Professional Teams as Leverageable Assets: Strategic Creation of Community Value

Sparvero, Emily S.; Chalip, Laurence

doi:10.1016/s1441-3523(07)70001-3

Cited by 60 publications

(60 citation statements)

References 73 publications

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“…They highlight the importance of clearly understanding the contextual factors within the community studied in order for local stakeholders to capitalise on opportunities provided by the events. Future studies are advised to explore further in-depth factors that are pertinent to effectively leverage these opportunities through the event (Chalip, et al, 2017;Kellett, et al, 2008;O'Brien & Gardiner, 2006;Sparvero & Chalip, 2007). Thus, by closely examining a non-host area of the London 2012 Olympic and Paralympic Games, this study aims to make a contribution to mega sporting event strategic leveraging literature by examining the processes of a non-host region that endeavoured to maximise the benefits of London hosting the 2012 Games.…”

Section: Literature Reviewmentioning

confidence: 99%

Event Leveraging in a Nonhost Region: Challenges and Opportunities

Chen

Misener

2019

Journal of Sport Management

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Section: Literature Reviewmentioning

confidence: 99%

Event Leveraging in a Nonhost Region: Challenges and Opportunities

Chen

Misener

2019

Journal of Sport Management

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“…Crompton (2004) reported that the public sector supported 64% of the total cost, approximately $15.2 billion, of stadium construction in the four major professional sports leagues between 1961 and 2003. This was done to help deliver economic and social benefits to the local community -job creation, tax revenues and community self-esteem (Sparvero & Chalip, 2007;Eckstein & Delaney, 2002).…”

Section: Introductionmentioning

confidence: 99%

A service quality framework in the context of professional football in Greece

Theodorakis

Alexandris

2011

International Journal of Sports Marketing and Sponsorship

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As business environments of professional sport leagues become more highly complicated and unpredictable, the adaptation of effective marketing strategies and management principles is more important than ever for sports organisations. In particular, delivering a high quality service to the fans is critical as it influences revenues and the long-term viability of the organisation.Previous studies support that the provision of high quality services is critical in attracting spectators to the stadium, building spectator loyalty and increasing the revenue of sport clubs (Dale et al, 2005). Consequently, service quality researchers have paid close attention to this area of study and proposed a variety of models in the context of spectator sports (McDonald et al,

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“…Therefore, sports followed by soccer is an industry which lead to value added to goods and services and supplies a product to the market as other industries [2,3]. In sports industry, the customer shows loyalty to the organization as a brand and plays an important role in brand management strategies and more importantly organizational survival.…”

Section: Introductionmentioning

confidence: 99%

“…This eventually leads to the identification phenomenon in sports, particularly soccer. Identification changes the spectator to a fan who identifies himself with his favorite team followed by stadiums crowded by fans, increased rate of ticket sales, interested media and sponsors and increased right to broadcast [1,3,7]. These outcomes seem considerably attractive for sport managers and marketers.…”

Section: Introductionmentioning

confidence: 99%