International Management Group (IMG) Competitive Intelligence Blog

1. International Management Group (IMG)Competitive Intelligence Blog Catherine Desrochers-Coulombe Louis Moust Marie-Pierre Tremblay

2. Plan • CompanyOverview • WhatThey Do • History, mission, values • ExternalEnvironment • Social, cultural, political, legal and economicfactors • InternalEnvironment • SWOT analysis

3. CompanyOverview • IMG is present worldwide • Represents athletes, models, artists and events • Organizes events, produces media content, negotiates licensing contracts.

4. WhatThey Do Media production and distribution across multiple platforms • Television, online video, mobile content Example: «IMG produces highlight clips for every game in the English Premier League – available on Vodafone and the 3 Network’s mobile phones within four minutes of end-of-play»

5. WhatThey Do Event creation, management and sponsorship sales • Sponsorship activation, mobile marketing, PR events, entertainment marketing, product launches, college marketing Examples: • World and European Figure Skating Championships • Bank of the West Classic in Stanford • CA World Speed Skating Championships

6. WhatThey Do Client representation and brand management • Contract negotiations, licensing and endorsements, marketing and public relations, personal brand building, • Media training, image and crisis management and media relations. Example: Tiger Woods is an IMG client and the firm handles the public relation aspects surrounding the recent scandal

7. WhatThey Do Consumer products licensing • Manages trademarks and intellectual property Examples • College Licensing Company • FC Barcelona in Asia

8. WhatThey Do Athlete training • IMG Academies have facilities for tennis, golf, baseball, basketball and lacrosse • Allows for first contact with potential clients Example Derek Jeter, Anna Kournikova and Chad Pennington all graduated from IMG Academies

9. Mission «Using imagination, creativity and energy, our mission is to leverage the unparalleled power of IMG's worldwide resources, capabilities and assets to the benefit of our clients, customers and partners in the areas of sports, entertainment and media. »

10. The CompanyNow • IMG is the world's most important sports, entertainment and media company. • Is in more than 30 countries, more than 58 locations and more than a 1000 clients. • Has abandoned representation of team sports’ athletes in North America.

11. History • Mark McCormack, was a former lawyer and agent for professional athletes. • In his youth, McCormack was a good amateur golfer, but not good enough to become professional. • He was friends with Arnold Plamer. • He reasoned out that an athlete such as Palmer could bring sports to a totally different level of popularity and profitability. • Made an agreement with Palmer. • Around 1966, McCormack decided to expand the company.

12. History • Later on, IMG decided to start investing in event management and ownership. • It founded a golf course division, a television division and it created a consulting business. • In the 80s, IMG also developed a money management division. • A few years later, IMG added clients from other industries.

13. Board of Directors • McCormack deceased in 2003 • Board has 16 members • Theodore J. Forstmann Chairman and CEO IMG • Ian T. Todd (President IMG International) • George Pyne (President IMG Sports & Entertainment)

14. Political-LegalEnvironment • The SeitzDecision and the Bosman Case • Impact of globalisation on the governement of emerging countries • Changes in the governement’s attitude in India and China allows entry of foreignfirms • IMG concluded joint-ventures withIndian and Chinesefirms and mostlikelywith a Brazilianfirm

15. EconomicEnvironment • Maturation of the sport’s market in Canada and America • Necessity to explore new markets • Brazil, China and India are countries beneficiating of a strong economic growth • India’s middle class is estimated at somewhere between 150 million and 300 million people

16. EconomicEnvironment • Brazil, China and India are enjoyin strong economic growth • China’s economic growth = 8,7% • Brazil’s economic growth = 7,9% • India’s economic growth = 5,1 %

17. Social-Cultural Environment • The cultures in which the company operates remain relatively distinct • Soccer is not popular in North American countries • IMG Soccer in Spain and Argentina • Differences between the American and the Canadian sports market

18. Social-Cultural Environment • Essential to analyse the cultural aspect in countries to evaluate potential opportunities • IMG is capitalizing on the growing interest in sports in China and India • Change in the Chinese mentality about golf • Was once only reserved for the super-rich

19. Social-Cultural Environment • India’s population is getting better education and, in general, earning better salaries • Higher incomes usually allow for greater budgets for hobbies such as sportsand fashion. • Brazil, China and India are among the world’s most populated countries.

20. InternalEnvironment Strengths • Over 50 years of experience • Diverse ventures • Representation, Licensing, Events • Strongfinancialposition • 1.6 billion dollars in revenues in 2001

21. InternalEnvironment Weaknesses • Negative perception • Viewedas a bully • Lackof made for TV events • Poorexploitation of internet

22. InternalEnvironment Opportunities • Emergingmarkets • Brazil, China, India • Exploitation of new technologies

23. InternalEnvironment Threats • Manywellfinancedcompetitors • Octagon, Clear Channel • Employeescanbecomecompetitors • Highlycompetitveindustry • ‘everyhour of everyday (…) someoneistrying to stealyour client’

24. Discussion Giventhat IMG has manydifferent branches, are theyengaging in vertical or horizontal integration? Do youthinkthat the TigerWoods’ recentscandalwillnegatively impact IMG?

25. The End