Business support in sport: strategy or serendipity?

Bill, Karen; Rhoden, Clare

doi:10.1108/14626001111179820

Cited by 3 publications

(4 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to Becsky-Nagy et al [6], cash flows of professional sports investments depend on the success of the teams, but financing sports has economic and social benefits. As a result, the sports industry is rather complex, with many different aspects, and any business support and advice may be more challenging compared to other sectors [7].…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Business strategy of for-profit-oriented sports enterprises in Hungary

Bácsné Bába,

Szabados,

Orbán

et al. 2024

IRASE

View full text Add to dashboard Cite

Many sports organisations operate as non-profits, but the emphasis and role of for-profits in this sector cannot be avoided. Today, sports activities are connected to the business sector and generate profit, hence, sports sector is a decisive part of the economy. Sport profile companies differ in their organisational strategy formulation approach. The main focus was to learn more about their strategy approach and market behaviour. 350 sports business organisations were involved in a survey of 3,248 companies, and the Chi-square test, variance analysis, and principal component analysis were applied to the sample. Results showed that 75.7% of the responding sports companies had no written strategic plan. The availability of written strategies seemed to depend on the organisation's scale. The market-following behaviour was confirmed in the case of smaller sports enterprises. Fitness service providers appeared to follow a market-leading behaviour. Growth, investment, and development naturally emerged as essential factors for companies with higher sales revenue and operating sports facilities, and they were relatively less important in sports goods production and trade. Most of the results showed that in the sports business sector, large-scale organisations focus on strategic-related issues more than other players in the industry.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

“…Business development and improvement, as well as innovation, are fundamental differences between the two company types [15]. Moreover, small businesses were believed to contribute significantly to the local and regional economy through economic regeneration and growth, creating more jobs and increasing wealth [7,20].…”

Section: Literature Reviewmentioning

confidence: 99%

Business strategy of for-profit-oriented sports enterprises in Hungary

Bácsné Bába,

Szabados,

Orbán

et al. 2024

IRASE

View full text Add to dashboard Cite

show abstract

“…We adopt the British Government definition of SMEs: "any business with fewer than 250 employees" (Ward & Rhodes, 2014). The specific context for these SMEs is the sport industry, a sector characterised by the existence of large numbers of small enterprises, with a high proportion of sole trader or micro businesses, but which also makes a significant contribution to the economies of many countries (Bill & Rhoden, 2011). In the United Kingdom, at the turn of the century, it is claimed that over 99 per cent of sport and leisure business were SMEs (Moore & Levermore, 2012).…”

Section: Introductionmentioning

confidence: 99%

Understanding sporting brands and entrepreneurship using netnography and social network analysis

Fenton¹,

Parry²,

Ahmed³

et al. 2023

IJTTC

View full text Add to dashboard Cite

Social media offers a wealth of data to help inform and enlighten SMEs on a global scale.This study aims to demonstrate that data derived from social media networks can enhance entrepreneurship in SMEs, providing tools and guidance for entrepreneurs. We present a double case of two sporting SMEs and utilise a distinctive blend of quantitative data from social network analysis using NodeXL, followed by a qualitative analysis using netnography to gather data. We propose that using social media data in this way can create new insights for social commerce in order for SMEs to better understand consumer interactions.

show abstract

“…Nowadays, the sport sector faces many challenges and has to deal with increasing competition, tough financial conditions and periods of decline. Sport managers and directors are challenged to anticipate changes and respond effectively to their dramatically changing environments, as this will enhance the processes used in sport organisations (Bill & Rhoden, 2011). Now, sport managers and directors need to incorporate management skills, professionalism and knowledge of the management principles and practices, in order to confront all these challenges.…”

Section: Introductionmentioning

confidence: 99%

Strategic planning process applied to the greek professional sport clubs

Theakou¹,

Θεάκου²

View full text Add to dashboard Cite

Οι πρωταρχικοί σκοποί της έρευνας ήταν: (1) να εξεταστεί ο βαθμός στον οποίο η διαδικασία του στρατηγικού σχεδιασμού εφαρμόζεται στον ελληνικό επαγγελματικό αθλητισμό και πιο συγκεκριμένα στις επαγγελματικές ομάδες ποδοσφαίρου και καλαθοσφαίρισης (ΠΑΕ και ΚΑΕ), (2) να προσδιοριστούν οι κύριοι παράγοντες που αποθαρρύνουν τις Ελληνικές Αθλητικές Ανώνυμες Εταιρίες από την εφαρμογή της διαδικασίας του στρατηγικού σχεδιασμού, (3) να εξευρεθούν οι κύριες ομοιότητες και οι βασικές διαφορές στην εφαρμογή της διαδικασίας του στρατηγικού σχεδιασμού ανάμεσα στις ΠΑΕ και ΚΑΕ και (4) να εξεταστεί η σχέση ανάμεσα στα επίπεδα στρατηγικού σχεδιασμού και στις ακόλουθες μεταβλητές: (α) τύπος της αθλητικής ανώνυμης εταιρίας (ΠΑΕ ή ΚΑΕ), (β) μορφωτικό επίπεδο των διοικητικών στελεχών και (γ) εργασιακή εμπειρία των διοικητικών στελεχών. Το όργανο µέτρησης του στρατηγικού σχεδιασµού διαµορφώθηκε από τον ερευνητή και βασίστηκε στην βιβλιογραφική ανασκόπηση καθώς επίσης στις προτάσεις/ παρατηρήσεις/ υποδείξεις ειδικών (ακαδηµαϊκών και επαγγελµατιών) στους τοµείς της διοίκησης, του στρατηγικού σχεδιασμού και της οργάνωσης αθλητισμού. Τριάντα επαγγελµατικές οµάδες ποδοσφαίρου και καλαθοσφαίρισης, οι οποίες είχαν διαρκή παρουσία στην πρώτη κατηγορία του Ελληνικού πρωταθλήµατος (Super League και Α1 αντίστοιχα) κατά την διάρκεια τριών συναπτών ετών (από το 2011 µέχρι το 2013), ερευνήθηκαν. Στην έρευνα ανταποκρίθηκαν όλες οι επαγγελµατικές οµάδες µε βαθµό ανταπόκρισης 82,2%. Τα αποτελέσµατα της έρευνας έδειξαν ότι ο στρατηγικός σχεδιασµός εφαρµόζεται σε µικρό βαθµό από τις επαγγελµατικές οµάδες ποδοσφαίρου και καλαθοσφαίρισης, καθώς µόνο το 26,4% του συνολικού δείγµατος εφαρµόζει το στρατηγικό σχεδιασµό ως ολοκληρωµένη διαδικασία. Επιπλέον, οι επαγγελµατικές οµάδες πρέπει να επενδύσουν περισσότερο σε στρατηγικές που διαδραµατίζουν σπουδαίο ρόλο στην επιτυχία του οργανισµού.

show abstract

Business support in sport: strategy or serendipity?

Cited by 3 publications

References 23 publications

Business strategy of for-profit-oriented sports enterprises in Hungary

Business strategy of for-profit-oriented sports enterprises in Hungary

Understanding sporting brands and entrepreneurship using netnography and social network analysis

Strategic planning process applied to the greek professional sport clubs

Contact Info

Product

Resources

About