Book contents
- Frontmatter
- Dedication
- Contents
- List of figures
- List of tables
- List of contributing authors
- Foreword
- Introduction
- 1 The virtuous circle of value creation in the sports industry
- 2 Value creation and performance criteria for sport entities
- 3 National context and profit strategy of the sport entity
- 4 Value creation in two of the most prestigious Spanish football clubs
- 5 The proto-image of Real Madrid
- 6 Value creation from the organizational structure of a sports entity
- Appendix I Why NGOs matter for the success of sporting events
- Appendix II Strategic evaluation of sponsorship and patronage
- Appendix III Structural characteristics of sport organizations
- Index
- References
2 - Value creation and performance criteria for sport entities
Published online by Cambridge University Press: 05 February 2014
Book contents
- Frontmatter
- Dedication
- Contents
- List of figures
- List of tables
- List of contributing authors
- Foreword
- Introduction
- 1 The virtuous circle of value creation in the sports industry
- 2 Value creation and performance criteria for sport entities
- 3 National context and profit strategy of the sport entity
- 4 Value creation in two of the most prestigious Spanish football clubs
- 5 The proto-image of Real Madrid
- 6 Value creation from the organizational structure of a sports entity
- Appendix I Why NGOs matter for the success of sporting events
- Appendix II Strategic evaluation of sponsorship and patronage
- Appendix III Structural characteristics of sport organizations
- Index
- References
Summary
Introduction
Approached from the viewpoint of value creation two questions are addressed in this chapter:
(1) are sport-related businesses different from others?
(2) if so, how and in what way are they different?
To answer these questions we focus on the different dimensions inherent in sport-related business including historical, economic and social capitals. Different business models are analysed, and different football clubs are compared on the basis of different indicators. Stakeholder model is evaluated. Wrapping up the chapter we assess the way sport entities create value.
If generic business is about the capture and retention of customers, sport business is more difficult to define due to the different dimensions that coexist. Indeed, on top of selling season tickets, merchandising products or television rights, the sport entity has to face other dimensions that are not capitalistic activities (Shulman and Bowen, 2001).
In that sense, it is interesting to figure out if the development of sport activities has emerged as a consequence of professional underdevelopment or the emergence of a new performance model. The answer to this question is fundamental to determine how and where the creation of value comes from in sport activities.
Information
- Type
- Chapter
- Information
- Value Creation and Sport Management , pp. 22 - 59Publisher: Cambridge University PressPrint publication year: 2010
References
and (2006). ‘Spain gets Serious in Hosting’, Sportbusiness International, December/January: 38–40.Google Scholar
(2004, 2005 and 2006). The Top 20 Richest Football Clubs.
(2005). Best Global Brands. Online, available at: (last accessed 21 February 2008).
and (2006). ‘The NGO as Stakeholder of the America's Cup’. Paper presented at the Major Sport Events as Opportunity for Development: The International Promotion of the City, Valencia.
, and (2008). ‘Iberdrola: A Utility's Approach to Sustainability and Stakeholder Management’, Journal of Business Ethics and Education, 8: 30–5.Google Scholar
, , , and (2006). ‘Real Madrid CF-Barcelona: análisis de las estrategias económica y deportiva del período 2000–2006’, Occasional Paper OP 06/12, IESE Business School, Barcelona.
(2002). ‘Energizing the Brand through the Image Power of Football: Scoring with Sponsorship’. Online, available at: (last accessed 2 February 2008).
, and (2000). ‘Corporate Sponsorship Motives among North American Companies: A Contemporary Analysis’, International Journal of Sport Management, 1(4): 283–95.Google Scholar
, and (2005). ‘Bases for Determining Need: Perspectives of Intercollegiate Board Athletic Directors and Athletic Board Chairs’, Journal of Sport Management, 19: 170–92.CrossRefGoogle Scholar
and (2001). ‘Evaluating Monitoring Mechanisms as a Solution to Opportunism by Professional Hockey Agents’, Journal of Sport Management, 15(2): 107–34.CrossRefGoogle Scholar
, and (2006). ‘Reconfiguring the Rings? A Perspective on Corruption in the Bidding Process for the Olympic Games’, Journal of Sport Management, 20: 52–73.CrossRefGoogle Scholar
and (2004). The Real Madrid Club de Fútbol, Harvard Business School Case n. 504063.
and (2001). The Game of Life: College Sports and Educational Values. Princeton: Princeton University Press.Google Scholar
(2007). ‘The Governance in Big Soccer Clubs’, in , and (eds.), Governance and Competition in Professional Sports Leagues. Oviedo: University of Oviedo.Google Scholar
and (2000). ‘Perceptions of Goals and Processes of Intercollegiate Athletics: A Case Study’, Journal of Sport Management, 14(2): 154–78.CrossRefGoogle Scholar
Accessibility standard: Unknown
Accessibility compliance for the PDF of this book is currently unknown
and may be updated in the future.
- 1
- Cited by