An examination of the effects of outsourcing ticket sales force management

Popp, Nels; Jensen, Jonathan A.; McEvoy, Chad D.; Weiner, James F.

doi:10.1108/ijsms-04-2019-0046

Cited by 6 publications

(10 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While not surprising, such a result is alarming for sales managers, who, despite receiving hundreds of applicants for posted positions, are frequently unable to retain salespeople for much more than two years. Turnover is costly as evidenced by prior research suggesting ticket salespeople generate more revenue the longer they are employed (Popp et al, 2019b). Wakefield (2018) suggests an NBA ticket salesperson generates 3.4 times more revenue in their third year compared to their first and research in Major League Soccer found third-year salespeople outproduce first-year sellers 4 to 1 (Mickle, 2010).…”

Section: Discussionmentioning

confidence: 99%

“…Understanding who leaves the salesforce, at what rate and for what reasons, are questions with which sales managers and researchers have wrestled for a long time. Attrition is an important concern for sales leaders because how quickly ticket salespeople leave their job affects organizational productivity and profitability (Bouchet et al, 2011;Mickle, 2010;Popp et al, 2019b;Wakefield, 2018). The significant costs in time and money to search, hire and train new salespeople is well documented in sales research (Darmon, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Attrition is an important concern for sales leaders because how quickly ticket salespeople leave their job affects organizational productivity and profitability (Bouchet et al. , 2011; Mickle, 2010; Popp et al. , 2019b; Wakefield, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Attrition in entry-level ticket sales positions: a survival analysis

Pierce

Wanless²,

Popp³

et al. 2022

SBM

View full text Add to dashboard Cite

PurposeSport ticket sales is often positioned as a “foot in the door” to the sport industry due to ample job opportunities, but anecdotal reports of high turnover raise questions of the efficacy of recruitment, training and retention efforts in sport sales. The purpose of this study was to determine attrition levels among entry-level ticket sales personnel, observe whether entry-level sales positions lead to other non-selling positions within sport organizations and determine if education and market related variables are related to job tenure.Design/methodology/approachLinkedIn profiles were analyzed for 1,122 entry-level ticket salespeople listed in media guides between 2015 and 2019 in the “Big Four” North American professional sports leagues. Names were obtained from 26 NBA, 21 MLB, 20 NHL and 12 NFL teams. Survival analysis provided defection rates and demonstrated the relationship between those rates and key variables.FindingsOne in every four entry-level ticket salespeople defected within the first year and one in every two defected within 26 months. Only 8% moved on from ticket sales to a non-sales role within the sport industry. Increases in cost of living, working for an NFL team and having sport industry experience prior to taking a sales position decreased the likelihood of defecting, while increased distance between the salesperson's university and the team's location increased the likelihood of defecting.Originality/valueThis study applies survival analysis to a sport human relations context to understand turnover in a specific occupational discipline and establishes the turnover rate for sport sales positions.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Attrition in entry-level ticket sales positions: a survival analysis

Pierce

Wanless²,

Popp³

et al. 2022

SBM

View full text Add to dashboard Cite

show abstract

“…A handful of studies have used fixed-effects models to the sport marketing context to investigate the impact on game attendance of star players, team performance or outsourcing ticket sales (DeSchriver, 2007; Popp et al , 2020; Shapiro et al , 2017; Spenner et al , 2010). Alexander and Kern (2004) modeled the relationship of market size, team performance and a new facility to franchise value and Paola and Scoppa (2012) designated team performance as the dependent variable in their utilization of a fixed-effects model to examination managerial turnover in Italian football.…”

Section: Methodsmentioning

confidence: 99%

The sponsorship performance cycle: longitudinal evidence of sponsors’ contribution to Formula One team achievement

Cobbs

Jensen

Tyler

2021

JBIM

Self Cite

View full text Add to dashboard Cite

Purpose A sponsorship performance cycle of business-to-business (B2B) exchange is conceptualized, where distinct types of resources are invested by sponsoring firms into sponsored properties and the competitive success of those properties enhances returns to sponsors. While the latter return channel in this cycle is well-documented, the former investment channel has remained opaque. Recognizing this empirical missing link, this paper aims to illuminate the investment channel through a longitudinal analysis. Design/methodology/approach Based on 50 years of Formula One (F1) team and sponsor alliances, this study models the effects of three different sponsorship categories on team performance in the annual F1 constructors’ championship. Findings The results demonstrate that each incremental sponsor offering performance-based resources is associated with four additional team points in the championship, controlling for factors such as past success and team experience. Conversely, sponsors offering access to financial or operational resources have no competitive impact. This performance-based sponsor effect is illustrated in models of the current and following seasons. Research limitations/implications In combination with related literature, this study substantiates a complete sponsorship performance cycle in the motorsports context. Practical implications The findings contribute an empirically-based strategy for sustainable sponsorship support that emphasizes acquisition of performance resources in the business-to-business exchange over operational or strictly financial alternatives. Originality/value While scholars have discerned that sponsors invest heterogeneous resources into sponsored properties, and the competitive success of those properties can enhance returns to sponsors, this study demonstrates that particular resources invested by sponsors are related to the property’s competitive success.

show abstract

“…IS outsourcing can be an efficient solution for implementing and maintaining IS programs, specifically for organizations that do not possess the staff, funds, or knowledge to manage IS efficiently (Cezar et al, 2016). Outsourcing has already established itself as an efficient way to manage support services, such as accounting and sales (Popp et al, 2020), customer support call centers (Ren & Zhou, 2008), and legal services (Lacity & Willcocks, 2013). Since the "Kodak experiment" in 1989, IT has also become a popular outsourced support service (Dibbern et al, 2004).…”

Section: Information Security Outsourcingmentioning

confidence: 99%

Outsource or not? An AHP Based Decision Model for Information Security Management

2022

View full text Add to dashboard Cite

Purpose: Outsourcing information security has proven to be an efficient solution for information security management; however, it may not be the most suitable approach for every organization. This research aimed to develop a multi-criteria decision-making model that would enable organizations to determine which approach to information security management (outsourcing or internal management) is more suitable for their needs and capabilities. Methods: Our study utilized several different research methods. First, the decision criteria were identified by reviewing related work and then selected by information security experts in a focus group. Second, a survey was conducted among information security practitioners to assign the criteria weights. Third, four use cases were conducted with four real-world organizations to assess the usability, ease of use, and usefulness of the developed model. Results: We developed a ten-criteria model based on the analytic hierarchy process. The survey results promote performance-related criteria as more important than efficiency-focused criteria. Evidence from use cases proves that the decision model is useful and appropriate for various organizations. Conclusion: To make informed decisions on approaching information security management, organizations must first conduct a thorough analysis of their capabilities and needs and investigate potential external contractors. In such a case, the proposed model can serve as a useful support tool in the decision-making process to obtain clear recommendations tailored to factual circumstances.

show abstract

An examination of the effects of outsourcing ticket sales force management

Cited by 6 publications

References 52 publications

Attrition in entry-level ticket sales positions: a survival analysis

Attrition in entry-level ticket sales positions: a survival analysis

The sponsorship performance cycle: longitudinal evidence of sponsors’ contribution to Formula One team achievement

Outsource or not? An AHP Based Decision Model for Information Security Management

Contact Info

Product

Resources

About