The document contains 20 discussion questions about various aspects of professional sports, including definitions of key terms like professional athlete and sport leagues. It asks questions about the history of professionalism in sports dating back to Ancient Greece, the first professional teams and leagues in different sports, and how the business of professional sports has evolved with television contracts and revenue sources.
The four key aspects that distinguish professional sport from other industries are:
1) Interdependence between teams
2) Unique league structures and governance
3) Complex labor-management relations
4) Heavy reliance on electronic and new media
This document contains 10 multiple choice questions about professional sports. It asks about the origins of professional athletes and teams, including the first professional baseball team (Cincinnati Red Stockings in 1869) and league (National League in 1876). It also mentions the Negro National League, founded in 1887 as an outlet for African American baseball players, and the first women's professional league (All-American Girls Professional Baseball League in 1943).
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
The document discusses Chapter 4 discussion questions from a textbook or class. It covers topics like public subsidies for sports facilities, the first professional sports team to move from the Midwest to the West Coast (the Cleveland Rams), potential economic and psychic benefits of sports franchises and facilities, and different tax methods used to subsidize professional sports such as sales taxes, tourism taxes, and sin taxes."
The document discusses various chapter 4 discussion questions related to public financing of sports facilities, including how taxes can be used to subsidize stadiums through sales, property, tourism, and sin taxes. It also addresses the economic and psychic benefits teams and facilities provide as well as questions raised by economists about the true economic impact of sports franchises and stadiums.
The document discusses various methods of public financing for professional sports facilities, including taxes such as sales taxes, tourism taxes, and sin taxes. It describes how certain stadiums like Invesco Field at Mile High and Safeco Field were partially funded through tax increases. The best method of public financing is considered to be entertainment taxes placed directly on ticket purchases.
1. International Sports and Facilities Management (ISFM) helps sports organizations better understand and manage their assets through consultation and processes developed over 20 years.
2. ISFM believes understanding the unique emotional elements of sport is key, while also ensuring organizations effectively manage facilities and finances to support participation and elite performance.
3. Originally founded by Graeme Watson, ISFM now led by Peter Holmes à Court and Chris Green, has worked with most Australian sports organizations and governments to optimize the management of their facilities and operations.
The document contains 20 discussion questions about various aspects of professional sports, including definitions of key terms like professional athlete and sport leagues. It asks questions about the history of professionalism in sports dating back to Ancient Greece, the first professional teams and leagues in different sports, and how the business of professional sports has evolved with television contracts and revenue sources.
The four key aspects that distinguish professional sport from other industries are:
1) Interdependence between teams
2) Unique league structures and governance
3) Complex labor-management relations
4) Heavy reliance on electronic and new media
This document contains 10 multiple choice questions about professional sports. It asks about the origins of professional athletes and teams, including the first professional baseball team (Cincinnati Red Stockings in 1869) and league (National League in 1876). It also mentions the Negro National League, founded in 1887 as an outlet for African American baseball players, and the first women's professional league (All-American Girls Professional Baseball League in 1943).
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
The document discusses Chapter 4 discussion questions from a textbook or class. It covers topics like public subsidies for sports facilities, the first professional sports team to move from the Midwest to the West Coast (the Cleveland Rams), potential economic and psychic benefits of sports franchises and facilities, and different tax methods used to subsidize professional sports such as sales taxes, tourism taxes, and sin taxes."
The document discusses various chapter 4 discussion questions related to public financing of sports facilities, including how taxes can be used to subsidize stadiums through sales, property, tourism, and sin taxes. It also addresses the economic and psychic benefits teams and facilities provide as well as questions raised by economists about the true economic impact of sports franchises and stadiums.
The document discusses various methods of public financing for professional sports facilities, including taxes such as sales taxes, tourism taxes, and sin taxes. It describes how certain stadiums like Invesco Field at Mile High and Safeco Field were partially funded through tax increases. The best method of public financing is considered to be entertainment taxes placed directly on ticket purchases.
1. International Sports and Facilities Management (ISFM) helps sports organizations better understand and manage their assets through consultation and processes developed over 20 years.
2. ISFM believes understanding the unique emotional elements of sport is key, while also ensuring organizations effectively manage facilities and finances to support participation and elite performance.
3. Originally founded by Graeme Watson, ISFM now led by Peter Holmes à Court and Chris Green, has worked with most Australian sports organizations and governments to optimize the management of their facilities and operations.
The document contains 15 discussion questions about key concepts related to generating revenue at sports and entertainment facilities. Some of the main topics covered include the goals of facility managers to maximize revenue, the importance of ticket sales as the lifeblood of facilities, and strategies for generating revenue through concessions, luxury suites, club seats, parking, and more. Maximizing all potential revenue streams is essential for the financial success of sports and entertainment venues.
This document contains discussion questions about the economics of sport from Chapter 14. It provides key details such as the estimated size of the global sport industry is $213 billion, Americans spent $70 billion on sporting goods in 2007, and major professional men's sports leagues have seen annual revenue increases of over 10% in the last decade. It also defines economics of sport as the study of how people within the sport industry deal with scarcity.
The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
Unauthorized merchandise. Facilities aim to maximize revenue from official merchandise sales, so policing for unauthorized/bootleg merchandise sales within the facility helps achieve this goal.
Unauthorized merchandise. Facilities aim to maximize revenue from official merchandise sales, so policing for unauthorized/bootleg merchandise sales within the facility is important.
The sports industry generates hundreds of billions of dollars annually in the United States alone. Major professional sports leagues like the NFL, NBA, NHL and MLB bring in around $17 billion combined each year. However, the total size of the sports industry, including equipment, apparel, gambling, facilities and more, is estimated between $400-425 billion annually in the US. The sports sector employs over 1.5 million Americans directly and is constantly evolving as consumer tastes, popular sports, and new technologies change over time. Sports broadcasting is also evolving with new media like the internet, DVRs, and mobile devices impacting how fans watch events. The global recession negatively impacted the sports industry starting in 2008 through reduced ticket and equipment sales
The document discusses the growth of eSports and its opportunities for business. It notes that eSports has 148 million enthusiasts globally, is a multi-billion dollar industry, and is growing rapidly in viewership and revenue. Major brands and investors are getting involved in eSports through team ownership and sponsorships. The document predicts continued professionalization and mainstream acceptance of eSports in 2017 and beyond.
Does having a NBA team improve the economic growth.docxsusanschei
The document discusses the potential economic impacts of having an NBA team in a city or country. It notes that while NBA teams can create jobs, revenue from various sources like tickets and merchandise, and tax benefits from spending, the economic benefits are not guaranteed and public costs must be considered. Whether an NBA team ultimately improves economic growth depends on factors like team management and performance, and costs need to outweigh expected benefits for it to make financial sense.
signmesh snapshot - the best of NBA leaguesignmesh
Explore the best of NBA. NBA is one of the most successful sports leagues across the world. In this report, we take a closer look at what NBA is doing to maintain leader status and stay relevant with their audience.
This document provides an overview of sports marketing in Charlotte and beyond. It discusses what constitutes a sport and defines sports marketing as applying marketing principles and processes to sports products and marketing non-sports products associated with sports. It also outlines the structure of the sports industry, including the various participants, products, and organizations involved. Finally, it provides details on the major sports teams and events in the Charlotte metro area and their economic impact.
Dealing with financial mismanagement Excerpt from Sport FuLinaCovington707
Dealing with financial mismanagement
Excerpt from Sport Funding and Finance 2nd Edition, by Bob Stewart
INTRODUCTION
Paradoxes abound in the world of sport. As we have already noted, as sport becomes popular and
more commercialized, and as it takes on a more business-like approach to its operations, it can
lose the support of those people who place a high value on sport’s traditions and its links to local
communities. A good example from Australian sport is the redevelopment of the Adelaide
cricket ground. The Adelaide Oval, as it is more commonly known, was regarded as one of the
most picturesque sporting venues in the world. This was because of its 150-year-old grandstands,
its heavily grassed and perfectly sloped viewing spaces, its heritage scoreboard and the views
spectators had of the superb surrounding parkland. It was an aesthetic masterpiece. This all
changed with its refurbishment as a major international-standard stadium. It opened in 2014
complete with three multi-tiered, ‘state of the art’ stands with sight lines that were unimaginable
under the old model. The old members’ pavilion had been subsumed into a hypermodern facility,
a large proportion of the grassy slopes had been removed, and the views of the surrounding
parklands had been erased. But the changes had also increased the seating capacity, and actually
made the seating comfortable as well. It delivered spectacular viewing positions, it provided
civilized hospitality services, and it provided the sort of toilet facilities that are now just taken for
granted in any modern entertainment venue.
The other paradox is a financial one. As noted above many times over, sport has gone through a
commercial revolution. It has secured a funding base that could only have been dreamed about
fifty years ago. The earlier chapters have provided example upon example of how and why this
has occurred, but suffice to say it has delivered spectators not only highly accessible experiences,
but also memorable ones as well. The scale of international sport’s commercial impact is
exemplified in a 2012 Forbes magazine study of the ten richest sporting events in the world. In
constructing the list, Forbes’ feature writer, Monte Burke, focused solely on the prize money (in
USD) paid out to the winner of the event or tournament. Using this simple indicator, he compiled
the following list:
•UEFA Champions League – $77 million;
•UEFA European Football Championship – $33 million;
•FIFA World Cup – $31 million;
•NFL Super Bowl – $16 million;
•MLB World Series – $15 million;
•Dubai Horse Racing World Cup Night – $10 million;
•UEFA Europa League – $9 million;
•ICC Cricket World Cup – $4 million.
Monte also included the World Series of Poker, with prize money of USD 9 million. However,
from this book’s perspective it fails to meet the conditions for being designated as a sport. It
might be high on strategy and bluff, but it has ...
The document proposes building the first soccer-specific stadium in New York City for New York City FC. It would be located in the Bronx and cost $229 million to construct. It would seat 25,000 fans and include premium amenities like suites, club seats, and concessions. Building a new stadium would solve problems like scheduling conflicts at Yankee Stadium and allow NYCFC to have its own dedicated home field and generate more revenue. The market analysis found strong demand for soccer in the area given population and income demographics. The proposed stadium design would include team facilities, media areas, and a five-story structure on the west side operating year-round.
The document contains 15 discussion questions related to facility management for sports and entertainment venues. It asks about key concepts like the goal of facility managers being to generate revenue exceeding expenses, tickets being the lifeblood as the most important revenue source, and the importance of remembering that retaining existing customers costs less than acquiring new ones. It also covers topics like mini-plans, benefits of season tickets, luxury suites, club seats, concessions revenue, and more.
The Pinnacle Dreams Sports Complex will be a large multi-sport facility with indoor and outdoor spaces for many sports. It will have artificial turf and natural grass fields, baseball and softball fields, indoor and outdoor courts, and a large indoor sports center. The complex aims to be environmentally friendly with solar power and geothermal HVAC. It expects to attract over 700,000 visitors annually from the surrounding region, including growing populations in Berks County, Pennsylvania and the major cities of New York, Baltimore, and Washington D.C. The complex offers various sponsorship opportunities for businesses to promote their brands.
The document discusses questions about the origins and governance of college sports, including how it started with a crew race between Harvard and Yale, the formation of the NCAA, and the roles of administrators like the Athletics Director, Associate Director, and Senior Woman Administrator in managing athletics departments. It also provides financial data on revenue and expenses for some public Division I college sports programs.
This document summarizes research on how Collective Bargaining Agreements (CBAs) in the NBA have impacted salary structures over time. It discusses how earlier CBAs lacked regulations, allowing large markets to outbid small markets for top talent. Stricter CBAs since 1995 have led to a more competitive marketplace. The document analyzes data from the 1990s and 2010s to compare market size premiums before and after recent CBAs. It finds the estimates suggest market size no longer causes as large of a salary premium, benefiting small market teams. Overall, the document examines how CBAs have diminished the impact of market size on salaries while still rewarding individual performance factors like being an All-Star.
The NBA Development League (D-League) was founded in 2001 as the official minor league affiliate of the NBA. It has since grown to 19 teams for the 2015-2016 season that have direct affiliations with NBA franchises. The D-League has proven successful at developing NBA talent, as 38% of current NBA players have D-League experience and many players are assigned to the D-League for further development. The league's attendance has also steadily increased over the past 14 seasons.
The document proposes holding a UFC event at Yankee Stadium in New York City. It would feature 11 fights over 3 hours, including a main event between Lyoto Machida and Anderson Silva. The event aims to bring UFC to a new market and establish a new tradition at Yankee Stadium. It provides details on marketing, PR plans, potential fights and fighters, and financial projections for the event.
The Sportrons Network covers over 850 sports properties including professional, minor league, college, motorsports and golf. They reach over 252 million fans at over 24,000 events per year through digital video displays. Sportrons allows brands to apply "implied sponsorship" and advertise in sports venues for a fraction of the cost of a regular sponsorship.
This document discusses the commercial targeting of children through advertising. It notes that corporations spend $15 billion annually advertising directly to children, using various mediums. Children are exposed to 40,000 TV ads per year by age 8, and 80% of global brands use "tween marketing" strategies to target 12-19 year olds. The document also examines marketing techniques like "cradle to grave" branding, exploiting children's insecurities, and the "nag factor" of pestering parents. It identifies 4 types of parenting approaches to dealing with children's consumerism. Overall, the document critically analyzes how corporations prey on children through advertising to influence their purchases and brand loyalty.
The document discusses premises liability and negligence. It defines premises liability as the legal responsibility a facility or event manager owes to individuals utilizing the venue. Negligence deals with avoidable accidents that should have been anticipated and prevented through reasonable precautions. For negligence, there must be a duty, a breach of that duty, proximate causation, and damages. The four elements of negligence are: 1) duty, 2) breach of duty, 3) proximate cause, and 4) damage.
The document discusses key aspects of emergency management for sport facilities and events. It defines FEMA as the Federal Emergency Management Agency, formed in 1979 to coordinate federal response to major disasters that overwhelm local/state authorities. The four phases of emergency management are outlined as mitigation, preparedness, response, and recovery. Emergencies can range from local to major to catastrophic depending on their scope and impact. Proper training is emphasized as critical to overcoming fear and responding effectively in emergency situations.
The document contains 15 discussion questions about key concepts related to generating revenue at sports and entertainment facilities. Some of the main topics covered include the goals of facility managers to maximize revenue, the importance of ticket sales as the lifeblood of facilities, and strategies for generating revenue through concessions, luxury suites, club seats, parking, and more. Maximizing all potential revenue streams is essential for the financial success of sports and entertainment venues.
This document contains discussion questions about the economics of sport from Chapter 14. It provides key details such as the estimated size of the global sport industry is $213 billion, Americans spent $70 billion on sporting goods in 2007, and major professional men's sports leagues have seen annual revenue increases of over 10% in the last decade. It also defines economics of sport as the study of how people within the sport industry deal with scarcity.
The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
Unauthorized merchandise. Facilities aim to maximize revenue from official merchandise sales, so policing for unauthorized/bootleg merchandise sales within the facility helps achieve this goal.
Unauthorized merchandise. Facilities aim to maximize revenue from official merchandise sales, so policing for unauthorized/bootleg merchandise sales within the facility is important.
The sports industry generates hundreds of billions of dollars annually in the United States alone. Major professional sports leagues like the NFL, NBA, NHL and MLB bring in around $17 billion combined each year. However, the total size of the sports industry, including equipment, apparel, gambling, facilities and more, is estimated between $400-425 billion annually in the US. The sports sector employs over 1.5 million Americans directly and is constantly evolving as consumer tastes, popular sports, and new technologies change over time. Sports broadcasting is also evolving with new media like the internet, DVRs, and mobile devices impacting how fans watch events. The global recession negatively impacted the sports industry starting in 2008 through reduced ticket and equipment sales
The document discusses the growth of eSports and its opportunities for business. It notes that eSports has 148 million enthusiasts globally, is a multi-billion dollar industry, and is growing rapidly in viewership and revenue. Major brands and investors are getting involved in eSports through team ownership and sponsorships. The document predicts continued professionalization and mainstream acceptance of eSports in 2017 and beyond.
Does having a NBA team improve the economic growth.docxsusanschei
The document discusses the potential economic impacts of having an NBA team in a city or country. It notes that while NBA teams can create jobs, revenue from various sources like tickets and merchandise, and tax benefits from spending, the economic benefits are not guaranteed and public costs must be considered. Whether an NBA team ultimately improves economic growth depends on factors like team management and performance, and costs need to outweigh expected benefits for it to make financial sense.
signmesh snapshot - the best of NBA leaguesignmesh
Explore the best of NBA. NBA is one of the most successful sports leagues across the world. In this report, we take a closer look at what NBA is doing to maintain leader status and stay relevant with their audience.
This document provides an overview of sports marketing in Charlotte and beyond. It discusses what constitutes a sport and defines sports marketing as applying marketing principles and processes to sports products and marketing non-sports products associated with sports. It also outlines the structure of the sports industry, including the various participants, products, and organizations involved. Finally, it provides details on the major sports teams and events in the Charlotte metro area and their economic impact.
Dealing with financial mismanagement Excerpt from Sport FuLinaCovington707
Dealing with financial mismanagement
Excerpt from Sport Funding and Finance 2nd Edition, by Bob Stewart
INTRODUCTION
Paradoxes abound in the world of sport. As we have already noted, as sport becomes popular and
more commercialized, and as it takes on a more business-like approach to its operations, it can
lose the support of those people who place a high value on sport’s traditions and its links to local
communities. A good example from Australian sport is the redevelopment of the Adelaide
cricket ground. The Adelaide Oval, as it is more commonly known, was regarded as one of the
most picturesque sporting venues in the world. This was because of its 150-year-old grandstands,
its heavily grassed and perfectly sloped viewing spaces, its heritage scoreboard and the views
spectators had of the superb surrounding parkland. It was an aesthetic masterpiece. This all
changed with its refurbishment as a major international-standard stadium. It opened in 2014
complete with three multi-tiered, ‘state of the art’ stands with sight lines that were unimaginable
under the old model. The old members’ pavilion had been subsumed into a hypermodern facility,
a large proportion of the grassy slopes had been removed, and the views of the surrounding
parklands had been erased. But the changes had also increased the seating capacity, and actually
made the seating comfortable as well. It delivered spectacular viewing positions, it provided
civilized hospitality services, and it provided the sort of toilet facilities that are now just taken for
granted in any modern entertainment venue.
The other paradox is a financial one. As noted above many times over, sport has gone through a
commercial revolution. It has secured a funding base that could only have been dreamed about
fifty years ago. The earlier chapters have provided example upon example of how and why this
has occurred, but suffice to say it has delivered spectators not only highly accessible experiences,
but also memorable ones as well. The scale of international sport’s commercial impact is
exemplified in a 2012 Forbes magazine study of the ten richest sporting events in the world. In
constructing the list, Forbes’ feature writer, Monte Burke, focused solely on the prize money (in
USD) paid out to the winner of the event or tournament. Using this simple indicator, he compiled
the following list:
•UEFA Champions League – $77 million;
•UEFA European Football Championship – $33 million;
•FIFA World Cup – $31 million;
•NFL Super Bowl – $16 million;
•MLB World Series – $15 million;
•Dubai Horse Racing World Cup Night – $10 million;
•UEFA Europa League – $9 million;
•ICC Cricket World Cup – $4 million.
Monte also included the World Series of Poker, with prize money of USD 9 million. However,
from this book’s perspective it fails to meet the conditions for being designated as a sport. It
might be high on strategy and bluff, but it has ...
The document proposes building the first soccer-specific stadium in New York City for New York City FC. It would be located in the Bronx and cost $229 million to construct. It would seat 25,000 fans and include premium amenities like suites, club seats, and concessions. Building a new stadium would solve problems like scheduling conflicts at Yankee Stadium and allow NYCFC to have its own dedicated home field and generate more revenue. The market analysis found strong demand for soccer in the area given population and income demographics. The proposed stadium design would include team facilities, media areas, and a five-story structure on the west side operating year-round.
The document contains 15 discussion questions related to facility management for sports and entertainment venues. It asks about key concepts like the goal of facility managers being to generate revenue exceeding expenses, tickets being the lifeblood as the most important revenue source, and the importance of remembering that retaining existing customers costs less than acquiring new ones. It also covers topics like mini-plans, benefits of season tickets, luxury suites, club seats, concessions revenue, and more.
The Pinnacle Dreams Sports Complex will be a large multi-sport facility with indoor and outdoor spaces for many sports. It will have artificial turf and natural grass fields, baseball and softball fields, indoor and outdoor courts, and a large indoor sports center. The complex aims to be environmentally friendly with solar power and geothermal HVAC. It expects to attract over 700,000 visitors annually from the surrounding region, including growing populations in Berks County, Pennsylvania and the major cities of New York, Baltimore, and Washington D.C. The complex offers various sponsorship opportunities for businesses to promote their brands.
The document discusses questions about the origins and governance of college sports, including how it started with a crew race between Harvard and Yale, the formation of the NCAA, and the roles of administrators like the Athletics Director, Associate Director, and Senior Woman Administrator in managing athletics departments. It also provides financial data on revenue and expenses for some public Division I college sports programs.
This document summarizes research on how Collective Bargaining Agreements (CBAs) in the NBA have impacted salary structures over time. It discusses how earlier CBAs lacked regulations, allowing large markets to outbid small markets for top talent. Stricter CBAs since 1995 have led to a more competitive marketplace. The document analyzes data from the 1990s and 2010s to compare market size premiums before and after recent CBAs. It finds the estimates suggest market size no longer causes as large of a salary premium, benefiting small market teams. Overall, the document examines how CBAs have diminished the impact of market size on salaries while still rewarding individual performance factors like being an All-Star.
The NBA Development League (D-League) was founded in 2001 as the official minor league affiliate of the NBA. It has since grown to 19 teams for the 2015-2016 season that have direct affiliations with NBA franchises. The D-League has proven successful at developing NBA talent, as 38% of current NBA players have D-League experience and many players are assigned to the D-League for further development. The league's attendance has also steadily increased over the past 14 seasons.
The document proposes holding a UFC event at Yankee Stadium in New York City. It would feature 11 fights over 3 hours, including a main event between Lyoto Machida and Anderson Silva. The event aims to bring UFC to a new market and establish a new tradition at Yankee Stadium. It provides details on marketing, PR plans, potential fights and fighters, and financial projections for the event.
The Sportrons Network covers over 850 sports properties including professional, minor league, college, motorsports and golf. They reach over 252 million fans at over 24,000 events per year through digital video displays. Sportrons allows brands to apply "implied sponsorship" and advertise in sports venues for a fraction of the cost of a regular sponsorship.
This document discusses the commercial targeting of children through advertising. It notes that corporations spend $15 billion annually advertising directly to children, using various mediums. Children are exposed to 40,000 TV ads per year by age 8, and 80% of global brands use "tween marketing" strategies to target 12-19 year olds. The document also examines marketing techniques like "cradle to grave" branding, exploiting children's insecurities, and the "nag factor" of pestering parents. It identifies 4 types of parenting approaches to dealing with children's consumerism. Overall, the document critically analyzes how corporations prey on children through advertising to influence their purchases and brand loyalty.
The document discusses premises liability and negligence. It defines premises liability as the legal responsibility a facility or event manager owes to individuals utilizing the venue. Negligence deals with avoidable accidents that should have been anticipated and prevented through reasonable precautions. For negligence, there must be a duty, a breach of that duty, proximate causation, and damages. The four elements of negligence are: 1) duty, 2) breach of duty, 3) proximate cause, and 4) damage.
The document discusses key aspects of emergency management for sport facilities and events. It defines FEMA as the Federal Emergency Management Agency, formed in 1979 to coordinate federal response to major disasters that overwhelm local/state authorities. The four phases of emergency management are outlined as mitigation, preparedness, response, and recovery. Emergencies can range from local to major to catastrophic depending on their scope and impact. Proper training is emphasized as critical to overcoming fear and responding effectively in emergency situations.
The document discusses different types of capital needed for businesses, including fixed capital for permanent assets, working capital for short-term operations, and growth capital for expansion. It compares equity capital, which involves giving up ownership stake, versus debt capital through loans. Sources of equity include angel investors, corporate venture capital, and venture capital firms. The document also outlines several federal loan programs targeted at small businesses, including EDA, HUD, USDA, SBIR, and STTR grants. It provides an example of how The Boston Beer Company supports small businesses through microloans and speed coaching services.
This document contains chapter discussion questions and information about ethics and decision making. It asks questions about externalities, the Anderson v. General Motors case, cost-benefit analysis, and the "science of exploitation". It defines key terms like objective decision making, ethics, morality, utilitarianism, and the golden rule. It also discusses offshoring, layoffs, animal testing, and how corporations legally are considered persons but cannot make ethical decisions themselves.
The document discusses consumerism in America and the power of consumers. It notes that corporations hold the most power in the economy, but consumers ultimately determine pricing and financial success through their purchasing decisions. However, consumers infrequently exert their power due to fostering of materialism and desire for goods/services. Studies show rising levels of materialism among adolescents and college students pursuing degrees primarily to make money rather than help others.
This document discusses various marketing concepts and strategies used to target consumers, especially children. It explains that the goal of marketing is to build brand awareness, adoption, and loyalty in order to persuade customers to purchase products. Marketers closely study demographics and psychographics to identify target markets. The document also examines how corporations extensively market directly to children, exploiting their vulnerabilities, and how parents influence children's purchasing behaviors. It suggests companies seek to commodify all aspects of people's lives in order to maximize lifetime customer value.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
This document summarizes key concepts around pricing strategies. It discusses the three forces of pricing: price conveys image, competition influences pricing, and focus on providing value. It also outlines three objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it describes three basic strategies for setting a new product's price: market penetration pricing, skimming pricing, and sliding down the demand curve.
Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
The document discusses different types of business capital and financing options for small businesses. It defines equity capital as financing obtained through the sale of stock, while debt capital involves borrowing money that must be repaid. Sources of equity capital mentioned include individual angel investors, corporate venture capital firms, and venture capital companies. Federal loan programs aimed at small businesses that are outlined include those from the Economic Development Administration (EDA), Department of Housing and Urban Development (HUD), US Department of Agriculture (USDA), Small Business Innovation Research (SBIR) program, and Small Business Technology Transfer (STTR) program. The document also defines three types of capital that entrepreneurs need - fixed capital for permanent assets, working capital for short-term operations,
The document discusses chapter 3 discussion questions about externalities, a lawsuit against General Motors, jury awards in the lawsuit, the "science of exploitation" applied to Nike, the 1911 Triangle Shirtwaist Factory disaster, US labor laws passed in 1938, the percentage of sweatshops in NYC, and the level of compliance with US labor laws. It also defines objective and subjective decision making, ethics, morality, rationalization, the golden rule, utilitarianism, ethical decisions corporations need to make, offshoring, layoffs, animal testing, and indirectly marketing adult products to minors.
This document contains information about risk management, facility management, and event security. It discusses the DIM process for developing a risk management plan, which involves three steps: developing, implementing, and managing the plan. It also outlines the three steps for developing a risk management plan: identifying risks, classifying risks, and selecting treatments for the risks. The document provides information on controlling access within facilities and managing the risks of injury and loss.
This document discusses pricing strategies and objectives. It outlines 3 forces of pricing: price conveys image, competition & pricing, and focus on value. It also discusses 3 objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it explains 3 basic strategies for establishing a new product's price based on whether the product is revolutionary, evolutionary, or me-too.
The document discusses various topics related to crowd management at sporting events including:
- Ohio State University's policy of allowing students to celebrate on the field after victories despite attempts to keep them off.
- The SEC's 2004 policy fining schools if fans storm the court/field after basketball and football games, with fines increasing for repeat offenses.
- The definition of crowd management as an organizational strategy to provide a safe and enjoyable environment for guests through implementing facility/event policies and procedures.
- Festival seating, where seating is up next to barricades in front of stages, which can create problems if crowds rush forward.
- Factors like crowd movement, emergencies, and addressing guest concerns that
This document discusses aging, health, and complementary and alternative medicine (CAM). It defines terms like chronological age, physiological age, and life expectancy. It states that lifestyle behaviors have a greater impact on health and longevity than genes. The document also discusses three categories of CAM therapies - natural products, mind-body medicine, and manipulative and body-based methods. Finally, it notes that almost $50 billion is spent out-of-pocket each year on CAM treatments in the United States.
The document contains discussion questions about immunity, sleep disorders, stress, personality types, and time management. Some key points include:
- Immunity involves the body's defense against invaders through lymphocytes and antibodies.
- The main sleep disorder groups are problems falling/staying asleep, excessive sleepiness, irregular sleep schedules, and sleep behaviors like sleepwalking.
- College students average 6.5 hours of sleep per night, with only 8% getting 8+ hours and 30% reporting chronic sleep difficulties.
- Stress is the body's response to any new or threatening situation, and too much negative stress can impair health through distress. The General Adaptation Syndrome describes the three stages of alarm, resistance, and exhaustion in
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
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1. CHAPTER 6 DISCUSSION QUESTIONS
1) Professional sport is any activity or skill for which the athlete is what?
2) Most jobs associated with professional individual sports are found where?
3) Professional sport can be traced to the Olympic Games that took place when?
4) The professional sportsmen at the above games were known as what?
5) During the mid-19th century who were the first athletes paid for their prowess?
6) What was the first team sport to employ professionals?
7) What team & in what year was the first professional baseball team?
8) What was & in what year was the first professional sport league?
9) What was founded in 1887 as an outlet for African American baseball players?
10) What was & in what year the first women's professional league?
11) Passed in 1961 what dramatically changed the relationship between the media & professional sports?
12) What 4 aspects of professional sport distinguish it from other industries?
13) What was the first electronic medium to bring professional sport to the masses?
14) Leagues associated with professional sport need TV for what 3 reasons?
15) Define local television contracts.
16) What is the only major professional sport league that does not allow member teams to negotiate local
television contracts?
17) As late as 1950, gate receipts & concessions accounted for more than what % f the revenue of professional
teams?
18) How are licensing revenues generated?
19) Define sponsorship.
20) Beyond executive positions, jobs associated with professional sport teams typically fall into what 2
categories?
2. PROFESSIONAL SPORT
“ANY ACTIVITY OR SKILL FOR WHICH THE ATHLETE IS
COMPENSATED.”
DID YOU REALLY
THINK I WOULD
POST A
BASKETBALL
PICTURE?
3. WORLD’S HIGHEST PAID ATHLETE
TIGER WOODS
-$75 MILLION/YEAR.
-$127,902,706/YEAR INCLUDING ENDORSEMENTS.
-FIRST ATHLETE TO EARN $1 BILLION IN EARNINGS & ENDORSEMENTS.
4. WORLD’S 2ND HIGHEST PAID ATHLETE
SAMUEL ETO’O
-35.7 MILLION POUNDS ($54+ MILLION) / YEAR EXCLUDING
ENDORSEMENTS.
5. WORLD’S 3RD HIGHEST PAID ATHLETE
KOBE BRYANT
-$28.7 MILLION/YEAR IN SALARY.
-$53 MILLION/YEAR INCLUDING ENDORSEMENTS.
9. HIGHEST PAID (SALARY) WNBA PLAYER
CANDACE PARKER
$105,500/YEAR (LEAGUE MAXIMUM)
$3+ MILLION/YEAR INCLUDING ENDORSEMENTS
10. -$20 MILLION/YEAR SALRY IS HIGHEST IN MLS.
-ABOUT 50 TIMES THE AVERAGE MLS BASE SALARY OF $115,000.
11. 2 MAIN FACTORS THAT HAVE AFFECTED THE GROWTH OF PROFESSIONAL
SPORT IN AMERICA:
1) MASS MEDIA
2) INCREASED LEISURE
12. MEDIA
-PROFESSIONAL SPORT IS PERHAPS THE ONLY ACTIVITY THAT DEFIES THE
COMMERCIAL NORM.
-THE MEDIA USUALLY EXPECTS TO BE PAID FOR CARRYING PUBLICITY FOR
NON-MEDIA ORGANIZATIONS.
-IN PROFESSIONAL SPORT THE MEDIA ARE EXPECTED TO PAY FOR THE
PRIVILEGE OF DOING SO.
-2014-2022: CBS, NBC, FOX, & ESPN WILL PAY A COMBINED $39.6 BILLION FOR
THE BROADCASTING RIGHTS TO NFL GAMES.
-2010-2014: CBS & TURNER BROADCASTING WILL PAY A COMBINED $10.8
BILLION FOR THE BROADCASTING RIGHTS TO NCAA MEN’S BASKETBALL
TOURNAMENT.
13. INCREASED LEISURE
-JUNE 10, 2012: RED SOX SET THE RECORD FOR LONGEST REGULAR-
SEASON SELLOUT STREAK IN MAJOR U.S. SPORTS WITH THE 745TH
CONSECUTIVE SELLOUT.
-NBA’S PORTLAND TRAIL BLAZERS RECORDED 744 CONSECUTIVE
SELLOUTS FROM 1977-1995.
14. MOST JOBS ASSOCIATED WITH PROFESSIONAL INDIVIDUAL SPORTS
ARE FOUND WHERE?
SPORT MANAGEMENT AGENCIES
SPORT MARKETING AGENCIES
15. SPORT MANAGEMENT AGENCIES
SMG
WORLDWIDE ENTERTAINMENT & CONVENTION VENUE MANAGEMENT
-WORLD LEADER IN VENUE MANAGEMENT
-FOUNDED IN 1977 WITH THE MANAGEMENT OF ITS FITST FACILITY,
THE LOUISIANA SUPERDOME
16. SPORT MARKETING AGENCIES
IMG
GLOBAL LEADER IN SPORTS, FASHION, & MEDIA
-FOUNDED IN 1960, IMG CONNECTS BRANDS & AUDIENCES THROUGH
SPONSORSHIPS, LICENSING, MEDIA, CONSULTING, VENUES, TRAINING,
& TALENT MANAGEMENT
-GLOBAL LEADER IN TALENT REPRESENTATION, COLLEGIATE
MARKETING, & SPORTS PROGRAMMING
17. HOW FAR BACK CAN PROFESSIONAL SPORT BE TRACED?
OLYMPIC GAMES IN ANCIENT GRAEECE IN 776 BCE
ATHLETAI
-WELL-PAID PROFESSIONAL SPORTSMEN RECRUITED FROM
MERCENARY ARMIES & TRAINED EXCLUSIVELY FOR BRUTAL
COMPETITION
-IN EXCHANGE FOR COMPETING & WINNING, ATHLETAI WERE
COMPENSATED WITH PRIZES & MONEY
18. WHO WERE THE FIRST PAID AMERICAN ATHLETES?
BOXERS, JOCKEYS, RUNNERS (EARLY & MID-19TH CENTURY)
19. WHAT WAS THE FIRST AMERICAN SPORTS TEAM TO PAY ITS PLAYERS?
CINCINNATI RED STOCKINGS (1869)
-10 SALARIED PLAYERS
-PLAYED FROM 1876-1880
20. WHAT WAS THE FIRST PROFESSIONAL PROFESSIONAL SPORT
LEAGUE?
___________________________________________________________
THE NATIONAL ASSOCIATION OF PROFESSIONAL BASE BALL PLAYERS
(NAPBBP)
1871
-1876: WILLIAM HULBERT FORMED THE NATIONAL LEAGUE WHICH
WOULD EVENTUALLY BECOME MAJOR LEAGUE BASEBALL (MLB)
24. WHAT WAS FOUNDED IN 1887 AS AN OUTLET FOR AFRICAN AMERICAN
BASEBALL PLAYERS WHO WERE NOT ALLOWED TO PLAY IN THE ALL-
WHITE MAJOR LEAGUES?
____________________________________________________
THE NATIONAL COLORED BASEBALL LEAGUE
25. WHAT WAS THE FIRST WOMEN’S PROFESSIONAL LEAGUE?
THE ALL-AMERICAN GIRLS PROFESSIONAL BASEBALL LEAGUE
(AAGPBL)
1943-1954
-FOUNDED IN RESPONSE TO DECREASED PLAYER QUALITY IN MLB
DUE TO WWII & THE POPULARITY OF WOMEN’S AMATEUR SOFTBALL
26. WHAT WAS PASSED IN 1961 THAT DRAMATICALLY CHANGED THE RELATIONSHIP
BETWEEN THE MEDIA & PROFESSIONAL SPORTS?
THE SPORTS BROADCASTING ACT
-GAVE SPORT LEAGUES AN EXEMPTION FROM ANTITRUST LAWS, GRANTING THEM
THE RIGHT TO NEGOTIATE FEES COLLECTIVELY (FOR ALL TEAMS) WITH TELEVISION
NETWORKS.
ANTITRUST LAW: A LAW THAT PROMOTES OR MAINTAINS MARKET COMPETITION BY
REGULATING ANTI-COMPETITIVE CONDUCT BY COMPANIES.
27. WHAT ARE THE 4 ASPECTS OF PROFESSIONAL SPORT THAT
DISTINGUISH IT FROM OTHER INDUSTRIES?
1) INTERDEPENDENCE
2) STRUCTURE & GOVERNANCE
3) LABOR-MANAGEMENT RELATIONS
4) THE ROLE OF THE ELECTRONIC & NEW MEDIA
28. INTERDEPENDENCE
-THE NEED FOR TEAMS TO COMPETE & COOPERATE SIMULTANEOUSLY.
-LEAGUE THINK: TEAMS MUST RECOGNIZE THE IMPORTANCE OF THEIR
COMPETITION & SHARE REVENUES TO ENSURE THAT THEIR COMPETITIORS
REMAIN STRONG.
29. STRUCTURE & GOVERNANCE
-EACH PROFESSIONAL SPORT HAS ITS OWN STRUCTURE & SYSTEM
OF GOVERNANCE TYPICALLY REFERRED TO AS THE LEAGUE OFFICE.
1) LEAGUE COMMISSIONER
2) BOARD OF GOVERNORS OR COMMITTEE STRUCTURE COMPOSED
OF THE TEAM OWNERS
3) A CENTRAL ADMINISTRATIVE UNIT THAT NEGOTIATES CONTRACTS
& AGREEMENTS ON BEHALF OF THE LEAGUE
30. LABOR-MANAGEMENT RELATIONS
-5 UNIQUE CIRCUMSTANCES & CONDITIONS RELATED TO THE LABOR-
MANAGEMENT RELATIONSHIP IN NORTH AMERICAN PROFESSIONAL
SPORT:
1) BASEBALL’S ANTITRUST EXEMPTION
2) COLLECTIVE BARGAINING
3) FREE AGENCY
4) SALARY CAPS
5) PLAYER DRAFT
31. THE ROLE OF THE ELECTRONIC & NEW MEDIA
-PLAY A CRITICAL ROLE IN DRIVING THE POPULARITY OF
PROFESSIONAL SPORT & GENERATING ADDITIONAL REVENUE FOR
ASSOCIATED TEAMS.
32. WHAT WAS THE FIRST ELECTRONIC MEDIUM TO BRING
PROFESSIONAL SPORT TO THE MASSES?
RADIO
33. TELEVISION HAS HAD A PROFOUND EFFECT ON THE DEVELOPMENT
OF PROFESSIONAL TEAM SPORT OVER THE PAST 50 YEARS
LEAGUES ASSOCIATED WITH ROFESSIONAL SPORT NEED TV FOR 3
REASONS:
1) THE LEAGUES & MEMBER TEAMS REVEIVE SIGNIFICANT REVENUE
2) TV ENHANCES THE ENJOYMENT ASSOCIATED WITH WATCHING
PROFESSIONAL SPORT EVENTS
3) TV HELPS INCREASE THE AMOUNT THAT TEAMS & LEAGUES CAN
CHARGE FOR SPONSORSHIPS
35. MEDIA CONTRACTS
LOCAL TELEVISION CONTRACTS:
-”AGREEMENTS MADE BETWEEN PROFESSIONAL TEAMS & REGIONAL SPORTS
NETWORKS.”
-PROVIDE TEAMS ADDITIONAL REVENUE BEYOND WHAT THEY RECEIVE FROM THE
NATIONAL TELEVISION CONTRACT.
-MLB, NBA, & NHL ALL PERMIT THEIR MEMBER TEAMS TO NEGOTIATE LOCAL
TELEVISION CONTRACTS.
-NFL DOES NOT.
GENERATES $85-90 MILLION
ANNUALLY FOR THE YANKEES.
36. GATE RECEIPTS
-THE 2011 YANKEES HAD A $227 MILLION PLAYER PAYROLL.
-THE 2011 YANKEES MADE $292 MILLION IN GATE RECEIPTS.
-THE 2011 RED SOX HAD A $191 MILLION PLAYER PAYROLL.
-THE 2011 RED SOX MADE $180 MILLION IN GATE RECEIPTS.
-NFL TEAMS MAKE LESS THAN 25% OF THEIR REVENUE FROM TICKET
SALES.
-MLB TEAMS MAKE 25% OF THEIR REVENUE FROM TICKET SALES.
-NBA TEAMS MAKE 33% OF THEIR REVENUE FROM TICKET SALES.
-NHL TEAMS MAKE 50% OF THEIR REVENUE FROM TICKET SALES.
37. LICENSING & MERCHANDISING REVENUES
-THE RED SOX & YANKEES ACCOUNT FOR A LITTLE MORE THAN HALF
OF ALL MLB MERCHANDISE SALES.
38. -LICENSED MERCHANDISE BASED ON SPORTS PROPERTIESTOTALED
$12.5 BILLION IN THE US & CANADA IN 2009.
-THE BIG 4 PROFESSIONAL SPORTS LEAGUES ACCOUNT FOR 65% OF
THE LICENSED SPORTS MERCHANDISE SOLD IN THE US & CANADA.
43. SPONSORSHIP
“THE ACQUISITION OF RIGHTS TO AFFILIATE OR ASSOCIATE DIRECTLY
WITH A PRODUCT OR EVENT FOR THE PURPOSE OF DERIVING
BENEFITS RELATED TO THAT AFFILIATION OR ASSOCIATION.”
-ONE OF THE MOST PERVASIVE FINDINGS IN SPONSORSHIP IS THAT
THE BEST EFFECTS ARE ACHIEVED WHERE THERE IS A LOGICAL
MATCH BETWEEN THE SPONSOR & SPONSOREE.
44.
45.
46.
47. MLB “OFFICIAL BEER SPONSOR”
ANHEUSER-BUSCH INBEV
-$20 MILLION/YEAR THRU 2018
-OFFICIAL MLB BEER SPONSOR FOR 33 YEARS
-BEER SPONSOR FOR 23 OF 29 US MLB TEAMS
48. NHL “OFFICIAL BEER SPONSOR”
MOLSON COORS
-7 YEAR DEAL (2011-2018) WORTH $375 MILLION
-BIGGEST SPONSORSHIP AGREEMENT IN NHL TUESDAY
49. WHAT ARE THE ONLY 2 COMPANIES WITH ON-FIELD PRESENCE AT NFL
GAMES?
-GATORADE (COOLERS) & MOTOROLA (HEADSETS)
-PEPSI: $2.3 BILLION DEAL THROUGH 2022 PLAYOFFS
-BRANDS: PEPSI, GATORADE, FRITO-LAY, TROPUCANA, & QUAKER
OATS
50. NBA
-BOARD OF GOVERNORS VOTED TO ALLOW ADVERTISING PATHCHES
ON JERSEYS STARTING IN THE 2014-15 SEASON
-PROJECTED TO GENERATE $100 MILLION PER SEASON, SPLIT 50-50
BETWEEN OWNERS & PLAYERS