Sports Management

Topics: Marketing, Marketing plan, Strategic management Pages: 20 (5649 words) Published: January 16, 2011
Sport Management International Journal

Scientific Forum in Sport Management

SMIJ – VOL. 3, Number 1, 2007

Strategic marketing planning in the sport sector

Thanos Kriemadis, Ph.D., M.B.A., M.A.1, Christos Terzoudis, M.A.2 1

Department of Sport Management, University of Peloponnese Associate Professor Department of Sport Management, University of Peloponnese Doctoral Candidate


The business sector has long recognized the contribution of marketing planning in the financial success. The sport sector has begun to recognize the usefulness of strategic marketing planning as well. Many sport researchers have argued that without the improvement of strategic marketing planning activities, sport will not survive to the competitive environment of the entertainment industry. The purposes of this study are to: (a) examine the strategic marketing planning process, and (b) propose a strategic marketing planning process for the sport sector and analyze its various elements. If the sport managers follow the proposed strategic marketing planning process, they will be able to handle the complicated sport business environment and deliver high economic benefits.

Key Words: marketing, marketing planning, strategic marketing planning, sport marketing planning, sport business.


SMIJ – VOL. 3, Number 1, 2007

As the business environment becomes even more complicated and the needs of customers become increasingly sophisticated, there is a need for organizations and business companies to consider carefully the way they examine and carry out strategic marketing planning. Marketing planning, as Mandell and Rosenberg (1981) describe, is the «Managerial Marketing Process» which explores what marketing actually does - the actual process by which marketing operates. McDonald (1989, 1992, 1995, 1999 and 2002) stated that marketing planning is: «a systematic way of identifying a range of options, to choose one or more of them, then to schedule and cost out what has be done to achieve the objectives. This process can be defined as marketing planning, which is the planned application of marketing resources to achieve marketing objectives... Marketing planning, then, is simply the logical sequence and a series of activities leading to the setting of marketing objectives and the formulation of plans for achieving them» (McDonald, 1989). Much of the planning literature currently being published acknowledges the necessity of marketing planning in the business and non profit sector. McDonald (1984) stated that «marketing planning lies at the heart of a company’s revenue earning activities» and furthermore that «the overall purpose of marketing planning and its principal focus, is the identification and the creation of organizations’ competitive advantage». Leeflang and De Mortanges (1996) stated that marketing planning can help managers to better understand marketing and markets and assist them to make proper strategic and tactical decisions. Consequently, businesses that implement marketing planning are better to respond to changes in their competitive environment. Moreover, Dibb, Farhangmerh and Simkin (2001) acknowledged that marketing planning can improve the ability of the organization to handle the complicated business environment in which it operates and consequently to deliver high economic benefits. The business sector has long recognized the contribution of marketing planning in the financial success. In the recent literature, many researchers tried to empirically relate business performance and formalized marketing planning (Hooley, 1984; Hooley and Lynch, 1985; Verhage, and Waarts, 1988; Hooley et al 1990; Lysonski, and Pecotich, 1992; Lai et al, 1992; Ghosh et al, 1994; Brooksbank, 1992; Siu, 2000a and 2000b; Siu, Fang, and Lin, 2004; Pulendran, Speed, and Widing, 2003; Claycomb, Germain, and Droge, 2000). The measures that were used to assess business performance were both financial and...
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