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2017/2018  KAN-CCMVV2606U  Sport Management and Marketing

English Title
Sport Management and Marketing

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Sven Junghagen - MPP
Main academic disciplines
  • Management
  • Marketing
  • Strategy
Last updated on 22-02-2017

Relevant links
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: To achieve 12, as the course’s final grade, the student must perform the following:
  • Discuss the underlying assumptions for the study of Management and Marketing in the context of sport
  • Select and apply models, concepts and theories towards a given practical problem
  • Present argumentation for the relevance of the selected models, concepts and theories
  • Synthesise and deduce new models that can be used towards practical problems of Management and Marketing in the context of sport
Course prerequisites
The course requires a basic understanding of Management, Marketing, and Strategy
Examination
Sport Management and Marketing:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Written assignment
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
* if the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Course content and structure

The aim of this course is to provide an understanding of management and marketing issues in the context of sport. Sport has turned from being a movement driven by amateur ideals to a highly commercialised industry. As an example, the aggregate revenues in the European football market exceeded € 20 billion in 2015.

 

The transformation is mainly due to globalised television and the resulting commercialisation. Therefore the management of sport organisations today resembles traditional business management to a fairly high extent. However, there are many differences in the principles of management and marketing as well, which will be discussed during the course.

 

The knowledge in this course can be used by students that find a future interest in the context of sport. That could be e.g.  in a marketing role of traditional industries doing marketing through sports, or as marketers in sport organisations, or in managerial roles in sport and event organisations. 

 

Main topics to be covered in the course include:

 

- The globalisation and commercialisation of sport

- Stakeholder management

- Sponsorships

- Event management

- Fan motives and behaviour

- Sport brand management
Teaching methods
Class sessions will consist of lectures and include interactive presentations and case discussions. The format of the course is thus based on a mixture of cases and theory, as it is our belief that understanding both practice and theory, and acquiring the skill to apply one to the other, should be the core of this course. Hence, classes will be used to partially review theory and promote critical discussion of theory application and to partially present and discuss cases. This discussion should, however, be guided by insights gained in the 'theoretical' readings and should lead to conclusions about the applicability of theoretical concepts in certain practical situations.
Feedback during the teaching period
Feedback to students will be given during student office hours.
Student workload
Lectures 30 hours
Preparation 104 hours
Exam 72 hours
Expected literature

Selected journal articles posted on CBS Learn, e.g.:

 

Junghagen, S. (2016). Tensions in Stakeholder Relations for a Swedish Football Club – a Case Study. Soccer & Society (published online, awaiting print)

 

Junghagen, S., Besjakov, S.D.,  & Lund, A.A. (2016). Designing Experiences to Increase Stadium Capacity Utilisation in Football. Scandinavian Sport Studies Forum. Vol. 7 2016, 89-117.

 

Funk, D. C., & James, J. (2001). The Psychological Continuum Model: A Conceptual Framework for Understanding an Individual's Psychological Connection to Sport. Sport Management Review (Sport Management Association Of Australia & New Zealand), 4(2), 119-150.

 

Jensen, J. A., Turner, B. A., James, J., McEvoy, C., Delia, E., Greenwell, T. C., & ... Walsh, P. (2016). Forty Years of BIRGing: New Perspectives on Cialdini's Seminal Studies. Journal Of Sport Management, 30(2), 149-161.

 

Masayuki, Y., & Heere, B. (2015). Sport Marketing in Asia: Exploring Trends and Issues in the 21 st Century. Sport Marketing Quarterly, 24(4), 207-213.

 

Taylor, T., & McGraw, P. (2006). Exploring Human Resource Management Practices in Nonprofit Sport Organisations. Sport Management Review (Sport Management Association Of Australia & New Zealand), 9(3), 229-251.

 

Marques Miragaia, D. A., Ferreira, J., & Carreira, A. (2014). Do Stakeholders Matter in Strategic Decision Making of a Sports Organisation?. RAE: Revista De Administração De Empresas, 54(6)

 

Gallagher, D., Gilmore, A., & Stolz, A. (2012). The strategic marketing of small sports clubs: from fundraising to social entrepreneurship. Journal Of Strategic Marketing, 20(3), 231-247.

 

Mehus, I. (2010). The diffused audience of football. Continuum: Journal Of Media & Cultural Studies, 24(6), 897-903.

 

van Uden J. Transforming a football club into a 'total experience' entertainment company: implications for management. Managing Leisure [serial online]. July 2005;10(3):184-198.


Parent, M. M. (2016). Stakeholder perceptions on the democratic governance of major sports events. Sport Management Review, 19(4), 402-416. 

 

Shilbury, D., & Ferkins, L. (2015). Exploring the Utility of Collaborative Governance in a National Sport Organization. Journal Of Sport Management, 29(4), 380-397.

 

Farrelly, F., & Greyser, S. (2012). Sponsorship linked internal marketing. Journal of Sport Management, pp. 506-520.

 

Joon Sung, L., & Joon-Ho, K. (2015). Effects of Sport Event Satisfaction on Team Identification and Revisit Intent. Sport Marketing Quarterly, 24(4), 225-234.

 

Biscaia, R., Correia, A., Rosado, A., Maroco, J., & Ross, S. (2012). The effects of emotions on football spectators’ satisfaction and behavioural intentions. European Sport Management Quarterly. 3(12), 227–242.

 

Quick, S., 2000. Contemporary Sport Consumers: Some Implications of Linking Fan Typology With Key Spectator Variables. Sport Marketing Quarterly, 9(3), pp. 149-156.

 

Michie, J., & Oughton, C. (2005). The Corporate Governance of Professional Football Clubs in England. Corporate Governance: An International Review, 13(4), 517-531.

 

Dongfeng, L. (2016). Social impact of major sports events perceived by host community. International Journal Of Sports Marketing & Sponsorship, 17(1), 78-91.

 

Soebbing, B. P., Wicker, P., & Weimar, D. (2015). The Impact of Leadership Changes on Expectations of Organizational Performance. Journal Of Sport Management, 29(5), 485-497.

 

 

 

 

 
Last updated on 22-02-2017