Strategic Management

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Strategic Management Sports Events
Organizations
Seminar

• Lionel Maltese
• Maître de Conférences Paul Cézanne University
  (Aix-Marseille III)
• Affiliate Professor Euromed Marseille School of
  Management
• Strategic Planner French Tennis Events
  (Marseille, Paris, Roland Garros, Lyon, Toulouse)

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Degree Professional course
Engineer Economist Econometrics (Magistere
2001) DEA in Management Sciences Strategy IAE
Aix-en-Pce (2001)
Doctorat (PHD) in Management Sciences Strategy
(2004) IAE Aix-en-Pce Academic Thesis in sport
events context
 Maître de Conférences  Paul Cezanne
University Strategy IUT-IAE (2004)
Affiliate Professor Euromed Marseille Strategy Spo
rts Events Management (2006)
Professional Consulting (Strategic Planner)
Event Organization (Entertainment
management) Pampelonne Organisation (Open13, BNP
Paribas Masters, Roland Garros, ATP, FFT, FFR,
Occade Sport (GPTL-ASVEL), Team
Lagardere) (2001)
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Sports Organizations ?
Media Broadcast
Sports goods Equipments
Production
Sponsors
Institutions Federations
Events Clubs Franchises
Actors
Athletes agents
Consulting Agencies
Council
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Club (or franchise) VS sport event
Professional athletes management and control

• Clubs and Franchises
• Contracts transactions and salary
• Motivation training, selection, financial
  premiums
• ? Athlete asset for the managers

• Events
• Fees (ATP, PGA for instance)
• No control of sport performance by the managers
• ? Dependency of the athletes (calendar for
  instance) and their professional associations
  (ATP, PGA, UCI)

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Main goals for this seminar !

• Sports organizations professional Events
  Clubs management stake ?
• Proposition of a new Strategic Management Model
  for these organizations !
• Understand manage key factors of success (or
  failure) sponsoring, public relations,
  reputation, physical (stadium) local factors,
  managerial skills
• Develop your professional skills on strategic
  analysis formulate Sport Organizations Business
  Plan (Development Plan) STRATEGIC PLANNER for
  sport organizations

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Focus on Event Concept

• In sports context, event is everywhere
• National Championships (every week ! NBA, MLB,
  NFL, NHL, LNF, Top 14, Premier League)
• National and International Competitions (JO,
  World Cups)
• One shot events (every year) Roland Garros,
  Tour de France, ATP, PGA, Superbowl, Formula 1
  exhibitions

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For consumers Entertainment Event
experiential service

• Key questions
• Strategic Marketing
• How to show the show ?
• How to sell, communicate, package this
  experiential service ?
• Who are our consumers B to B, B to C, C to C
  working on communities (fans difficult for an
  event !)
• Strategy
• To perform and to develop sustainable
  performances on sports measures, financial
  ratios, affluence audience

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But we need definitions (Covell an al., 2007)

• Organization  Any group of people working
  together to achieve a common pupose or goals
  thant could not be attained by individuals
  working separately 
• Management
• The coordination of human, material,
  technological, and financial resources needed for
  the organization ti achieve its goals.
• Responsibility for performance

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But what is performance for sports
organizations ?

• Performance indicators (Pis) give us an
  evaluation process that can provide objective and
  meaningful performance feedback to aid future
  decision making.
• The methods of evaluation are both quantitative
  and qualitative but all the final results depend
  upon one or more manager interpretation
• The key for sport organizations your
  stakeholder analysis.

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Sport organizations performance and stakeholders

• You can evaluate returns for
• Média
• Athletes
• Sponsors
• Institutions
• Spectators
• Cities
• Suppliers
• Owner
• .
• ? Various PIs for different objectives and
  muliple stakeholders

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Managing an event ?

• Learning by Doing operational organization ?
  Self Made Men (Jean-Marie Leblanc,
  Jean-François Caujolle, Gilles Moretton) without
  academic formation (tacit knowledge and not
  explicit see Julien Vincent presentation)
• Distinction between
• Operational activities press, ticketing, sports
  aspects, technical (stage manager) direction,
  volunteers or vacations management
• Development (you !) experts in Marketing,
  Strategy, Finances, RH THE FUTURE IN SPORTS
  ORGANIZATIONS (Jean-Michel Aulas, Jean-Claude
  Blanc, Patrice Clerc, Christian Prudhomme)
• The twice but without sleeping

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Categorization of events
Scale of impacts (attendance, media, profile,
infrastructure, costs, benefits)
High
Low
LOCAL
MAJOR
HALLMARK
MEGA-EVENT
Category of event
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Categorization of events

• Local or community events Local consumers
  (Beach events, Corrida, Snowboard Surf contest,
  ATP International Series Tournaments, National
  Events)
• Major events Media interest (coverage
  benefits) and capability of attracting
  significant visitor numbers (Formula 1, Master
  Series ATP, PGA)

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Categorization of events

• Hallmark events identified with the spirit or
  ethos of a town, city or region (synonymous with
  the name of the place) very traditional
  (Wimbledon is the best example, 24H du Man, Paris
  Dakar, Masters Evian)
• Mega events so large that they affect whole
  economics and reverberate in the global media
  (Olympic Games, FIFA World Cup, IAAF World
  Championships, Superbowl, March Madness, NBA,
  MLB, NHL Finals)

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Stakeholders in sport organizations
Private sponsors
Public sponsors
Sport institutions
Event / Club
Organisation
Athletes
Spectators
Suppliers
Media
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How to control external environment
(stakeholders) and how to be independent to
perform, to develop and maintain ?
So sport organizations are in the eye of
important actors stakeholders Our strategic
problematic is

• Now before studying strategic analytic tools
• What is Strategy ?
• What are the more sensemaking approaches to
  analyze a sports organizations and their
  stakeholders ?

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Main Strategic Approaches(Saias Métais, 2001)
POSITIONING
MOVEMENT
Resource-Based View RBV
Permanent Transformation
S.W.O.T 5 Forces
Competitive Advantage
STRATEGIC  FIT 
STRATEGIC  INTENT 
Michael Porter Co
Gary Hamel and C. K Prahalad Co
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FIT

• What business are we in ?
• S-C-P Structure Conduct Performance
• The structure of the industry will dictate the
  conduct of firms and thereby their performance
  (most popular SWOT or five-forces model
  (Porter, 1979)).
• The big illustration is the 5 Forces Model
  (Porter, 1979).

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Porters Five Forces (Industry)
Barriers to Entry
Bargaining Power of Customers
Bargaining Power of Suppliers
Competitors
Substitutes
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INTENT

• What are we able to make with what we have ?
• RBV (Resource-Based-View, Wernerfelt, 1984,
  Barney, 1991, Grant, 1991) certain assets
  (resources and capabilities) with certain
  characteristics will lead to sustainable
  competitive advantage.
• Strategy dictated by unique resources and
  capabilities of the firm (what can the firm do
  best?)

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Concepts definitions

• Resources stocks of available factors that are
  owned or controlled by the firm (Amit and
  Schoemaker, 1993)
• Capabilities a firms capacity to deploy
  resources, usually in combination, using
  organizational processes, to effect a desired
  end (Amit and Schoemaker, 1993)
• Dynamic capabilities capacity of the
  organization to renew competences to be in line
  with the changing business environment (Teece and
  al., 1997).
• Asset resource capability

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Resource Based-View VRIO model (Barney, 1991)
Value
Rareness
Resources capacities Lead to Sustained
Competitive Advantage
Organization
Inimitability
Non-Substitutability
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VRIO Properties
Implications
Is the resource or capability Valuable Rare Diffi
cult to imitate Difficult to substitute Organiz
ational

• Neutralize threats and exploit opportunities

• Not many firms possess

• Physically unique
• Path dependency
• Causal ambiguity
• Social complexity

• No equivalent strategic resources or capabilities
• Productive exploitation by the organization

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Criteria for Sustainable Competitive Advantage
and Strategic Implications
Is a resource or capability
Valuable Rare Difficult Without Implications
to Imitate Substance for Competitiveness
No No No No Competitive disadvantage
Yes No No No Competitive parity
Yes Yes No No Temporary competitive advantage
Yes Yes Yes Yes Sustainable competitive
advantage
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FIT Soccer metaphor

• The strategy (tactical) is a function of the
  external environment (rival teams
  opportunities - threats).
• The trainer has a tactic adapted to the adversary
  and the players (resources) adapt to this
  positioning (diagram of play).

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Intent Soccer metaphor
The head coach "visionary" (or manager) has
resources (players) and sets up a strategy
(tactical) starting from these forces and
weaknesses (resources), in order to face to
certain opportunities or threats of the
environment (air play, speed, physical
engagement)
??????????????
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So What ?

• How can we implement that ? Its very
  theoretical !
• Your and my job to be able to construct a
  business plan (development) with a specific RBV
  analysis (your sensemaking background), and
  furthermore
• Persuade and control our stakeholders
• Maintain our performance
• To be ready for new opportunities and threats
  because of very instable sports environment

Managing resources capabilities core
competency of a modern CEO in sport
organizations (Jean-Claude
Blancand you !)
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Categorizing resources

• Barney (1991) 3
• Physical capital technology, plants, equipment,
  geographical localization
• Human capital formation, experience, networks -
  relationships
• Organizational capital formal structure,
  control, routines, process, coordination systems
  
• Grant (1991) 6
• financial, physical, human, technological,
  organizational, reputation.
• Wernerfelt (1989) 3
• Fixed assets plants, equipment
• Blueprints patent, brand, reputation
• Teamwork effects routines, habits,
  experience

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A RBV Approach to Strategy Analysis A
Practical Framework (Grant, 1991)
4. Select a strategy which best exploits the
firms resources and capabilities relative to
external opportunities
STRATEGY
5. Identify resources gaps which need to be
filled Invest in replenishing, augmanting and
upgrading the firms resource base

• 3. Appraise the rent-genrating potential of
  resources and capabilities in terms of
• Their potential for sustainable competitive
  advantage, and
• (b) the appropriability of their returns.

COMPETITIVE ADVANTAGE
2. Identify the firms capabilities What can
the firm do more effectively than its rivals ?
Identify the resources inputs to each capability,
and the complexity og each capability
CAPABILITIES
1. Identify and classify the firms resources.
Appraise Strenghts ans weaknesses relative to
comptetitors. Identify opportunities for better
utilization of resources.
RESOURCES
We are going to develop a more practical and
specific approach for business plan
implementation
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Sport events clubs assets identification
Assets
Players coach (clubs only) Partnership (sponsoring, partners) Reputation (event, sport, players) Relational (Social capital, relational networks, Public Relations) Physical (infrastructures, stadium, territory) Organizational Capabilities (Core competences, event driven know how, project management))
Sport Event Clubs Sport Event Clubs
Financial resources  Profit centres  Ticketting
Financial resources  Profit centres  Contracts (sponsoring, Public Relations) Players (clubs only)
Financial resources  Profit centres  TV rights
Financial resources  Profit centres  Merchandising
Financial resources  Profit centres  Institutions (public subsidies)
Renown History
Renown Sport performance
Renown Affluence, audience
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RBV first model for a sport organization
Concepts
Partnership Resources
Reputational Resources
Resources portfolio
PROPERTIES ?
Players Coach (club only)
Relational Resources
Physical Resources
Core Competencies, Capabilities
Organizational team, Managers
Performance, Sucess
Sport Success
Financial Sucess
Public Sucess
Long Term
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From strategy to event marketing
Strategic Intent ? Formalize  ? Business Model ?
Business Plan (development) Exploration
exploitation Managing assets Resource
dependency - stakeholders ? External control of
the organization
Implementation
Services Experiential Marketing Segmentation B
to C B to C Packaging  hedonic emotional 
experience (services) Creation and development
of communities fostering of customer loyalty
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Success caseOpen13 1993---2008www.open13.org

• Familial professional bricolage from
  Marseille
• VIDEO

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Open13
Corporate Reputation
Sport Reputation
Reputational Resources
Partnership Resources
Relational Resources
Physical Resources
Relational competencies
CEO celebrity
Opportunism
Organizational capabilities
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Cascade of assets
Relational Resources  Axes 
Learning Organizational Capabilities
Partnership Resources
Reputational Resources
Physical resources
Stock of resources
Dynamic Capabilities  Bricolage  
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Partnership resources

• Sponsoring brand image, image transfer,
  notoriety, visibility, target specificity, TV
• Examples BNP Paribas, Louis Vuitton, Rollex,
  Peugeot, Indesit, Adidas, Nike, Fedex, Coca-Cola,
  Philips, Renault, Mercedes
• Public Relations Business relations, Employee
  relation, Government relations
• Examples of RP events PGA tour, Americas Cup,
  ATP tournaments (Open13, GPTL, RG)..

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Definition

• Provision of assistance either financial or in
  kind to an activity by a commercial organization
  for the purpose of achieving commercial objective
  (Meenaghan, 1983)
• Sponsorship involves two main activities
  (Cornwell and Maignan, 1998)
• exchange between a sponsor and a sponsoree
  whereby the latter receives a remuneration (cash
  or in-kind contribution) and the former obtains
  the right to associate itself with the activity
  sponsored
• marketing of the association by the sponsor

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Sponsor support financial or not
SPONSOR Firm, non profit organization,
institution
SPONSORED Entity individual, group,
oragnization, event Area sports, arts,
environment..
Benefits for the sponsor achieve communication
objectives
Media
Sponsor target
Sponsored Target
PUBLIC
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Strategic approaches for sponsorship

• Passion approach passion of a CEO (The dancer
  of the President) RLD (Adidas Om), Serge
  Kampf (Cap Gemini BO)
• Opportunistic approach link between a
  sponsorship project and a firm CEO (Sodexho /
  Cities Thomson / Canal )
• Strategic approach sponsorship integration with
  the global strategic communication or marketing
  strategy of a firm (banks, sport brands )

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Implementation by the event organizerTargeting
Activation Faithfulness - Innovation

• Knowledge about the sponsors activities (strategy
  marketing finance human resources)
• Event pool of communication and marketing tools
  gt Fit with sponsors needs
• Do not implement a communication tool if youre
  not able to evaluate or control it Be careful to
  overflowing effects !

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Implementation by the event organizerTargeting
Activation Faithfulness - Innovation

• Activation
• Participative actions for the sponsors and their
  target (best example NBA All Star Game
• Importance of the HOSPITALITY (B to B and B to C)
  (best example PR Village)
• Communicate about your sponsors loyalty
  (faithful)
• If you can (very rare) using your sponsorship
  evaluation about efficiency in your event !
• Innovation NTIC Buzz Marketing
  Technological innovation (MSL for instance HD
  for TV broadcast)

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Summary being sensemaking !

• Understand the sponsor needs (your customer !)
• Targeting for your sponsor (sponsor day for
  instance)
• Linking your media planning with the
  communication strategy of your sponsors
• Selecting the media
• No concurrency between the brands
• Being aware for new activations.
• Making you sponsor dependant and not the contrary
• Using strategic FIT for your sponsor but You must
  be a visionary (strategic INTENT)

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Event or Club Partneship Resources
VRIO
Linkage among resources
Sponsor Event communication (sponoring resources)
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Relational Resources

• Event Managers Social Capital (Christian Bîmes
  Jean-Claude Blanc, Patrice Clerc Jean-Marie
  Leblanc )
• Relational and business networks GPTL (Marie
  Roussille (Occade) in Lyon), Pampelonne
  (Jean-François Caujolle)

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Public Relations (PR) ?

• Public Relations is a management function which
  tabulates public attitudes, defines the policies,
  procedures and interest of an organization
  followed by executing a program of action to earn
  public understanding and acceptance. " (Edward
  Bernays)
• According to Michel Crozier (1957) Public
  Relations is a set of processes used by managers
  to gain external publics sympathy and goodwill.

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PR for events managers

• Press-relations control development
• Events creation during your event
• Political PR
•  People  exploitation (dedicated person in your
  organization)
• Construction and management of relational
  networks inside and outside your event
• Forging an  iron cage  for your event network
  be carefull about the balance between
  quantitative and qualitative interpersonal
  relationships

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Interpersonal ties efficiency (Granovetter,
1973)

• The Strength of Weak Ties, 4 criteria
• Relation duration
• Emotional intensity
• Intimacy
• Services reciprocity between stakeholders

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Physical (territorial) Resources

• Stadium Wimbledon, Roland Garros, Madison Quare
  Garden
• Territory Tour de France, F1, Rally Tennis
  (Monte Carlo), 24 H du Man, Stade Toulousain,
  Pau-Orthez, Derby de la Meije
• Infrastructures training camps and conditions

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Reputational Resources

• Event legend and history JO, Americas Cup, Le
  Tour de France, Roland Garros, Wimbledon
• Corporate Reputation FFT, Amaury, IMG, Octagon
• SUPERBOWL VIDEO

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Dynamic Capabilities and Organization

• Dynamic Capabilities processes to integrate,
  reconfigure, gain and release resources to
  match and even create market change
• Examples Stade Français (Rugby) with Max
  Guazzini or Roland Garros Brand and co-branding
  (Adidas, Peugeot, Lancel)
• Organizational capabilities Project Management
• Most organizational event Tour de France !

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Understanding the Meaning of Performance ?
Athletes Performance
Shareholders performance
Brand Exploitation ?
Event Reputation ? Performance
Event Internal Measure P.A.P.E.R Test
Sponsoring Efficiency (Partners)
PR Efficiency (Partners)
Institutional Performance
Media Performance
Stakeholders Performance
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Reputation key resource ?
Value
Rareness
REPUTATION gt Sustained Competitive Advantage
Organization
Inimitability
Non-Substitutability
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Reputation key asset but difficult to control

• Media exposition
• Being Good or Being Known (Business School cases
  !)
• Notoriety / Reputation
• Actors Reputation (athletes, coach, Managers)
  differences between local major / hallmark
  mega events

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Expressive organizations ?
Services Hospitality B to C B to B

• In the context of Entertainment and sport
  organizations (clubs events) are expressive
• Sports organizations compete based on their
  ability to express who they are and what they
  stand for.
• Emotional and symbolic expressiveness is becoming
  part of the experience of doing business
• Expressiveness strategy must serve all
  stakeholders and that means employees as well as
  customers, shareholders, creditors, suppliers,
  local or special communities, and the media.

Product Sport competition
Experience Entertainment Expressiveness
implementation Very difficult !
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Linking Identity, Reputation and Expressive
Organization (club or event) Brand
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Identity (Fombrun, 1996)

• Corporate identity describes the set of values
  and principles employees (and players) managers
  associate with a company.
• Corporate identity derives from a companys
  experiences since its founding, its cumulative
  record of successes and failures very important
  for sports organizations !

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Reputation (Fombrun, 1996)

• Reputation is the general estimation in which
  one is held by the public (American Heritage
  Dictionarys)
• A corporate reputation represents the net
  affective or emotional reaction good or bad,
  weak or strong of customers, investors,
  employees, and the general public to the
  companys name.

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Whats in a name ?

• Sports organizations names are very strategic
• Cities
• Objects, animals, groups, symbols, features
  Colts Bulls Celtics Patriots - Indians
• Sponsors BNP Paribas, H Cup , Evian Masters,
  Andros Trophy
• Moreover in a market society like ours, its
  clear that names and the reputations we
  associate with them have economic value
• Michael Jordan continued to bring in top
  endorsement income from companies like Nike,
  Hanes, General Mills and Quaker Oaks (estimated
  13 million a year)
• Jack Nicklaus, Arnold palmer (golf), Joe Montana,
  Wayne Gretzky, Andre Agassi, Zinedine Zidane

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Reputation and media

• Difficulty to control inside de Communication Mix
  (TV, Radio, Internet, Press, posting) !
• For sports organizations you can develop your
  own information for the public official website
  (very important !) and sometimes own press
  (production) or TV

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Linking Identity Name Image Reputation
(Fombrun, 1996)
Corporate Identity
Names Self-Presentations
Customer Image
Investor Image
Employee Image
Community Image
Corporate Reputation
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Brand construction and control in a very
expressive organization
Club or Event Brand
Place, City, Country
Public, Fans, Communities
Athletes brand
Sponsors brand
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Brand construction is difficult in this
contextBut

• Reputation construction and control can
  stimulate and develop your commercial brand !

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Corporate Reputations can be measured and managed

1. Reputation management
2. The Reputation Quotient

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Reputation management(Fombrun, 1996)
Visibility
REPUTATION
Authenticity
Transparency
Consistency
Distinctiveness
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Communicates Appropriately with Everyone Carries
out Visible Stakeholder Initiatives Participates
in Worthy Social Initiatives
Visible
Is Recognizably Different... Makes a Distinctive
Promise Stands out
Distinctive
Expressiveness Quotient
Walks the Talk Is Identifiable in its
Communications Conveys a Consistent Message
Consistent
States Its Beliefs Openly Discloses Information
in a Timely Fashion Shows Responsiveness to all
Stakeholders
Transparent
Is Credible and Sincere in Its Communications Is
Honest Is Appealing to deal with
Authentic
The expressiveness quotient (Fombrun and Van
Riel, 2004)
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Reputation management in action !

• You have to
• Create
• Protect
• Repair
• your reputation
• Indeed bad reputation can affect brand
  development (OM)

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But dont forget your resources reputation !

• Sponsors Brand
• PR and CEO celebrity
• Local or cultural identity
• Hospitality (stadium)
• Your history !

Being Known gt not always Being Good (Stade
Français or NY Knicks cases)
68
Reputations are magnets they help a company
attract resources (Fombrun and Van Riel, 2004)
Employees
Make jobs more attractive motivate hard work
Customers
Encourages repeat purchase builds market share
Investors
Lowers capital costs attracts next investment
REPUTATION
Media Journalists
Generates more favorable Press coverage
Financial Analysts
Affects content of coverage And recommendations
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Measure reputation Quotient (6 dimensions and
20 attributes)(Fombrun and Van Riel, 2004)
7-pt scale 7 describes very well 1oes not
describe well
Social Responsibility Supports Good
Causes Environmental Responsibility Community
Responsibility
Emotional Appeal Feel good about Admire and
Respect Trust
Products Services High Quality Innovative Value
for money Stands Behind
Vision Leadership Market Opportunities Excellen
t Leadership Clear Vision for the future
REPUTATION
Financial Performance Record of profitability Low
Risk investment Growth Prospects Outperforms
Competitors
Workplace Environment Good Place to work Good
employees Rewards Employees Fairly
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Transfer in the context of sports organizations
7-pt scale 7 describes very well 1oes not
describe well
Social Responsibility Supports Good Causes
(Ethic) Environmental Responsibility Community
Responsibility (fans)
Emotional Appeal Admire and Respect sport
athletes Passion hedonism Comsumer experience
Products Services High Quality of sport show
experience Innovative Value for money (tickets)
Hospitality
Vision Leadership Market Opportunities Excellen
t Leadership Clear Vision for the future CEO
celebrity
REPUTATION
Financial Performance Record of profitability Low
Risk investment Growth Prospects Outperforms
Competitors Media returns - affluence
Stakeholders performance
Workplace Environment Good Place to work Good
employees Volunteers management
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Mega Event
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Remarks

• Communication fit with the actuality ?
• Merchandising and memory ?
• Identity and Reputation places french
  inheritance
• The athlete is known because of the event
• Difficulty to target popular event
• Caravane sponsoring unicity
• Event director charisma and celebrity
  Jean-Marie Leblanc ? Christian Prudhomme

73
Questions ?

• How do you manage an exceptional (mega) event ?
• Development ? Innovation ?
• Answers ?
• You have to maintain your level !
• Reputation management (creation protection
  (doping) repair) pivotal resource !
• If you can transform your event reputation into
  a brand
• External control (sponsors media institutions
  communities)

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Reputation ? Brand
Roland Garros
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5 principles Reputation Management For Roland Garros
Be visible Media choice (F2-3) Stadium evolution
Be authentic Traditional identity History respect (museum)
Etre consistent Sport advantage Sponsors control (colors on the court)
Etre distinctive Sport exception Grand Slam Clay courts Physical impacts
Etre transparent Communication (ex players) FFT is an association (now difficulty with Christian Bîmes)
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Physical Resources
Relational Resources
Partner Resources
Reputational Resources
Corporate Reputation
Sport Reputation
Exploitation
Protection
Learning
Forecasting
Organisational Capabilities
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Cascade of assets
Reputational Resources  axes 
Learning Organizational Capabilities
Partnership Resources
Physical Resources
Relational Resources
Stock of resources
Dynamic Capabilities  Bricolage  
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Jean-Claude Blanc resources management
strategist
TV Rights 32 million
Public Relations 31 million
Sponoring 25.5 million
Ticketting 21 million
Equilibrium Resource-Based (2001-2006)
No Resources Dependency External control of
the environment rents optimization (most
important in France)