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Bigger Role, Smaller State: University Sport in an Age of Austerity

Bigger Role, Smaller State: University Sport in an Age of Austerity. Professor Simon Chadwick Director Centre for the International Business of Sport. Position. Professor of Sport Business Strategy and Marketing Sport marketing, sport business strategy, commercial development of sport

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Bigger Role, Smaller State: University Sport in an Age of Austerity

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  1. Bigger Role, Smaller State: University Sport in an Age of Austerity Professor Simon Chadwick Director Centre for the International Business of Sport

  2. Position • Professor of Sport Business Strategy and Marketing • Sport marketing, sport business strategy, commercial development of sport • Previously worked at Universities of London and Leeds • Editor – Sport, Business and Management: An International Journal • Research appeared in e.g. Sloan Management Review; Journal of Advertising Research, Thunderbird International Business Review • Consultancy clients e.g. UEFA; FC Barcelona; International Tennis Federation; Mastercard • Press coverage e.g. Wall Street Journal; Financial Times; The Economist

  3. Never give up • Passion • Sport is unique

  4. Some context • Government funding cuts • Difficult trading conditions • Release from constraints • Entrepreneurial environment • Olympics & legacy • Health and fitness • Corporate social responsibility • European Union

  5. European Union White Paper on Sport • Enhancing public health through physical activity • Enhancing the role of sport in education • Promoting volunteering and active citizenship through sport • Using the potential of sport for social inclusion, integration and equal opportunities • Prevention of and fight against racism and violence • Supporting sustainable development

  6. Preparatory actions in the field of sport • http://ec.europa.eu/sport/index_en.htm

  7. Michael Jordan • On a sport scholarship to study Cultural • Geography, University of North Carolina at • Chapel Hill

  8. Sporting model • Europeans have a socially democratic focus but run their sport like capitalists • Americans have a capitalist focus but run their sports like communists • Closed leagues, salary caps, franchise location • Draft pick system • Is there a way of linking UK university sport to the debate about sporting models?

  9. The strategy bit

  10. Resource dependence • What resources? • What dependence? • Manage the dependance • Withdraw • Retrench • Cope • Merger, strategic alliances, collaborative partnership, improved coordination

  11. Resources • Land, labour, capital, entrepreneurship • Includes money • Which resources do you need to continue operating? Be effective? Be successful? • Where do these resources currently come from? • Implications e.g. recruitment and selection

  12. Dependence • “The state of relying on or needing someone or something for aid, support, or the like” • Who are you dependent on? • How? • Why? • What are the implications of this? • In what ways can the dependence be managed?

  13. Coping strategies • Merger: buying, selling and combining of different organisations into a single entity • Strategic alliance: a formal relationship between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations • Collaborative partnership: a process through which organisations work together in pursuit of common goals through sharing e.g. knowledge, especially where there is competition for resources or resources are finite • Improved coordination: ensuring different people or organisations work together for in pursuit of particular goals or effects

  14. The marketing bit

  15. The product • Sport product is unique • Fundamental or core product • Uncertainty of outcome • Tangible product • Augmented product • Potential product

  16. Opportunities • What is the product you have to offer? • Who are your customers? • Who are your competitors? • Could the product be better or different? • Could it be delivered in a better or different way? • Could you brand or commercialise the product in a better or different way? • Could your product be positioned and targeted in a better or different way? • Could your product be priced in a better or different way?

  17. The customer • Who are your customers? • Students? Academic staff? Other universities? Or everyone? • Health, lifestyle, culture important • Fragmenting, individualistic society • Can’t be everything to everybody • Targeting and positioning • Segmenting and prioritising

  18. Opportunities • Who are your customers? • Where are they? • What do they want? • Why do they want it? • What is their financial value? • Are you segmenting and focused? • Are there other customers you can target? • Do they have greater financial value?

  19. And finally... • See austerity as an opportunity not a threat • Easier said than done • Culture change • Change in mindset • Change in operational parameters • Think laterally • Think creatively • Be outward looking • Be light on your feet • Dismiss the view that the established way is the only way

  20. Thank you for listening • Professor Simon Chadwick • CIBS • Coventry University Business School • www.coventry.ac.uk/cibs • 024 7688 8486 • Simon.Chadwick@coventry.ac.uk

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