Social media has become an important frontier in the sport sponsorship paradigm (Dees, 2011), offering brands a powerful mechanism to stimulate consumer engagement (Vale & Fernandes, 2018). Despite this potential, the extent to which social media content, as part of a sport sponsorship’s leveraging activities, can yield consumer engagement behaviors is unknown. Thus, the purpose of this study was to examine the impact of integrating sponsors into the social media posts of sport organizations on fan engagement. A total of 13,542 Instagram posts from four professional sports teams were extracted from 2017–2019. A regression analysis revealed that sponsored content negatively affected engagement levels. Consequently, brands need to be more cognizant that simply sponsoring content in an inauthentic, forceable manner may not yield the results they are seeking through their association. Furthermore, sport organizations need to reconsider their social media strategy, working with partners to organically embed sponsors into content.
The sport industry has become increasingly more complex with the expanse of digital technology such as fiber optic internet access, 5G wireless communication, and blockchain, just to name a few. These advancements have shifted the amount and variety of data produced and available for analysis by sport organizations. Yet, sport organization front offices remain well behind other industry segments (e.g., retail, communications) in regard to handling, processing, and analyzing the volume and variety of data to advance business objectives. In this brief, we introduce the notion of artificial intelligence (AI) to sport management. While AI, as a concept, has been discussed for more than 50 years, this article provides a definition and overview of its historical trajectory for sport managers. Concurrently, the article also identifies the value proposition for AI capability, notably the natural language processing across four customer-centered domains: 1) listening to the public narrative, 2) automating the sales process, 3) computerized consumer content, and 4) self-operating service. Integration challenges are also addressed for sport organizations as they seek to increase their digital competence, achieve competitive advantage through technical innovations, and ultimately become more efficient in a data-driven world.
While managing the intercollegiate athletic development office is critical to contributions generation, the nearly 40 years of research modeling intercollegiate athletic fundraising emphasized limited factors external to this department. Both theoretical and statistical justification warrants a broader scope in contemporary factor identification. With a resource-based view as the theoretical foundation, a list of 43 variables both internal and external to the intercollegiate athletic development office was generated through an extensive literature review and semistructured interviews with athletic and nonathletic fundraising professionals. Based on the factors identified, random and fixed effects regression models were developed via test statistic model reduction across a 5-year panel (FY2011–FY2015). Ninety-three schools were included, representing 73% of the Football Bowl Subdivision (FBS) membership (85% of public FBS institutions). The results highlight the role of both internal and external factors in explaining intercollegiate athletic fundraising procurement.
Abstract. Despite the increased adoption of data-driven strategies to enhance sport business operations, academic scholarship leveraging advanced analytics to inform sport customer relationship management lags behind. Thus, this project applies survival analysis modeling to quantitatively analyze and predict the potential dissolution of the intercollegiate athletic department-donor relationship, utilizing 10 years of data from a mid-sized National Collegiate Athletic Association (NCAA) Football Bowl Subdivision (FBS) athletic program. Results indicate donors are most susceptible to dissolution within the first two years, while the probability of persistence increases over time. When controlling for economic conditions and the amount donated, residing in the same state as the institution and the act of retiring decrease the probability of the donor relationship ending. The frequency of contact from the athletic department and the advancement of men's basketball into post-season play also decrease the probability of relationship dissolution, while football post-season success was non-significant. Study results inform a data-driven approach to donor relationship marketing and provide meaningful implications for athletic donor retention strategy.
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