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

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport Never give up Passion Sport is unique

CIBS Centre for the International Business of Sport Some context Government funding cuts Difficult trading conditions Release from constraints Entrepreneurial environment Olympics & legacy Health and fitness Corporate social responsibility European Union

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport Preparatory actions in the field of sport

CIBS Centre for the International Business of Sport Michael Jordan On a sport scholarship to study Cultural Geography, University of North Carolina at Chapel Hill

CIBS Centre for the International Business of Sport 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?

CIBS Centre for the International Business of Sport The strategy bit

CIBS Centre for the International Business of Sport Resource dependence What resources? What dependence? Manage the dependance Withdraw Retrench Cope Merger, strategic alliances, collaborative partnership, improved coordination

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport 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?

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport The marketing bit

CIBS Centre for the International Business of Sport The product Sport product is unique Fundamental or core product Uncertainty of outcome Tangible product Augmented product Potential product

CIBS Centre for the International Business of Sport 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?

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport 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?

CIBS Centre for the International Business of Sport 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

CIBS Centre for the International Business of Sport Thank you for listening Professor Simon Chadwick CIBS Coventry University Business School