Marketing research articles college baseball

For careers with passion. Digitalization is causing a stir in the sports industry - and in sports marketing. The result is trends that nobody had predicted just a few years ago. The digital age demands everything from those responsible for marketing in sports companies.

It is almost impossible for an individual to be perfectly familiar with all the facets of sports marketing. Daniel Macaulay, founder and managing director of the full-service sports marketing agency Brandwave, gives an overview of the ten biggest sports marketing trends and exciting examples.

Be creative. In combination with technology, the sport sector can offer cross-sector and completely new solutions. Monday, Tuesday, OTT stands for "Over the top" and means that the content can ultimately be received independently of the terminal device.

What's that got to do with sports? Platforms like Facebook or Amazon turn the sports rights market, as it has been known for decades, upside down. And even the short news service Twitter is involved in sports rights. Even former niche sports profit from the streaming possibilities.

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Surfing fits perfectly to the digital target group. The competition from the Internet is causing problems for traditional media companies. And the platforms have another big advantage: "They create profiles of their users, so they know exactly who sees their content and when - and can then play targeted advertising," said Macaulay.

This database takes sports marketing to a whole new level. According to Macaulay, a company has another decisive advantage: Amazon. So any content can be capitalized directly.

AI stands for Artificial Intelligence. Al is changing the world, there's no doubt about it. But three things are needed for this: Data, data and data.

And of course a fast Internet connection. Chatbots are an exciting form of artificial intelligence for sports marketing, reports Macaulay: "FC Arsenal has developed a chatbot called Robot Pires with the specialists from GameOn, which communicates with fans via Facebook Messenger, Skype, Slack, Kik and Telegram". And that's very entertaining. Robot Pires - the name is derived from Arsenal legend Robert Pires - provides users with results, statistics, news and partly exclusive videos of the Premier League Club in humorous and simple language.

The use of chatbots in sports marketing offers several advantages:. Whether the investment in AI is worthwhile for sports marketing, however, is still questionable. And so the chatbot of FC Arsenal should be understood more as an experiment. Online shops have to struggle with high CPAs cost per acquisition because the free delivery conditions have resulted in an unpleasant pattern of behavior: "Customers order each product in three different sizes and colors, try everything on at home and in the end - if at all - keep only one.

The rest go back. With the help of AR, for example, sports shoes can be tried on virtually beforehand. Through glasses or a smartphone, the customer can see what the shoe looks like on his own foot - and hopefully selects more precisely.

The wearables market has emerged from its niche and has long since become one of the most important fields of the entire sports industry.

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Or as Daniel Macaulay put it, "wearables are mainstream. According to a study, global wearables sales are expected to exceed 95 billion US dollars in But the sports marketing expert was also impressed by intelligent soles such as Digitsole presented at ISPO Munich No sports marketer can afford not to take eSports seriously.College football and other college sports are huge.

They are often training grounds for the best athletes who will go on to pursue their dreams in professional sports, and they are alive with athletics marketing opportunities. We would like to offer some new sports marketing ideas that are easy to implement, as you learn more about how to do marketing for sports and increase fan engagement.

Universities and colleges offer many athletics programs and some schools have begun doing athletics marketing. College football, in particular, is a sport with great fan-based marketing potential. College football marketing is essential. Colleges and universities can gain new fans, attract more fans to come out to games, and boost sales of tickets and merchandise, with a highly effective yet simple and affordable tool.

It's called multi-channel marketing automation. Multi-channel marketing involves engaging with fans in multiple ways, such as fan mobile marketing and social media marketing, in order to provide a more engaging fan experience. Automation software, such as SimplyCastmakes it easy for college teams to connect personally with each one of their supporters by sending messages automatically based on each fan's unique preferences.

All from one easy to use solution. Athletics marketing can be highly effective when a multi-channel marketing solution is employed. Text messaging is engaging because it can be highly interactive. Fans can participate in fun contests where they text a response to a question in order to win team merchandise or the chance to meet a player. Text message marketing also often includes exclusive text message coupons for merchandise or tickets to upcoming games.

Text message coupons are a great way to drive business, because text message coupons are much more likely to be redeemed than traditional coupons.

The coupon is right on the fan's mobile phone, so they can easily use it at their convenience. Since text message marketing is intended to be short and quick, it is an ideal way to provide informational updates. Brief text message updates can be sent out during the game, to keep fans informed about how the game is progressing and keep them engaged with the team.

Voicemail and text message reminders as game day approaches build excitement and drive ticket sales. Since messages can easily be scheduled in advance, fans can receive updates as the game day gets closer.

Information can also be drawn in about tickets, for example, letting fans know how many tickets remain for the game so they can purchase tickets before they are sold out. Voice messages are especially useful for fans who do not have access to the internet.Permissions : This work is protected by copyright and may be linked to without seeking permission.

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Given resource constraints in marketing budgets of athletic departments, many marketers of intercollegiate athletics often face a difficult choice between marketing all sports fairly, and marketing only those sports that would provide the highest return on investment of marketing dollars.

This case study explains the creative efforts made at one university to incorporate student volunteers when marketing, promoting, and selling tickets to collegiate baseball. After a brief overview of volunteerism in sport, this specific case first outlines the background to the problem, then details of how two student groups collectively contributed to stimulate the marketing efforts of the baseball program at Georgia Southern University GSU.

Lachowetz, T. Successfully marketing a collegiate baseball program within resource constraints: A special case of volunteerism. The decision for many athletic marketing directors involves a choice between the desire to focus limited marketing dollars only on those few sports that generate revenue to maximize the financial return and the desire to promote athletic teams equally out of a desire to be fair.

From a study of athletic marketing directors in NCAA Division I intercollegiate athletics, Greenwell, Mahony, and Andrew discovered that the majority of respondents preferred the former strategy of resource allocation and cited maximized financial return on the dollar as their main motivation for that allocation strategy. However, such strategy inevitably leaves some intercollegiate sports with limited or no marketing support in some cases. What follows is a case study of how one intercollegiate athletics department, together with the help of sport management faculty and students, overcame this manufactured dilemma to market a product without the highest financial return in the product mix, specifically collegiate baseball in this instance.

Using student volunteers in two distinct capacities, the sales and marketing efforts employed for baseball specific purposes at Georgia Southern University GSU are considerably more than their athletic department-allotted budget would otherwise accommodate, given departmental resource constraints. All of these efforts positively contributed to the marketing of a financially strapped college baseball program whose attendance figures consistently rank in the top of the Southern Conference and 38th nationally NCAA.

Among other topics, scholarship in this area has focused on the retention of volunteers, recruitment of volunteers, management of volunteers, and motives of volunteers. While some scholars have focused research on the motivations of volunteers at particular events, or sports e. First, volunteers often gain some benefit directly from their participation i.

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Second, people often volunteer for social incentives derived from interpersonal relationships gained during or through the experience i. Anecdotally, many sport management administrators and professors attest to the fact that students who establish well developed networks of professional contacts in the sport industry often secure entry-level employment in the industry faster than others without those connections B.

marketing research articles college baseball

Goss, personal communication, April 7, However, many scholars in the organizational sciences also write about the impact of networking on career-related outcomes as well Ferris et al. In particular, Todd et al.

Finally, people volunteer in some instances from a desire to do something positive or because of a shared belief in organizational missions, values, or goals i.

marketing research articles college baseball

While motives of the student volunteers in this current case are not altogether known, all three motives could possibly be represented, i. Regardless of their motivation sthe following case examines the innovation created within one intercollegiate athletic department that used volunteerism in sport to generate appreciable outcomes for its baseball program whose marketing budget was virtually nonexistent.

All three sports generate revenue for the athletic department. The football team obviously plays in a larger stadium capacity 18, and can therefore accommodate more fans than the baseball stadium capacity 3, On the other hand, in any given season, GSU may host only five to seven football games, while the baseball team generally plays anywhere from home games.

Mike Trout Is The Mere Beginning of MLB's Marketing Problems

Therefore, in a given year, the total attendance for football and baseball could be somewhat similar, especially if the baseball team were to reach capacity crowds. One of the challenges of marketing GSU baseball is the constraint of resources within the athletic department. For the baseball team, marketing revenue is generated using a variety of methods.

Another method of revenue generation for the baseball budget is through VIP suite rentals. Jones, personal communication, January 3, Completed inJ.Singles' Day soon became a popular celebratory occasion for people to shop and indulge in everything Read More. With creativity and expressing identity priorities for Gen Zers, brands must look beyond traditional advertising and towards more engaged, Generation Z, cannot countenance a world without the internet or smartphones, and their priorities and preferences are reshaping the corporate world.

At a rough estimate, Generation Hashtag makes up one-quarter of the world's population and Whilst much is speculated about the influence of bloggers, Gen Z are much more likely to trust Although habits may change as they age, Gen Z tend to have a strong preference for homeownership, smart technology and spacious home. This age cohort is expected to be the most ethnically diverse and tolerant generation yet. It is also a socially and environmentally aware group.

This paves the way for the leisure and retail sectors to rethink their approach when it In this report, we examine how operators can best serve From a commercial perspective this underlines opportunities for more brands to engage with the young about their mental wellbeing, and to help In this Report, Mintel provides an in-depth understanding of how this group lives, including where they reside, whom they spend their Gen-Y consumers encompass college grads with high-paying full-time jobs and credit cards and bank accounts as well as those struggling with Yet, paradoxically, survey These comprehensive reports will help marketers and businesses understand these specific age groups and the opportunities they present for marketing.

Reports address the demographic profile of current and future college students, overviews of marketing and promotional strategies for this population, including pros and cons for specific strategies, and reviews of consumer behavior. Reports include data on market segmentation, size and growth in US, UK, Europe, Asia and global markets, and many have tables and charts that are easy to extract and use for presentations or reports.

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Filter your search. Price USD :.We now turn our focus specifically to the sport industry. Except for conducting the occasional project, research has not held a regular role in the typical sport organization.

Historically, market research in the sport world has been designed, performed, analyzed, and interpreted by a tenured market researcher sourced from a third-party vendor or partner. These people were likely to have been trained academically on how to collect and interpret data.

10 Sports Marketing Trends That You Should Know and Use

A person with this skill set was often employed by a professional sport franchise, allowing third-party suppliers to make a living providing these services to sport teams. Examining the historical landscape of larger businesses, such as sponsors, league offices, and agencies, the likelihood grew that a market researcher would be employed in house.

In recent years tremendous growth has occurred in the use of market research to drive day-to-day business decisions in sport. With database marketing and the Internet allowing for ease in data collection and data storage, properties now have valuable data at their fingertips.

Interpreting that data and putting the findings into practice is the next big hurdle, and this challenge has spurred many organizations within the sport industry to bring on staff internally to facilitate the wide array of market research needs. No longer is there a typical market researcher or analyst; that title can mean something different to each organization that employs a researcher.

In one instance you could have someone who is skilled at managing an influx of syndicated research data from various sources. Another instance may present a person who is well versed in designing a survey questionnaire and performing stable data collection. Yet another organization may have a person who truly analyzes data, hunting for trends and pulling out findings. To complicate matters further, an analyst at one place may have 15 years of experience, whereas an analyst in another organization may be an intern who will be returning to school in 3 to 6 months.

Each of the aforementioned skill sets can serve a specific need. Needs for research arise from different places across the sport industry. The following examples show how different organizations use market research services.

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A market researcher within a professional sport league serves several purposes. Media ratings and broadcast research have high relevance because leagues typically control a portion, if not all, of their television rights. All major sport leagues employ media researchers who mine ratings data to support the rights fees and advertising fees charged. Nielsen and Arbitron provide the two primary ratings measurement systems used at league offices.

Media research also helps to validate contractual obligations that leagues owe to sponsors and advertisers.Authors: Dimitrije Cabarkapa 1Andrew C. Fry 1and Eric M. Mosier 2. The purpose of this study was to analyze kinetic and kinematic components for six of the most commonly used quarterback drop throwing patterns and determine how further performance improvements can be made.

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One male right-handed quarterback athlete volunteered to perform multiple repetitions of the six most commonly used right-handed drop throwing approaches: standing still and throw SSTone-step left-right 1SLRone-step right-left 1SRLthree-step straight ahead 3SSAthree-step shot gun 3SSGand five-step throw 5ST. Kinetic data was collected with a uniaxial force plate while kinematic data was captured with high definition cameras.

One-way analysis of variance was used to determine the differences between the six throwing approaches for the kinetic and kinematic variables examined in this study. Throw arm elbow angle was greater for SST when compared to all other throwing approaches.

marketing research articles college baseball

No difference was observed for ball speed, non-throw arm elbow angle, front leg knee angle, and back leg knee angle between any of the examined throwing approaches.

Our results indicate that the majority of ground reaction force production required for an optimal quarterback throwing motion comes from the rear leg, and the magnitudes may reach three times bodyweight forces. Ground reaction forces may be enhanced with a greater number of drop steps, which may ultimately increase quarterback throwing distance. Greater throwing arm elbow extension may be induced as biomechanical adjustment due to lack of force production caused by the inability of the quarterback to take a greater number of drop steps.

Yao uqtr. His research interests include psychometrics, sport retirement impacts and athlete development. Vincent research interest include athlete development, physical activity behavior amongst athletes.

His research interests are practice of sport amongst teens and young adults, performance evaluation in sports, advanced statistics in sports. Purpose: The objective of this study was to assess the relationship and contribution of physical performance test results on the final selection of an elite under football selection camp.

Student t tests were calculated for selected and non-selected groups for all positions. Results: Mean comparisons showed that for most measures, selected players obtained significantly better results than non-selected players. Linear regression models were generated for all groups, and every position was found to have its own unique prediction model. Weight, height and yd dash were the most predominant factors in all models.

Conclusion: Individually, selection camp results effectively discriminate between selected and non-selected players; together, however, they explain only a limited part of the final selection for each position. Applications in sport: These results suggest that the predictive capacity of the football combine could be improved in terms of the selection of elite football players.

Corresponding Author: Raymond Tucker, D. Raymond Tucker, D. His research interests focus on leadership and coaching, and program design to improve athletic performance. Willie J. Black, Jr. His research interests focus on leadership, physical education pedagogy, and social justice in physical education.

Data was collected using the Leadership Scale for Sports consisting of forty items describing a specific behavior a coach could exhibit based on the five dimensions of leadership, which are autocratic, democratic, positive feedback, social support, and training and instruction.

marketing research articles college baseball

Results of the Friedman test rank the values in the following order democratic 3. The results of the Friedman show there was a statistically significant difference in at least one of the five dimensions of leadership. A series of pairwise comparisons to pinpoint where the differences lie was conducted by performing a series of Wilcoxon Signed Ranks Test using a Bonferroni adjustment to the p-value.We need to combine data science with — ahem — People science.

See what I did there? This piece creates a nice ramp leading up to that inevitable conclusion and pressing need. The second reason I like this article: My baseball team sucks. Sure, we won the World Series last year 4 in 14 years, aka Team of the Centurybut we stink now. This article gives me a reason to keep watching. You know, besides the masochism. Last year a retail industry client asked my research team why a competitor brand had a higher Net Promoter Score, or NPS.

It is a widely used aggregate that measures how likely people are to recommend a brand or service to a friend. Although our client had a lower NPS, relative to a competitor, customers still had good things to say about the brand.

In fact, they liked it a lot. So there was something else going on, something about the shopping experience, rather than the brand itself, that we believed explained the difference. The research we conducted for the project revealed an interesting fact about measuring people.

Brands obviously rely on data to understand their customers better. But they also seek something that may not leave a clear digital footprint. When it comes to understanding people as consumers, brands keep returning to a question that data answer only in part: What do my customers think?

I thought about this question as I read a new book by Christopher J. But Phillips says that the story is more complicated than the version Lewis presented, which pits cold, hard data against error-prone judgment. For example, if an outfielder drops a ball on a windy day in April and then does the same thing on a calm day in July, should each error be counted the same?

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Here, scorers have to rely on their judgment to make a call. Yet scouts transform their subjective impressions into objective measurements all the time. After Major League Baseball introduced the draft inscouts began to rely on a scale to systematically evaluate players. Consider Henry Chadwick, a 19th-century sportswriter, statistician and early advocate for standardizing the scoring of baseball.

Exit velocity has become one of the most popular new metrics in baseball. Data itself will only get you so far, and it may even steer you in the wrong direction.

Like many baseball teams, brands are trying to figure out what they ought to measure in the first place. In market research, sometimes you need to consider how the data collection process may help to create the thing being measured. For example, if you ask someone about a neighbor, he or she might complain about a messy yard and loud dogs or rave about how nice it is to have a good friend next door.

But regardless of what that person says, the response could be a new discrete attitude, pieced together on the fly. Scorers have a different relationship with data. They collect it passively, much like your browser or cell-phone provider. But asking people if they would recommend a brand or service is like asking them to think about their neighbor.

Their response may be a small act of creation, manufactured on the fly. Capturing how consumers really feel is so tricky because the act of observation has its own effects. Our project involving NPS was interesting because we benefited more from our experience as shoppers than as researchers.


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