Perceived Motivations for Corporate Suite Ownership in the 'Big Four' Leagues

Titlebaum, Peter; Lawrence, Heather J.

doi:10.2139/ssrn.2857141

Cited by 4 publications

(11 citation statements)

References 8 publications

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“…The term niche sports refers to sports that are not mainstream and do not have a mass audience appeal [5]. Although some research has classified the NHL among the mainstream sports in the U.S. [6], its appeal is largely in the Northeast and Midwest region of the country [7]. Some key traits of mainstream sports include "large fan bases; broad appeal; and widespread media coverage" while niche sports "receive limited fan support and media attention" [8].…”

Section: Introductionmentioning

confidence: 99%

Developing a Fanbase in Niche Sport Markets: An Examination of NHL Fandom and Social Sustainability in the Sunbelt

et al. 2020

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In the modern day sport marketplace, professional sport teams face tough competition to build and sustain a viable fan base. This study sought to address three research questions: (a) what are the factors that contribute to the socialization of sports fans in niche sport markets? (b) How do team-led and fan-led initiatives work to socialize fans? Finally, (c) to what extent do the socialization factors affect identify as a sports fan for a niche sport and overall fan consumption behavior? A questionnaire was administered to 535 NHL fans and data were analyzed through conducting an Exploratory Factor Analysis, Exploratory Factor Analysis and Structural Equation Modeling. The most notable findings revealed that influences from family or media exposure did not play a factor in the socialization of these fans, signaling the uniqueness of Sunbelt regional marketplace and a departure from traditional beliefs. Discussions are focused on interpreting theoretical and practical implications for socializing individuals into being hockey fans, growing professional hockey, projecting sustainable development, and providing a framework for other sport leagues.

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Section: Introductionmentioning

confidence: 99%

Developing a Fanbase in Niche Sport Markets: An Examination of NHL Fandom and Social Sustainability in the Sunbelt

et al. 2020

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“…Importantly, the revenue generated from luxury suite rentals is also not placed into revenue sharing pools, allowing teams to control the profits generated from the luxury suites (Koba, 2012). Furthermore, revenues generated from luxury suite rentals can also be used to pay for new facility construction or renovations (Titlebaum and Lawrence, 2010). The present analysis of multipurpose arenas revealed that the arenas average between 82 and 91 luxury suites in the facility with many in the lower bowl.…”

Section: Resultsmentioning

confidence: 99%

“…However, by the end of the 1980s, luxury suite rentals were used to create fixed sources of gate revenue, or contractually obligated income for sport teams and facilities (Howard and Crompton, 2004; Koba, 2012). Following the banking crisis of 2008, various corporate customers reconsidered their luxury suite rentals, contributing to empty luxury suites in various facilities (Titlebaum and Lawrence, 2010, 2011). Recently opened facilities have opted to decrease luxury suites in favor of varying levels of club and social spaces and/or modified their existing suites to be more specialized or adaptable space.…”

Section: Discussion/conclusionmentioning

confidence: 99%

Modernization and multipurpose arenas: providing context for tomorrow

Downs

Seifried

2021

SBM

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PurposeThe purpose of this paper is to identify the historical factors that influenced the design and construction of modern National Hockey League and National Basketball Association arenas between 1990 and 2018. Additionally, this paper seeks to index the characteristics of those modern arenas while forwarding reasonable, informed propositions for future multipurpose arena design.Design/methodology/approachThe historical methodology was applied to the design and construction of modern multipurpose arenas between 1990 and 2018. Modernization theory was utilized as an organizing construct to understand the intentional managerial actions to capitalize on consumer expectations by responding to economic and technological changes.FindingsSport managers responded to decreased median family incomes during the period of the study by building arenas with increasingly commodified spaces and amenities targeting wealthy and corporate customers. New technologies were adopted within facilities to meet the needs and expectations of in-venue and remote consumers.Practical implicationsIn addition to demonstrating the practical utility of modernization theory and applied history for sport management scholars and practitioners, particularly in the Western context, the present study provides a series of propositions for future sport managers to consider to maintain or establish institutional advantage in the arena marketplace.Originality/valueThe paper contributes to the sport management literature by demonstrating the utility of modernization theory and applied history for sport management. In examining the design history of modern multipurpose arenas, the paper identifies the characteristics of modern multipurpose arenas while demonstrating the importance of understanding context and intentionality in managerial decision making.

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“…To sell their premium seating, clubs primarily look at corporations. In the USA, more than 80 per cent of teams and venues sell more than 75 per cent of their premium seating to companies, such as banks (almost 7 per cent of the sold suites), lawyers and attorneys (6.8 per cent) and media groups (5.8 per cent) (Lawrence et al, 2013;Titlebaum and Lawrence, 2010;Titlebaum et al, 2013).…”

Section: Situating Corporate Sports Hospitalitymentioning

confidence: 99%

“…CSH is often part of a sponsorship deal, but it can be offered stand-alone as well (Bennett, 2003;Cobbs, 2011;Titlebaum et al, 2013). Both are different elements of marketing, but combined they can reinforce each other (Baxter, 2000;Titlebaum and Lawrence, 2010).…”

Section: Introductionmentioning

confidence: 99%

A strategic managerial approach to corporate sports hospitality: the case of Belgian football

Balliauw

Verlinden

Croocq

et al. 2020

JBIM

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Purpose Corporate sports hospitality (CSH) is a relationship marketing tool whereby customers and other stakeholders are invited by a company buying CSH from a club to attend a sports event. The CSH product involves premium seating and optional services such as catering. This industry has been perceived to be in decline, especially in times of economic downturn. The purposes of this paper are a quantification of the CSH industry’s value and the development of a formal CSH management process for both companies and clubs. Design/methodology/approach A case study from the highest division in Belgian football (soccer) is conducted, involving interviews and quantitative data collection as the primary data source, in addition to secondary data and insights from the literature. As opposed to literature, this paper uses a holistic approach, combining the perspective of the club and the CSH buying company with attention for customers. Findings CSH returns account for an important share of club revenues (>10%), despite the smaller market compared to the American major sports leagues. Since a club experiences the strongest competitive impact from substitutes and other clubs in the league, and CSH is often managed on an ad hoc base, disposing of a formal management process is crucial for both clubs and companies. For companies buying CSH, not only return on investment but also return on other objectives matters. Moreover, CSH is at least as effective to deepen existing business relationships as to create new ones. Research limitations/implications The paper provides clubs and companies with a theoretic background and practical key performance indicators (KPIs) to base their managerial decisions on. Although external validity to other Belgian venue-based sports can reasonably be assumed, translating the findings to other countries or non-venue based sports requires caution. Originality/value Little academic research about the CSH industry is available. Specific KPIs to define objectives and measure output, as well as feedback loops for clubs and companies, are developed. The proposed CSH management process follows the same high-level steps, but with different specific actions per actor, leading to a better understanding of similarities and differences of both processes, and a better co-creation of the CSH event.

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Perceived Motivations for Corporate Suite Ownership in the 'Big Four' Leagues

Cited by 4 publications

References 8 publications

Developing a Fanbase in Niche Sport Markets: An Examination of NHL Fandom and Social Sustainability in the Sunbelt

Developing a Fanbase in Niche Sport Markets: An Examination of NHL Fandom and Social Sustainability in the Sunbelt

Modernization and multipurpose arenas: providing context for tomorrow

A strategic managerial approach to corporate sports hospitality: the case of Belgian football

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