10 Chapter Consumer perception o A process by which a person selects, organizes, and interprets stimuli in order to create a meaningful picture of the world o Depends on the characteristics of the person, situation, or thing perceived (stimulus factors) and the characteristics of the perceiver (individual factors) o Physical input from surrounding environment Sights, sounds, smells, tastes, sensations o Cognitive input from expectations, motives, and learning as a result of previous expectation o 1. Selection tend to be aware of stimuli that meet their needs and interests filter out stimuli that are less personally relevant o 2. Organization People group stimuli together and perceive them as a unified whole o 3. Interpretation organize the stimuli into patterns and groupings Perceptions depend on each person's interpretation of the stimuli Consumer attitudes (overall attitude) o Cognitive component belief about the sport o Affective component feelings about the sport o Behavioral component actions toward the sport Consumer involvement and identification o Consumer involvement A combination of one's interest in a sport product (e.g., team athlete, sport) the degree to which one considers the product an important part of one's life o High levels of involvement Think about, talk about, and read about sports frequently o Consumer (Team) Identification The extents to which a fan feels psychologically connected to a team Closely related to involvement Ex. I am a Red Sox fan, or I am a scuba diver Expressions of identification with team The most commons object of identification is the team Team identification positively influence an individual's involvement Consumer loyalty o Following a particular team all their lives o Emotional and psychological investment o Consistent behavior o Loyalty To shortcut the decision process To reduce the alternatives available to customers To stimulate continued team related spending Consumer socialization
o "The process whereby individuals learn skills, traits, values, attitudes, norms and knowledge associated with performance of present or anticipated social roles" (McPherson & Brown, 1988, p. 267) o Decision Making Family, friends, teachers, other reference groups Situational influences o A set of factors outside the individual consumer and removed from the product or advertisement of the product that the consumer is buying o Situational influence The influence arising from factors that are particular to a specific time and place and are independent of individual customer's characteristics o Physical surroundings The geographic location, dcor, sound, smells, lighting, weather, crowding Example How weather would influence your decision to play tennis Retailing organization - Nike Town store has a hardwood basketball court in its basketball shoe section and plays audiotape of the unique sounds of shoes squeaking during a basketball game o Social surroundings Deal primarily with the presence of other people who could have an influence on your decision The effects of the physical presence of others Reference groups when no one is present at the time of the purchase Example If you want to go to a movie but the group that you are with prefers to go bowling o Task requirements Speak to the context of the purchase (the intent or requirment of the purchase) Example Consider the purchase of a pair of running shoes: for yourself vs. gift performance vs. price or vice versa o Temporal perspective Time pressures, the time of day, and the season of the year are all examples of potential temporal influences on sport consumption Ex.: Time pressure A busy person might pay more to be able to buy tickets online o Antecedent states Momentary modes Anxiousness, excitement, or even hunger Momentary conditions Cash on hand, fatigue, or illness Decision process for sport consumption o Need recognition Actual state
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Desired state Information search Previous information Brand loyalty Evaluation of alternatives Evaluation of products Attributes Purchase decision Post purchase decision Consumer's Expectation Repurchase Word-of-mouth communication
Chapter 11 What is public relations o An organizational function that fosters the development of positive relationships between the organization and its most important publics o Publics Groups of people who are affected in varied ways by an organizatio Communications basics (basic skills) o All the occupational choices have a common denominator o Creating a message that accurately and effectively communicates your ideas to the audience The foundation for success in sport public relations o Basic skills Writing skills Track down and organize information and make them interest and inform readers. Careful with grammar, wording, and idea Strong Speaking skills Organizing information considered Ability to boil down large amounts of information into key points that are repetitively emphasized Building on those points with additional information and humorous or insightful stories Their audiences connected by using appropriate gestures and body language Becoming an Effective Communicator So how do you become an effective communicator? "How do you get to Carnegie Hall?" Practice, practice, practice! Develop strong communication skills and Gain related experience Learning activities in your classes Volunteering with a sport organization (e.g., media or community relations) or with a mass media outlet (e.g., a campus newspaper or radio station) Significant volunteer experience > high quality internship > successful career in the field
General communications model o Hundreds of communication models o The most well-known and useful models treat communication as a process o Communication A process by which senders and receivers share messages of meaning o Feedback The receiver send back to the original sender through deliberate or inadvertent responses The correct message is being received Information for future communication Schramm's Model (4 Basic Model) o Two one-way models The flow of information from the sport organization to its publics o Two two-way models Communication give-and-take between a sport organization and its key publics Media Relations in Sport o Sport and the Mass Media The mass media devotes considerable attention to sport The relationship between sport and the mass media described as symbiotic, meaning that the two entities are frequently interdependent Relationship between sport organization and mass media o To gain public exposure for their events, facilities, and product offering o To help sway consumers to attend sports games rather than go to originally planned another entertainment (a movie) Positive and negative publicity o Positive The best of all worlds for sport managers Less costly than other methods of promotion because the airtime or print space is free. More credible than other methods of promotion because consumers know that the sport organization is not paying for the message o Negative Is difficult to manage for media and promotion Sport managers can't mandate that media not print or broadcast embarrassing stories because sport managers do not control the content of the media's message Crisis communication plan o Help sport managers plan ahead for tragic or embarrassing situations o Help sport organizations be proactive rather than reactive Proactive - prepare for contingencies they will likely face in the future Reactive - deal with problem only after they have developed What is media relations o An organizational activity resulting in the creation, coordination, and organization of information and the dissemination of it to the public through the mass media Community relations in sport o Community relations activities
Center on promoting charitable initiatives Develop face-to-face contact with stakeholders Complement media relations work o An organizational activity designed to build relationships with residents and civicminded organizations in geographic area in which the sport organization is located Sport organization and community activities o Long-term image enhancement Participating in charitable outreach programs Short-term o revenue from effectively planned community relations efforts Complimentary ticket for an upcoming game > stipulate that kids must be accompanied by an adult who purchases his or her own ticket o Community relation being the socially responsible thing for sport organizations prudent and valuable for the community Community relations activities o Three Distinct Forms of Community Relations o Those initiated by players o Those initiated by teams or institutions Donation of money to various charities NHL's Dallas Stars: over $300,000 to various charities o Those initiated by leagues or governing bodies Initiatives to better the community via direct contact Organizations cultivate youth sport participant by constructing sport revenues and sponsoring clinics ex. "stay in school" & building a home with Habit for Humanity Benefit charitable organization but does enable with various constituents through direct contact Chapter 13 Current trend and focus for sport facility management o What is a significant focus for sport facility management? Make sure an existing facility runs smoothly and is safe for its intended purpose Make sure a building is operating effectively in terms of safety, revenue production, tenant satisfaction, and preventive maintenance o Single purpose - designed for only one sport Coors Field (Colorado Rockies); Golf courses; Skate parks; Swimming pools; Bowling alleys; Motor sport tracks; Water parks o Multipurpose - designed to host a variety of events Concerts; Conventions; Athletic events; Festivals o Nontraditional - designed to appeal to high-risk activities Indoor climbing walls; In-line skating rinks; Skateboarding parks; Water sport parks Privatization o Moving the management of facilities from public sector to private management companies or organizations Owners still own facility Hiring a private management company is called outsourcing
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Company specializes in facility management Outsourcing The subcontracting of services to an independent contractor Trend Began with US professional team facilities Spread to intercollegiate facilities Spread to minor professional leagues Spread to sport and entertainment facilities overseas Spread to high schools and municipal recreation centers Rationale for utilizing privatization Governments can and should do more with less Increased efficiency and effectiveness "Can a private vendor (service provider) provide and/or deliver better swimming lessons, games, or hot dogs than can the government working alone? Competition: the availability of choices (market principles) Governmental resources are limited Citizens: unwilling to pay increased costs for public services Still demand such amenities In response, governments at all levels (local, state, and federal) have looked to the private sector Privatization is the shift in the balance of the production of goods and services from the state to the private sector Private sport facility and event management Professional management SMG & Global-Spectrum SMG: the Hyatt Hotel Chain & ARAMARK In 2003: 156 facilities (63 arenas, 7 stadiums, 31 performing arts centers, 44 convention centers, 11 recreational facilities) Possible benefits of privatization Economies of scale: same service for several municipalities and stadiums Quality services: a result of increased competition Improve the quality of services provided The possibility of their contract's not being renewed Discipline of market force Increased competition > improve services effectiveness Increase in meaningful private-sector jobs Workforce stability Reduced threat and impact of strikes Because the provision of goods and services is decentralized (no unions) Possible drawbacks of privatization Economically inefficient and costly Decrease the quality of services provided Government still responsible for quality control Lower paying jobs devoid of benefits Public employees needed to monitor the private sector
Profit maximization In an attempt to increase profits, a stadium concession vendor may look to pay minimum wage salaries, buy lower cost and inferior product or hire an insufficient number of employees Risk management o The number of lawsuits involving sport and recreational activities from 1977 to 1987 increased 150% o "The control of financial and personal injury loss from sudden, unforeseen, or unusual accidents and intentional torts" o A management strategy to maintain greater control over the legal uncertainty that may wreak havoc on a sport business o Reducing exposure to danger, harm, or hazards leading to lawsuits History of risk management o Before 1970s Loss control, exposure to loss, pre- and post-loss objectives, risk management strategies, and risk management techniques o 1970s Liability as a "hot topic" o 1980s 1990s Became a familiar expression of a program designed to meet the sport litigation crisis head-on o 21st century Losses and exposures reduced and more sport industry safer considered Benefit of risk management program o Eliminates the exposure o Reduces the chances of the situation from occurring o Reduces the impact of the happening o Increases the safety of the patrons o Reduces the losses to the organization o Increases effective use of funds Classifying the risks o Frequency of the risk Dependent on the number of times the risk or loss may occur Identified and assigned a frequency of often, average, seldom o Severity of the risk Determined by the intensity of the loss Classified as high, moderate, or low Terrorism o An American Sports facility has never been the site of a terrorist attach yet. Since September 11, 2001 1996 Atlanta Olympic Games o Anyone who would launch an attack on an arena or stadium would get instant media coverage. When large gatherings are present and an event is being televised. It is an ideal locale for terror. o Ex. When opening the ball game celebrities or national reputation people throw the first ball. It is an ideal target for terror.
o The core of terrorism is massive fear o Athletes are also vulnerable. Recall John Lennon and Selena o If a sport terrorist attack would occur, the impact on attendance all over the U.S. (even international) would be considerable millions of dollars lost. Since September 11, 2001, Ex. Disney World in Orlando, FL September 11th, 2001 o Facility managers must reassure guests of their safety o Budgets may increase by 40% o Insurance companies reluctant to insure Technological advances of risk management o Bar codes o Smart cards o Collapsible equipment Crowd management and why necessary o An organizational tool to provide a safe environment by implementing policies and procedures o Duty of crowd manager Managing the movement and activities of crowds/guests Assisting in emergencies Assisting guests with specific concerns related to their enjoyment Involvement with the event by communication with the guests in a polite and professional manner o Protect patrons from unreasonable risk caused by other individuals o Protect facility image & reputation o Manage crowds not control them o Violent behavior is increasing Monica Seles being stabbed, soccer games in Europe, post game riots in U.S., fans vs. officials Alcohol policy o Before Sept. 11, alcohol is the biggest concern for facility and event management o Even though alcohol is concern, some universities with small facilities would find it difficult to generate a profit without beer sales o Alcohol polices Several steps prohibit patrons from bringing in alcohol train crowd management staff to confiscate alcohol require servers and crowd control staff to be trained in TIPS check Ids enforce a 2-beer limit at one time limit servings to 12 ounces stop beer serving at a certain time provide designated driver programs Pros and cons of alcohol sales o Substantial revenue can be generated from beer sales at sport events
o However, NCAA banned the sale of alcohol at all championship and tournament events back in the 1970s o Others selling low alcohol beer e.g., Foxboro Stadium, Metrodome, Shea Stadium o Three Rivers Stadium provided alcohol-free sections for families