ESS 130

Select the best alternative(s) (rational model)

- actually selecting the best choice out of how nay - moving forward with decision because you believe its the best

Implement the alternative (rational model)

- course of action - bring to light what your trying to achieve

group norms - development

- cultural values and past experiences - attitudes, beliefs, and knowledge -communication is critical to sharing experiencers

talkers (problem members)

- They have something to say about everything. - Dominate discussions and drown out other voices. - Cause problems with cohesion and create conflict.

arguers (problem members)

- They like to be the center of attention. - View everything as a win/lose situation (they don't like to lose).

Identify decision alternatives (rational model)

- about a collaborative meeting - generating as many alternatives as possible to better boost revenue for organization - Generating Unlimited Alternatives

Non-programmed decision (structure)

- decisions that are non routine and non reoccurring - looking at 5 cities for new franchise - monumental decision - buy out new competitor

group norms - enforcement

- group pressure is a powerful influence over health behaviors - rarely does one individual set a entirely new norm, but its leaders do have the power to help perpetuate or shift them - can be positive or negative in origin

Diagnose the problem (rational model)

- key word surveying - about research and understanding consumer base as well as what competitors are doing that you are not - Customers & Rivals Perspectives

programmed decisions (structure)

- lower half of chart - policy systems and some structures given to employees to follow protocol - reoccurring and routine decision making

organizing stage

- process of delegating and coordinating tasks and resources to achieve objectives - assigning jobs and tasks (staffing - selecting, training, and evaluating employees - (example) in money ball where brad Pitt tells Chris Pratt he is going to be placing first base now and not catcher

controlling stage

- process of establishing and implementing mechanisms to ensure that objectives are achieved - measuring can be by way of personal observation, break-even analysis, oral and written reports - corrective action is coaching or performance management, if bad then take disciplinary actions - (example) in money ball when brad Pitt is motivating each player about what he needs them to do

leading stage

- process of influencing employees to work towards achieving goals - communicating to everyone what their role is and how impactful it is - communicate objective first, then motivate - (example) in money ball brad Pitt telling black guy that he needs to be a leader in this system if its going to work

group norms

- shared expectations of members behavior - it can develop in many situations: during practices, during completion, social situations, off-season, etc..

Storming (Group/Team Development)

- starts to dip right off the bat - low commitment - moderate competence - consultive leadership (listen 80% of time and facilitate 20% of time)

planning stage

- typically starting point in management process - process of setting objectives in advance - how where and when will they be met - (example) in money ball where brad Pitt is telling old scouts how they are going to start doing it now

Norming (Group/Team Development)

- variable commitment - higher competence - participatory leadership - instead of dictating, your actually showing them how

Analyze the alternatives (rational model)

- weighing the pros and cons - look at many variables to see what creates most productive outcomes with minimal costs

Delphi Technique (Decision Making Tree)

A series of confidential questionnaires are used to refine a solution. - Think: Gaining expert opinions on particular interests. - survey and research who bulk share is specific target audience, and adhere to their needs

Nominal Grouping (Decision Making Tree)

A structured voting system used to generate and evaluate alternatives (List + Record + Clarify + Rank the Ideas + Discuss + Vote). - Think: Implemented system for those who can't make up their mind. - no authoritative figure to make final call, team uses a secret vote on final decision.

Monetizing Audiences (Revenue Analytics)

reasonably breakdown how you make money of each subset understanding logistics each key demographic of target audience infer back on overall pool of target audience

perennial losers (The Winning Fallacy)

5 motivational factors 1. socialization: feeling apart of the tribe, it is bigger than you 2. performance: exceeding expectations -- overperform in moments (not just about winning) 3. excitement: digestion and reaction to (talent perforce) 4. esteem: reactionary - positive and negative - it is about how we feel - the whole fan base 5. diversion: distraction through escapist entertainment

consistent (decision making style)

some decisions need immediate decisions some take time (ie. will take a lot into account building new stadium)

American Society for Quality (ASQ) (from outside)

ASQ is the world's leading membership organization devoted to quality. ASQ is the global voice of quality; it provides education, training, and certification.

SWOT (The Science of the Strategic Process)

Analysis of the Sport Organization's Strategy: - Assess Present Situation - Analyze S.W.O.T. - Make Conclusions - Decide What Issues to Address S.W.O.T. - Strengths - Economy, city's operating budget, no exiting taxation from other venues. - Weaknesses - Unemployment rate, low median household income, taxation for other venues. - Opportunities - Maximizing bookings and job opportunities. - Threats - Surrounding sport franchises, fandom issues, facilities, and events.

Probability Theory

Analysts use probability theory to help managers make decisions in risky environmental conditions. A probability for the chance of success or failure is assigned to each alternative. Expected value, which is the payoff or profit from each combination of alternatives and outcomes, is then calculated. It is commonly used to determine whether and how much to expand sport facilities to select the most profitable use of finances or to determine inventory levels.

Decline (Product Life Cycle)

As the product nears the end of its life cycle, sales decrease. A product can be in decline and remain profitable for many years. In the business' portfolio, aging products are considered dogs and may eventually be divested. The company's strategy must change from that of stabilizer-defender to turnaround and retrenchment and back to prospector and analyzer as the company needs replacement products to stay in business.

Break-Even Analysis

Break-even analysis involves forecasting the volume of sales and the cost of production. The break-even point (payback) occurs at the level where no profit or loss results. Break-even analysis is commonly used to determine the number of tickets that need to be sold to cover the cost of an event. The break-even approach calculates the number of years it will take to pay back the initial cash investment.

Defend (adaptive strategy)

Businesses that implement a defensive strategy stay with their current product lines and markets and focus on maintaining or increasing market share. PepsiCo's Gatorade is defending its position as the leading sport drink against the rival Coca-Cola POWERADE brand.

Capital budgeting

Capital budgeting is used to analyze investments in assets that will be used to generate revenues, such as machines to make sport products and equipment to provide a food service at games. It's used for make-or-buy, fix-or-replace, upgrade-replacement, and rent/lease-or-buy decisions. It's used for make-or-buy, fix-or-replace, upgrade-replacement, and rent/lease-or-buy decisions. Discounted cash flow takes into account the time value of money because the value of a dollar you get today is higher than that of a dollar you will get in the future through a capital expenditure.

certainty (Decision Making Conditions)

Certainty - is when the manager knows exactly what the available alternatives are, and the costs and benefits of each alternative; understanding the outcome of each. I.e. new flooring, call around to multiple companies, but will find the best option, making that certain

Merchandise (Revenue Generating Framework)

Clothing & Apparel Licensed Goods

Product Differentiation (Competitive Strategies)

Companies that implement a differentiation strategy stress the advantages of their products over those of their competitors. Nike, Spalding, Reebok, Adidas, and others use their logos in prominent places on their products to differentiate them—indeed, the logos themselves become a selling feature.

Focus (Competitive Strategies)

Companies that implement a focus strategy target a specific regional market, product line, or buyer group. Focusing on a specific target segment or market niche, the business may use a differentiation or cost leadership strategy, but it shouldn't use both. It would be very difficult to compete head-on with Sports Illustrated or Street & Smith's, but lots of smaller magazines that focus on just one sport are making good profits, as are websites.

Cost Leadership (Competitive Strategies)

Companies that implement cost leadership strategies stress lower prices to attract customers. Walmart sells more brand-name sport and recreation goods than any other company in the world.

Concurrent Controls (Organization Systems Control)

Concurrent controls are actions taken during transformation to ensure that standards are met. The key to success here is quality control. In team sports, a preliminary control is assigning positions and practicing plays for the game. However, as the game is being played (transformation), concurrent controls are used to select who plays what position and which plays to run throughout the game to win. A major concurrent control is player assistance out on the course. If players are not satisfied, player assistants know it early on and fix the problem before the game is over.

Growth (Product Life Cycle)

During the growth stage, sales expand rapidly. When analyzer companies see that a prospector company is doing well, they may try to bring out their own version of the product. Analyzer companies may use differentiation, focus, or cost leadership to gain market share during their product's growth stage. They may lower prices, even though this reduces profit per unit, to gain market share.

Consensus Mapping (Decision Making Tree)

Group categorizes or clusters ideas rather than choosing a single solution (the entire team deliberates and finalizes a decision). - Think: The process gives the answer rather than the vote. - use whiteboard to make visual picture of needs and objectives of each sub department

Brainstorming (Decision Making Tree)

Group members generate as many alternatives as they can in a short time period. - Think: How can we make live SEC football games better for the future? - authoritative figure makes final endearment on which alternative to implement - generating and implement in timely manner

Analyzing Regressions (Revenue Analytics)

Helps quantify the potential value of these attributes. Marketing Dollars (independent variable) targeted at the paid attendance (dependent variable). Paid Attendance =Impact of Family Weekend Marketing X Amount of Weekend Marketing Dollars Spent + Paid Attendance Levels if No Marketing Occurred Weighing out how we can spend money on a poetical return known the logistic of our target audience

Situational Analysis (The Science of the Strategic Process)

How do you fit within market space? Opportunities & Options: Landscape of the market you are entering How large is the market? Who are my competitors? What is the potential growth? Think location, demographics and population sizes by city/county, target fan base, etc. - working outside in

International Organization for Standardization (ISO) (From outside)

ISO is the world's largest developer and publisher of voluntary international standards. Most multinational organizations have ISO certification, and they require suppliers they do business with to be certified to ensure quality. However, ISO doesn't provide certification or conformity assessment; external independent certification bodies provide the ISO certification.

Strategic Planning:

Management develops in advance how they will live up to the mission they set forth, as well as accomplish long-term objectives. - upper level management setting up end goal (3-5 years) Longer than a year Top level management The End Goal

Operational Planning:

Management generates a plan in advance to obtain short-term wins. Year or less Middle to lower level management & staff Means to accomplish objectives and goals - mini goals

Sport Governance (from outside)

Many sport organizations are also monitored and controlled by external bodies of governance, including most professional leagues. We have discussed many of these bodies: FIFA and its executive committee monitor all soccer activities; the IOC monitors all Olympic activities; the PGA is the regulating body for golf; each Jewish Community Center is monitored by the JCCA (JCC Association of North America); and each individual YMCA is governed by the rules of the World Alliance of YMCAs. These organizations establish rules and regulations that every member must follow, but sport authorities such as the IOC look out for the interests of all stakeholders.

Social Proof (Influence Principles)

One important mean that people use to decide what to believe or how to act in a situation is to look at what other people are believing or doing. Compliance comes from - if it works for them, then it will work for me. Social proof is most influential under 2 conditions: Uncertainty Similarity

reflective (decision making style)

Opportunities = slow, needs to analyze loves info and hoards it looks at statistical value seen as wishy washy, can't make up mind and miss out on immediate opportunities

Expectations (Bias in Our Perception)

Our expectations also bias our perceptions. Many of us don't really listen to each other. We hear what we expect to hear. Another expectation bias is the "like me" assumption— that others perceive things as we do because they are like us.

Frame of Reference (Bias in Our Perception)

Our frame of reference is our bias for seeing things from our own point of view. Managers and employees tend to have different perceptions. Try to see things from others' perspective, and give them effective coaching feedback so they can better align their perceptions of their skill level with yours. It also helps to explain to them why you make decisions, like benching a starter.

Competitive Advantage or Disadvantage (The Science of the Strategic Process)

Outcome of SWOT What is the initial outcome: Did you...Distinguish the organization from its competitors? Provide positive economic benefits? Create new marketing vehicles? Allure sponsorships? Enhance the fan experience?

Property Taxes (General Obligation bonds)

Paid by real estate and personal property owners. - Think: how it would impact long-term residents of the city.

Liking (Influence Principles)

People prefer to say YES to individuals they know and like. Research shows that - - Physical beauty provides an advantage in social interactions. - Attractive people are considered more persuasive (wants & changes). - Individuals we admire can be more persuasive (based on our admiration). - By connecting themselves or their products with positive things, we seek to share in the positivity through the process of association.

Scarcity (Influence Principles)

People will assign more value to opportunities when they are less available. Since things that are difficult to attain are typically more valuable, the availability of an item/service/experience can serve as a shortcut cue to its quality. As things become less accessible, we lose freedoms. We are most attracted to scarce resources when we compete with others for them.

Preliminary Controls (Organization Systems Control)

Preliminary controls anticipate and prevent possible problems. One major difference between successful and unsuccessful managers is their ability to anticipate and prevent problems rather than solve problems after they occur. If preliminary controls work, you don't need to fix a problem. Effective planning and organizing are part of preliminary control, which is also called feedforward control. A typical preliminary control is preventive maintenance. Many production departments and transportation companies or departments routinely tune up their machines and engines to prevent breakdowns.

Quantitative Analyses

Quantitative techniques use mathematical analysis to assess alternative solutions. Microsoft Excel spreadsheets and other software make this process easier. Recall our MLB Moneyball example and the increasing use of statistics (big data) in baseball and other sports at all levels

Conscientiousness (Big Five Personality Traits)

Responsible = Dependable Irresponsible = Undependable

Subsidies (Revenue Generating Framework)

Revenue Sharing Government Funding Pledges/Donations

risk (Decision Making Conditions)

Risk - is when a decision maker has a basic understanding of the available alternatives, but the potential cost and benefits associated are uncertain. basic understanding of available alternatives

Selectivity (Bias in Our Perception)

Selectivity is the manner in which we focus on information to favor the outcome we want. often find information that supports our point of view yet ignore information that does not; or we only see and hear what we want to. A related bias is the halo-horns effect, in which we judge others based on our perception of a single trait of theirs or simply whether we like or dislike them. (A person with a halo can do no wrong—a person with horns can do no right.)

Stereotyping (Bias in Our Perception)

Stereotyping happens when we project the characteristics or behavior of an individual onto a group. Negatively stereotyping people can also hurt their self-perceptions and performance. Don't let stereotyping get in your way of seeing true strengths and true weaknesses. Managers can then provide opportunities for nonstereotypical, qualified applicants.

Occupational Taxes (General Obligation bonds)

Taxes and fees levied on particular jobs (trades or professions) and businesses - such as license fees, permits and or gross receipts tax. interchange names such a professional tax

Sponsorship (Revenue Generating Framework)

Team Sponsorship League Sponsorship

Media (Revenue Generating Framework)

Television Digital Mobile

Revenue bonds

banking that your facility has the ability to fund back loan to city officials Gate Revenue Parking Concessions Merchandise Luxury Suites Rentals Maximized Bookings

Analyze (adaptive strategy)

The analyzing strategy is in the middle of the continuum between prospecting and defending. Business units that analyze move into new markets cautiously and deliberately, or they seek new opportunities to offer a core product group. Analyzers tend to let the prospectors come out with the new products, and if the products succeed, analyzers will come out with the same products.

Product Life Cycle

The product life cycle is the series of stages—introduction, growth, maturity, and decline—that a product goes through over its lifetime.

Prospect (adaptive strategy)

The prospecting strategy calls for aggressively offering new products or entering new markets seeking growth opportunities. Businesses that successfully implement a prospecting strategy tend to be the most successful. Modell's sporting goods continues to open new stores to enter new markets to compete with Dick's.

Consumer Discretionary (sponsorship streams)

based on expendable income, items that aren't necessarily needed.

STEP 4: Select the Most Feasible Alternative (end at Big Data)

There is a good reason for this: Generating and evaluating alternatives at the same time tends to kill creativity and often leads to satisficing. So after generating evidence-supported alternatives, you analyze them using analytical thinking. But notice that step 4 says "the most feasible"; the most feasible alternative may not always be the best alternative because we have limited resources. To assist you in this process, become familiar with (if not adept at) two types of techniques: quantitative analysis and cost-benefit analysis.

wanderers (problem members)

They are distracters (digresses, jokes too much, and changes the subject). • Provide roadblocks to completing tasks (high maintenance and low task oriented).

silent ones (problem members)

They do not give the group/team the benefits of their input. - Sometimes lack confidence.

the bored (problem members)

They don't pay attention (whatever the reason).

The Social Loafer (problem members)

They don't take responsibility and do their fair share of work. • Sometimes refuses to perform

Queuing Theory

This technique addresses waiting time. Using too many employees to wait on customers or fans is an inefficient use of resources and is costly. Event managers use queuing theory to determine the optimum number of ticket takers to reduce customers' waiting time when entering an event or game. Retail Dick's stores use queuing theory to determine the optimum number of checkout clerks, and Wilson Sporting Goods production departments use it to schedule equipment maintenance.

Gameday (Revenue Generating Framework)

Ticket Sales Concessions Parking

uncertainty (Decision Making Conditions)

Uncertainty - is the decision alternatives and their potential outcomes are both relatively unknown; no historical data or past experience to base a decision. - no historical data or past experiences to go off of in implementing your decision

Events (Revenue Generating Framework)

Venue Audience Appreciation

Authority (Influence Principles)

We are systematically socialized to obey legitimate authorities. In one study, acting contrary to their own preferences, psychologically healthy individuals were willing to deliver dangerous and severe levels of pain to another person because they were directed to by an authority figure.

Introduction (Product Life Cycle)

When a new product (a question mark in the business portfolio) is introduced, a prospector company tries to clearly differentiate it while using a focus strategy. That is, the company will focus on getting customers to embrace the product. Resources will be used to promote (advertise) the product and to get production up and running. Prices typically are higher at the product's introduction because there is little, if any, competition. Prices decline as sales volume increases because economies of scale allow for lower product unit costs, and prices also drop as new competing products appear.

Maturity (Product Life Cycle)

When a product is mature, sales may grow slowly, level off, and even begin to decline. In a saturated market, the company's strategy changes to one of stability (a defensive strategy). Cost becomes an issue, and cost-cutting efforts are emphasized. Mature products are usually cash cows.

Openness to Experience (Big Five Personality Traits)

Willingness = Try New Things Very Afraid =Change

Evaluate the decision (rational model)

a lot like controlling - measuring if objective was truly met and influences organization - monitoring I.E. Gate revenue up 16% Website visits up 200% Sponsorship inquires increase*in comparison to previous event, 6-months ago

Monitor the decision environment (rational model)

a lot like planning about and objective, end goal, purpose how you fit in market place- economic conditions, how many competitors in location

WIFI accessibility (Technology Integration, inside venue)

a lot of stupid adios investing a ton of money making sure there is solid strong wifi access helps utilize social media, trivia questions, other games

Define the problem (rational model)

all about some what of a negative situation - trying to problem solve - variables that are impeeding you what do I have to do to fix situation

In-game events (In-game Experiences, inside venue)

also heavily sponsored by outside organizations giveaways and promotional items I..e. beat the freeze, baseball running half court shot or long putt mini entertainment stints in between periods, half, quarters

Projection (Technology Integration, inside venue)

bringing a lot of thematic entertainment aspects to pregame or halftime where project virtual graphics on court or ice get fans excited, over come exhaustion continue to be build upon and integrated over time

Business Level Strategy (adaptive strategy)

business-level strategies are commonly called adaptive strategies. These correspond to the grand strategies, but their emphasis is on adapting to changes in the external environment.

Mining Data (Revenue Analytics)

capturing the demographics of your consumer, who's likely to spend where, and what are current patterns that will help you make better decisions. The process of examining large quantities of data to find patterns or commonalties (how independent variables drive dependent variables). CRM: customer relationship management, software that tailors that info

agreeableness (Big Five Personality Traits)

cooperators = high performance competition = low performance

emotionalism (Big Five Personality Traits)

emotionally = stable emotionally = unstable

Space conversions (Eventizing Integration, inside venue)

every arena doesn't have to have whole facility used and leased out try to find unique ways to lease of sub components of that arena wedding at home plate, hosting small meet and greet, unique to allow outside entity to use only portions of stadium for personal leisure

extroversion (Big Five Personality Traits)

extrovert = outgoing introvert = shy

Groups vs. Teams

groups - Clear Leader Independent Workers Leader Evaluates Performance Individual Rewards Leader Sets Objectives Teams - Shared Leadership Interdependent Workers Members Evaluate Performance Individual and Team Rewards Team Sets Objectives everyone thinking as one, hopefully more consistent output

Forming (Group/Team Development)

high commitment - low competence - autocratic leadership

performing (Group/Team Development)

higher commitment -- high competence - maximum potential - empowerment leadership

Concession interactivity (Technology Integration, inside venue)

his cost of finding part time employees to man concessions stands, now integrate technology to have tech driven concession stand walk in and choose what they want and pay like a self checkout less waiting time self serve

competition (group cohesiveness)

internal - member focus on outdoing each other (lower cohesiveness) external - focuses on pulling together to beat rivals (higher cohesiveness)

Reciprocation (Influence Principles)

making consumer think their getting more than what they paid By virtue of the reciprocity rule, we are compelled to the future repayment of any favors, invitations, gifts, etc. I.e buy one get one free Web of Indebtedness: Gaining another's compliance is its power. Making a concession to stimulate a return concession.

Sport conversions (Eventizing Integration, inside venue)

maximize bookings how facility its self can continue to generate revenues look for other professional sport entities to share lease space stadiums that can convert for different sport

Customer service (In-game Experiences, inside venue)

most areas have designated areas with facility that offer exclusive opportunity for fans to get first time certificates or helping out logistics that facility has to offer

Event conversions (Eventizing Integration, inside venue)

not sport specific find other events that can be hosted within your space concert, disney on ice, or powerful lecture

group cohesiveness (6 factors)

o.s.h.p.c.s

Tailgating (Integrations-outside venue)

only certain sports benefit from this, d1 football can have themed events outdoors

reflexive (decision making style)

opportunities = pounce on immediate opportunities - not biggest hoard of info, go on gut decision perception = quick decisions

Consumer Staples (sponsorship streams)

products and goods the are bought for everyday home use

periodic winners (The Winning Fallacy)

psychology of sports fandom The vast majority of organizations fall into this category This parity means that a number of different teams or athletes are competing for a title in professional, collegiate, amateur sports...every year. More often than not, it does not work in their favor. Thus, winning in other categories (revenue, brand, and impact) - can be as big as winning the big one.

Extension equity (In-game Experiences, inside venue)

referring to new creative and innovative ways to get fans in social setting beyond sitting in simple seat i.e. smash room flyers offer or hawks remove seats behind hoop and have standing room bar social setting big key thing within arenas

adjourning (Group/Team Development)

reorganization ---- forming

Venue extensions (Integrations-outside venue)

slowly starting to build favorite leagues are building unique facilities that aren't aren based that are replica of it placed in high tourist based areas such as nba experience build at downtown Disney distract allows plethora of different tourists around the world to walk into NBA experience and be immersed with all 32 NBA teams educating about game, players, and history, unique tech and activity based exercises that gets the fan fully immured in NBA world

General Obligation bonds

specific taxation from the public Property Tax Occupational Tax Hospitality Tax General Sales Tax

strategy vs plan

strategy - focuses on end goal, enclosing years to come of what we need to do, logical step by step plans - more tailored to specific sub divisions who try to achieve one objective at a time

General Sales Tax (General Obligation bonds)

taxing any good other than food for home use and prescription drugs Paid by both residents and visitors, which is imposed on nearly all transactions (although sales of food for at home use and prescription drugs are exempted)

Apps (Technology Integration, inside venue)

teams are smarter in how they navigate and informing the fan apps that tells everything areas houses, concession, merchandise, where seats are can give time length for waist for bathroom or concessions

perennial winners (The Winning Fallacy)

teams performance > direct impact on brand equity brand equity: 1. fan equity: teams revenue based on teams performance and market characteristics - statistical models are used to create an apples-to-apples type of comparison to avoid distortion due to differences in market size and winning rate 2. social media equity - focuses on how many fans a team has online (followers) rather than fans willingness to pay higher prices - interconnectivity >> teams/athletes 3. road equity - measure great road attendance - based on fans traveling with the team - national following -(mile radius factor, fan migration factor)

Participation (group cohesiveness)

the more equal the member participation, the higher the group cohesiveness

Homogeneity (group cohesiveness)

the more similar the group (people), the higher the cohesiveness. However, diverse groups outperform homogeneous ones

success (group cohesiveness)

the more successful the group is a achieving objectives, the higher the cohesiveness

size (group cohesiveness)

the smaller the group the higher the cohesiveness (3-9)

objectives (group cohesiveness)

the stronger the agreement(commitment) to achieving the groups objectives, the higher the cohesiveness

Hospitality Taxes (General Obligation bonds)

trying to tax out of towners Paid by out-of-town visitors, such as rental cars and hotel visits.

Determining Willingness-to-Pay (Revenue Analytics)

understanding what your current market conditions are willing to pay top dollar willingness to pay - price = customer value looking how you set price margin and how send market is contribution to new perceived value of that ticket

Stadium tours (Eventizing Integration, inside venue)

unique and special experiences to connect fans to favorite sports teams offered year round more reasonable and accessible during offseason bring fans closer to teams like never before 1v1 connection

City logistics (Integrations-outside venue)

unsung hero is stadiums placement can revive local entities around that arena i.e. capitals new arena made sure it was adjacent from china town

Commitment & Consistency (Influence Principles)

value, if I have a product that brings me substantial value Im more inclined to buy that good. The tendency for consistency comes from 3 places: - Good personal consistency is highly valued by society. - Provides a beneficial approach to daily life. - Valuable shortcut thru the complexity of existence. Within the realm of compliance, securing the initial commitment is key

Promotional items (In-game Experiences, inside venue)

variety of local organizations that sponsor giveaways to a variety of fans who first enter in area or stadium

Development of the Mission (The Science of the Strategic Process)

what is your why? what do you stand for why should we care? Four Essential Components: 1. Aims & Values 2. Key Market 3. What do you Provide? 4. Distinction The mission statement implies The Who & The Why of the Sport Organization

Setting Objectives (The Science of the Strategic Process)

what the strategic to operational plan is Goals state general targets to be accomplished. Objectives state what needs to be accomplished by target date. Evaluate to see whether this worked.

Defining Revenue (Revenue Analytics)

whether want to increase volume of goods sold or want to increase the price of each good sold

Community relations (Integrations-outside venue)

which organizations do there best to partner with non profit causes to get back to the community draw fans and community back in support of franchise