defines NSOs as traditional, hindered by volunteer work, and little competitive. However, to date, empirical comparison between non-profit and for-profit sport
organisations has rarely been conducted. The assumption is that NSOs in such highly competitive sports
have become business-like, shifting their member-orientation towards a customer-orientation that requires
increasingly diverse services. The question then arises as to whether, and to what extent, forms of professionalised management differ between business-like NSOs and FSOs.
Swiss Ski Schools (SSS) are characterised by their diversity of legal forms, from clubs (NSOs) to stock companies (FSOs). They are therefore suited to a comparison of legal forms and professionalised management. In this study, professionalised management includes the employment of paid staff as well as the strategic management and the implementation of formalised management instruments and documents. According to Nagel, Schlesinger, Bayle, & Giauque (2015), professionalised management leads to performance
enhancement. To address this assumption, specific performance measures were examined and compared.
The purpose of this research is to know how the management function that applied by each shuttlecock craftsman in Lawatan Village. This research uses qualitative methode. The data source for this research are primary and secondary. The primary data is taken by observation and interview, meanwhile the secondry data is taken by documentation. There are four interviewees. The research is condusted in two different shuttlecock companies, they are UD. Tri Sakti and Gramedia. The purpose of the research is to know the management of shuttlecock industry in Lawatan Village. The verification of data validity in this research used credibility test, transferability test, dependability test, and confirmability test. The result of this research found that the management in 2 shuttlecock companies have been applied well. The planning is well planned by each manager of shuttlecock companies. The orginizing from each companies have been stated by the manager with some criterias. The briefing is well performed by each manager, so that the employee is be able to work according to the direction. Then controlling from each company need to be improved to minimilize error in working. The conclution is management of Sport Equipment Industry Shuttlecock in Lawatan Village implements well four management functions, planning, orginizing, briefing, and controlling.
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