Professional Documents
Culture Documents
The Ultimate Guide To Sports Marketing
The Ultimate Guide To Sports Marketing
Stedman Graham
Lisa Delpy Neirotti
Joe Jeff Goldblatt
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DOI: 10.1036/0071381139
Graham FM 10/5/01 1:26 PM Page iii
CONTENTS
Foreword xi
Preface xiii
Acknowledgments xvii
PART 1
THE ROLE AND SCOPE OF SPORT EVENTS
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Graham FM 10/5/01 1:26 PM Page vi
VI CONTENTS
CONTENTS VII
VIII CONTENTS
PART 2
PRACTICAL METHODS
FOR ACHIEVING SUCCESS
CONTENTS IX
PART 3
APPENDIXES
X CONTENTS
References 305
Index 309
Graham FM 10/5/01 1:26 PM Page xi
FOREWORD
THE SPORT EVENT MANAGEMENT AND MARKETING FIELD is big business
and has grown enormously during the last two decades. From small
participatory events to the mega hallmark events seen by millions,
this industry had mirrored the explosive growth of media, entertain-
ment, and tourism.
This worthy volume has arrived at a critical time in the develop-
ment of this growing profession. I am certain that this text will pro-
vide useful information for a wide range of sport event management
and marketing enthusiasts: from those considering entering the pro-
fession to those with extensive professional experience. The broad
information covered in the text will prove invaluable to those with a
variety of professional experiences who are rapidly ascending to
organize and produce effective sport events.
There are very few books of this kind in the marketplace because
the profession is so new. My experience in television and in the “big
event” business has reinforced my appreciation for well-executed
events. Trial and error produce costly mistakes, so having a blueprint
and reference materials are essential. The numerous checklists and
the extensive appendixes contained in this volume will make this a
resource book for your entire career. For those who are learning about
this exciting profession, this book is a must.
XI
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PREFACE
IN MY EARLY YEARS OF HIGH SCHOOL, I was determined to live my life
beyond the basketball court. Fortunately, I had mentors to assist me
in my journey. My mother and father; my high school coach, John
Roberson; and my third-grade Sunday school teacher, Inez
Edmonds—all encouraged me to be my best on the court and off.
Throughout these pages, Lisa, Joe, and I will provide you with a sim-
ilar guide to becoming the best professional you can be in the exciting
field of sport event management and marketing.
Stedman Graham
BACKGROUND
Over the past decade, the sport industry has dramatically grown and is
now estimated at over $500 billion. New York City alone claims that the
economic impact of the sport industry is $6.9 billion, which includes
sports-related media, organizations, and events. Furthermore, the
International Events Group in Chicago reports that the amount spent
on sport sponsorship continues to increase. It reached $5.9 billion in
2000. This growth has no end in sight, as the sport and entertainment
fields grow closer together and event marketing continues to receive a
greater percentage of corporate marketing budgets.
The purpose of this book is to help you capitalize on the oppor-
tunities associated with the sport industry by becoming acquainted
with the history and evolution of this dynamic field, as well as by
XIII
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Graham FM 10/5/01 1:26 PM Page xiv
XIV PREFACE
learning the skills necessary to succeed in it. The three authors view
this book as a guide for anyone interested in the field, regardless of
race, sex, or experience. Use this book and the information it presents
as the key to opening doors and breaking through glass ceilings. For
industry veterans, read this book as a reminder of why you selected
the profession and as a way to refresh your skills and imagination.
PREFACE XV
you avoid many of the pitfalls and failures that have befallen them.
Use the coach-player metaphor as a guide to developing your
own ideas for effective sport event programs. A winning coach often
serves as a mentor to his or her players. World-renowned coaches
such as Vincent Lombardi, Lou Holtz, Eddie Robinson, and John
Wooden understand that in order to win with people, coaches must
capitalize on the assets of each player and blend them to build a con-
sistently successful organization.
We encourage you to evaluate the assets you bring to this profes-
sion (e.g., creativity, persistence, detail orientation) and to look for
mentors who can help you further develop your talents. The exam-
ples that are provided in this volume will certainly enhance, and per-
haps accelerate, your achievement. Your rate of accomplishment,
however, will largely depend on your ability to identify mentors and
adopt and adapt their advice to your own needs.
If you are using this book to develop sport events for the organi-
zation you represent, remember that each event is a distinctly per-
sonal representation of the culture of the individual sponsor or pre-
senter. Do not use the examples we have given as a final plan but as
a catalyst to your thinking process. Once again, however, the role of a
good mentor cannot be overemphasized. After reading this book
thoroughly, continue your research by interviewing successful indi-
viduals in the field and developing an apprentice relationship with an
organization or professional that you respect and admire. This expe-
rience will bring an even greater meaning to your reading, and the
practical experience will greatly enhance your chances of finding a
position in this highly competitive field.
A formal education in sport event management and marketing
will also assist you in your professional development and career
search. See Appendix 2-A for more information on potential career
opportunities.
XVI PREFACE
Stedman Graham
Lisa Delpy Neirotti
Joe Jeff Goldblatt
Graham FM 10/5/01 1:26 PM Page xvii
ACKNOWLEDGMENTS
THE METAPHOR OF A SUCCESSFUL TEAM describes many effective organi-
zations. Indeed, excellent teamwork is the most efficient and produc-
tive process for achieving goals and objectives.
The authors of this book certainly understand this team concept.
Without the committed, generous, and talented team of sport event pro-
fessionals, we could not have amassed so much valuable information.
Therefore, we must acknowledge those teammates who believe as
we do that successful sport programs are special events. These individ-
uals and organizations comprise the most successful team of all. They
are responsible for the remarkable achievement of helping sport find a
mass audience through reinventing itself as a special event medium.
Pioneers all, their early and long labors have given the audiences of
today and tomorrow the opportunity to enjoy special events in sports.
Therefore, the authors gratefully acknowledge the following indi-
viduals. We apologize for any oversight or omission on this list.
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XVIII ACKNOWLEDGMENTS
ACKNOWLEDGMENTS XIX
We hope that you, the reader, will come to share our appreciation
for these team players as you explore this field. Perhaps one day you
will have the opportunity to meet some of these outstanding sport all-
stars in person and thank them for their contributions that enabled us
to provide you with their secret plays.
Graham 01 10/5/01 1:26 PM Page 1
P
1 A R T
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C H
1
A P T E R
UNDERSTANDING
THE SPORT INDUSTRY,
THE PLAYERS,
AND OPPORTUNITIES
It comes down to a very simple saying: There is a
right way and a wrong way to do things. You can
practice shooting eight hours a day, but if your tech-
nique is wrong, then all you become is very good at
shooting the wrong way.
Get the fundamentals down and the level of
everything you do will rise.
Michael Jordan
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Graham 01 10/5/01 1:26 PM Page 4
and competitive career path. Large sport marketing firms like SFX
report receiving over 5,000 résumés annually, while Nike, the shoe
company, receives over 35,000 unsolicited résumés for everything
from secretarial to sales to administrative positions.
Within the sport industry, one can pursue a number of different
career opportunities, including managing and marketing athletes,
sports organizations, products, facilities, and events. Although chal-
lenging to break into, sport job opportunities continue to grow in
number, thanks to the seemingly insatiable appetite for sport enter-
tainment. More than 14,000 companies and 29,000 executives are cur-
rently listed in the Sports Market Place Directory, a national sport
register. Although an exact number of sport-related jobs is difficult to
calculate, estimates are as high as 5 million. Not all sports jobs are
glamorous, however. Many have tasks that are similar to other indus-
tries (sales, accounting, clerical), and the pay may be low. Nonetheless,
the demand for these positions remains high because applicants want
to work in an exciting and challenging profession. Many have
remarked, “I get paid for doing what is essentially my hobby!”
While the focus of this book is primarily on the management and
marketing of sport events, much of the information applies to any
position in the sports industry. Some of the responsibilities of a sport
event professional are understanding the goals and objectives of the
event and its host(s); conducting research and designing an appro-
priate plan; budgeting; marketing to all constituents (participants,
spectators, sponsors, media); hiring, training, and coordinating staff
and volunteers; selecting and supervising contractors and conces-
sionaires; implementing the plan; and evaluating results.
Preparing for a sport event is similar to preparing for a sport com-
petition. Winning coaches spend hours reviewing tapes and conduct-
ing research to determine the best game plan. They scout and
aggressively recruit the top players for their team and then train and
coordinate these players on the field to win. After the game, the coach
evaluates each of the player’s performance, as well as the team as a
whole. In addition, the outcome of a sport competition and a sport
event is unpredictable. Yet in both, success is more likely with train-
ing, planning, and practice. A sport event manager may assemble as
few as 20 or as many as hundreds of vendors, suppliers, and profes-
sionals, but all must work together to form a winning team.
Graham 01 10/5/01 1:26 PM Page 5
Figure 1-1 Official Sport Pictograms for the 1994 Winter Olympic Games
Graham 01 10/5/01 1:26 PM Page 7
Figure 1-2
and suites; and game-day promotions and giveaways. While the main
event takes place, each of these auxiliary events adds value to the spec-
tator and sponsors. To help attract crowds, many teams are now mim-
icking the marketing and operational slogan of the Buffalo Bisons, a
triple A baseball team: “Every Game’s an Event” (see Figure 1-3).
Figure 1-3
izer must segment each market to meet consumer and sponsor needs
and to achieve specific outcomes. This process requires research and
knowledge about the lifestyles of the guests and potential trends that
may be incorporated to encourage participation.
Your Address
City, State, ZIP
Telephone
Facsimile
Date
Name
Title
Organization Name
Address
City, State, ZIP
Dear (Mr./Ms.):
Good luck with this event. I will call you next Tuesday to discuss my possible
involvement.
Sincerely,
Name
Title
Graham 01 10/5/01 1:26 PM Page 14
EXPECTATIONS
Because of the high demand for sport-related jobs, starting salaries
are often low and most positions require internship or other experi-
ence. Refer to Figures 1-6 and 1-7. SFX, the world’s largest live sport
and entertainment company, currently offers two internship pro-
grams: one for college students earning course credits toward a
degree and another for people looking to break into the sport/enter-
tainment industry on a full-time basis. The first stage of the full-time
training program lasts five months, during which time the candidate
is paid an hourly wage in accordance with the federal minimum
wage, up to a maximum of 40 hours per week. No benefits are offered
at this time. At the end of this period, the candidate is reviewed. If
Graham 01 10/5/01 1:26 PM Page 15
Figure 1-5
Figure 1-6
DIVISION I UNIVERSITY
Position: Athletics Promotions/Home Events Manager
Duties: Develop and implement an ongoing promotional campaign for
intercollegiate athletics. Responsible for coordinating all aspects of home event
management including setup, staffing, game operations, game-day promotional
activities, and ticket consignment.
Requirements: Bachelor’s degree required. Experience in athletics promotions/
marketing at the collegiate level preferred. Excellent communication skills and
ability to work closely with constituent groups required.
Salary: Commensurate with experience ($25 to $35K). Send letter of application,
résumé, and names and phone numbers of references to…
GAME HIGHLIGHTS
• Realize that the production of sport events is big business and
that there are a number of career opportunities available.
• Seek professional employment in this field by identifying men-
tors and preparing yourself through formal education as well as
practical experiences.
• Recognize that sport events are part of tourism and have a large
economic impact in the United States.
• Understand the demands of working in the sport event field and
the need for creativity, organization, and flexibility.
Graham 02 10/5/01 1:27 PM Page 19
C H
2
A P T E R
CRITICAL PLANNING TO
MASTER THE GAME
Beware of the big play: The 80-yard drive is better
than the 80-yard pass.
Fran Tarkenton
19
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Graham 02 10/5/01 1:27 PM Page 20
Strengths
What distinct competencies do you as a professional bring to the
event? What additional competencies can you identify within your
own organization? What other resources within the organization and
community can you identify that will strengthen your position in
planning this event?
Even if you do not have any specific sport event experience or for-
mal training, consider skills you have developed in previous posi-
Graham 02 10/5/01 1:27 PM Page 21
Forum Strengths
• The Forum will provide plenty of experienced sport event man-
agers to work at the event and marketers to sell the event.
• The Federal Park Service will provide the security for a fee. They
are experienced in crowd control on the Mall and have worked
at various fun runs and rallies.
• Tents donated by a Forum board member will be erected to pro-
tect runners before and after the race from the sun or rain.
• Internal and external written communications are facilitated
through the use of e-mail and faxes. All promotional materials
are produced in-house with a university desktop publishing sys-
tem and a Web site created and hosted on a university server.
Use Figure 2-1 to identify the practical skills and abilities that you or
others in your organization may possess. Although your interpreta-
tion of these strengths is not an empirical science, the overall SWOT
analysis will help you to identify the strong traits your organization
possesses. Keep in mind that every sport event is distinct and may
require a varying amount of strengths to ensure success.
Weaknesses
Analyzing weaknesses as well as strengths is extremely important, as
these internal aspects can easily become a burden to your sport event
program. Convene a brief meeting among key staff and volunteers to
determine any weaknesses. Ask them to suggest internal areas that
are critically inadequate, that may be controlled and corrected by
training, or that require elimination before their weakness erodes
your entire organization. Elimination may mean that key staff or vol-
unteers must be reassigned or even released. Remember, the list of
weaknesses can be as long as the list of strengths, but they must be
recognized and dealt with efficiently.
Graham 02 10/5/01 1:27 PM Page 22
Figure 2-1
Forum Weaknesses
• The Forum does not have any start-up capital, so it must rely on
in-kind donations until cash is raised from sponsorships.
• Staff time is limited for this project, so the organization is heavi-
ly based on volunteers.
• The race course is on federal land. Since no financial transactions
can take place on federal land, no on-site registrations can be
accepted. An alternative site must be arranged for the day of
registration.
Graham 02 10/5/01 1:27 PM Page 23
Opportunities
The opportunities that present themselves may increase your rev-
enues, generate greater positive public relations, and provide other
benefits for your organization.
Figure 2-2
Forum Opportunities
• A large registration is expected at this early time of the year
because athletes want to participate in this short-distance 5K
race as a warm-up for longer-distance races later in the season.
• Washington, D.C., has a strong base of recreational runners who
will support the event.
• The event is held during a busy tourist weekend, so many peo-
ple will be near the mall area, creating the high visibility that
sponsors find attractive.
• The president of the university has agreed to be the honorary
chair for the event and run in the race.
• Students have a stake in the proceeds, so they will register and
encourage their peers to run as well.
Use Figure 2-3 to identify the opportunities for your event. Characterize
these opportunities as probable if there is sufficient evidence to deter-
mine they are likely to occur. Define them as developable if an oppor-
tunity, such as media coverage, is not yet firm but highly likely to occur.
Finally, determine whether an opportunity requires control. If the
Figure 2-3
Threats
From political unrest to inclement weather, threats are real occur-
rences that may jeopardize the overall success of your sport event.
Football coaches have long preached that “a good offense is your best
defense.” By recognizing as many potential threats as possible, you
increase your chances for success by identifying any factors that may
impede that success.
To determine the universe of threats that surrounds your sport
event, bring together managers from various parts of your event-
planning process. This includes risk management, volunteers,
marketing, transportation, ticketing, concessions, and all other critical
departments. Ask all managers to list any potential threats within
their department and to identify any threats that may affect the event
as a whole.
Forum Threats
• Inclement weather is probable at this time of year.
• A bicycle race scheduled on the same day may attract athletes
away from the 5K race.
• Students have threatened to rally at the event in protest of
tuition increases.
• Local police, fire, and rescue teams may not have enough human
resources for both your event and a competing one.
• A new ordinance is being discussed within the city council that
will require all events to pay for police services.
Figure 2-4
lem with most of the existing software is that it lacks detail and the
ability to integrate a number of events and activities, forcing organiz-
ers to use a variety of programs.”
Most of the larger sports events and organizations have created
proprietary programs such as the one described by Jim Birrell, vice
president of Operations for Turner Sports and the Goodwill Games:
With the 2001 Games being held in Brisbane, Australia, and 900
freelance broadcast personnel required to produce 45 hours of
coverage, it is not feasible to bring all the broadcasters over
there. Therefore, an international talent search and database
management system has been created through the Internet,
whereupon once a freelance broadcaster has been identified
and terms agreed upon, he or she completes an extensive form
that is posted on the Web. Besides personal contact information,
questions included in the form include departure and arrival
dates and locations, hotel selection, current employment status.
With a click of a button, this information is automatically
shared with all affected departments. The housing coordinator
knows that one less room is in her block for the Holiday Inn; the
travel agent knows to book a certain flight, which is then elec-
tronically ticketed, which triggers the flight itinerary to be post-
ed on the Web site for the employee to check; the personnel
office sees that this person is not an employee of Turner and
sends the appropriate forms or contract through e-mail, which
are then resubmitted via the Internet with an authorized elec-
tronic signature. This not only saves time but thousands of dol-
lars in overnight international shipping.
The Salt Lake Olympic Organizing Committee is using a similar sys-
tem for volunteer registration, while Primavera project management
software is being used by the Organizing Committee to track the 46
functional areas, 288 projects, and 4,343 activities that need to be com-
pleted to stage the Olympic and Paralympic Winter Games. Some of
the commercial companies entering this field are View Point
Technology in Canada, MSL in Spain, and Eurotech in France.
Furthermore, Frank Supovitz, group vice president, Events and
Entertainment, for the National Hockey League, explains the system
he uses to organize the many events for which he is responsible:
Graham 02 10/5/01 1:27 PM Page 28
Figure 2-5
Figure 2-6
team members (e.g., the signing of the first sponsor, the ground-
breaking for venue construction, 100 days to the event). Every suc-
cessful plan will include many opportunities to celebrate the
achievements you and your team have worked hard to attain. Those
who worked on the 1984 Los Angeles Olympic Games remember
how Peter Ueberoth constantly rallied the troops. When spirits start-
ed to sag, he found reasons to celebrate, and this certainly con-
tributed to the success of the Games. Similarly, the Atlanta Olympic
Graham 02 10/5/01 1:27 PM Page 33
Figure 2-7
Weather Emergency
Your corporate golf tournament in Kawaii is canceled because of a
hurricane. A snow emergency prevents your 70,000 spectators from
traveling to your championship basketball tournament. Flooding pol-
Graham 02 10/5/01 1:27 PM Page 35
lutes the city water system, and health officials close all public ven-
ues, forcing you to cancel or postpone your gymnastic meet. Advance
planning is important in handling these crises. Did you purchase can-
cellation insurance to protect your investment? Did you have a strat-
egy to notify the participants of an alternative plan that is equal to or
exceeds the value of the scheduled tournament? Playing the “what
if?” game can help you plan contingencies and prepare for unexpect-
ed disasters.
Power Outage
A D.C. United Major League Soccer Game had to be called at halftime
when the lights would not turn on at RFK Stadium in Washington,
D.C. Once the stadium was evacuated and the power turned off, the
lights were fixed in 10 minutes. An electrical storm knocked a fuse
out, but electricity could not be cut to check the problem while peo-
ple were in the stadium. Now it is standard operating procedure to
turn the lights on before any event even though this costs money.
GAME HIGHLIGHTS
• Conduct a SWOT analysis to determine the internal and external
variable that may affect your event.
• Organize your meetings to reflect the success you plan to
achieve with your event. After all, a good meeting is an event.
• Identify opportunities to celebrate success that will motivate
staff and reduce stress.
• Plan for every possible contingency and practice damage control
to prevent a minor problem from becoming a major catastrophe.
Graham 02 10/5/01 1:27 PM Page 37
C H
3
A P T E R
DESIGNING, PLANNING,
AND CONTROLLING
EVENT LOGISTICS
You can’t think and hit at the same time.
Yogi Berra
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Graham 03 10/5/01 1:27 PM Page 40
trouble.” Silberman, for example, assumed that the soil used for bull
riding and tractor pulls at the USAir Arena would be suitable for the
Spanish Riding School of Vienna. Unfortunately, he did not find out
until the last minute that a different loam quality or pebble content
was required for this horse event. The only solution was for staff
members to scramble and pick pebbles from the soil.
Likewise, event organizers should be aware that there is special
salt-free sand used for indoor beach volleyball events held in arenas
sometimes used for hockey and skating events. The salt in regular
sand could affect the ice-making ability of the venue.
Silberman also emphasizes the need to ask the right questions.
For indoor tractor pulls, it is important to find out the weight and
amount of vibration that will be placed on the floor and investigate
whether it will ruin any ice-making equipment under the floor. When
you are asked to produce an event that you have not done before, the
first thing you should do is call someone who has. You can also ask
the appropriate sport governing body for recommendations.
LOGISTICS
Of the many different sport events that Barry Silberman has pro-
duced, he believes that events that attract a great many teams, exten-
sive media, and on-site hospitality, such as the NCAA Basketball
Tournament, are the most complex to host. Silberman considered the
NCAA to be a “great client,” however, because it knew what it want-
ed and had specific guidelines to achieve this. Throughout the event,
everyone knew what they had to do, and people from the NCAA
monitored all activities. In all sport events, logistics are a critical con-
sideration and a determining factor in the success of the sport event.
Often the most brilliant idea has gone sour owing to poor logisti-
cal planning. How many times have you attended a function with a
magnificently displayed buffet only to stand in line for what seemed
like hours because only one line was prepared rather than two? A
good rule of thumb is one food or beverage line for every 75 to 100
people.
The term logistics is derived from the Greek logistikos (the science
of calculating) and logos, which means reason. Logistics, in modern
usage, also means handling the details of any operation. To combine
Graham 03 10/5/01 1:27 PM Page 41
the two, we might ask the question, can the sport event manager
direct his or her creativity into a reasonable path that will produce an
effective event? The answer should be yes if you are to ensure safety,
respect the public trust placed in you, and meet the goals and objec-
tives established for the event.
One way to prepare for success is to create a logistical plan. The
level of logistical planning is directly influenced by the conditions
surrounding the event (e.g., number of different sports and venues,
level of competition).
In this chapter, we examine all dimensions of logistical planning
for sport events. Appendix 2 has samples of a production schedule
and a master plan showing how logistics function within the frame-
work of your sport event.
Figure 3-1 offers a checklist of some of the conditions that must
first be determined before you can begin your logistical planning. Use
this checklist as a reminder during your planning.
Figure 3-1
_____ Will merchandise be sold? Will the merchandise be licensed? Who will
enforce trademark protection?
_____ Will you need a sponsor to help fund or market your event?
_____ Are there conflicts of interests among corporate sponsors?
_____ Are awards needed? When and where will they be presented? What
type of awards should be ordered?
_____ Will the event be broadcast?
_____ What events precede and follow (bookend) your principal program? Are
there auxiliary events before and after the program as well as during the
actual event?
Once you have answered these questions, you will have a better
idea of your logistical and operational requirements and can begin to
develop an organizational structure. An organizational structure
identifies the direct order of report so you can effectively plan and
manage all the details of your event. Key positions and external con-
tacts should also be identified to support the organizational structure
(see Figures 3-2 and 3-3). Dennis Gann, executive director of the Sioux
City Convention Center and Auditorium Tourism Bureau, recom-
mends that when you organize your sport event committee, no more
than three people should have final decision-making power. A good
mix is to have one person responsible for legal and government enti-
ties, one for finance, and another for logistics. The purpose of the
event also determines the level of logistics. For instance, charity sport
events are typically more concerned with the bottom line and do not
plan for as many amenities as the high-profile sport event geared to
attract media attention.
Depending on the results of your SWOT analysis and the scope of
your event, outsourcing certain responsibilities may be a prudent
decision.
Figure 3-2
Event Manager
Risk
Merchandise Payables/
Media Buildings Management/
Licensing Insurance Receivables
Public Other
Tickets Personnel Investments
Relations Utilities
Communi- Auditing/
Hospitality
cations Accounting
secured the grounds? For the majority of people, the answer to this
question is no. As a sport event manager, however, these are some of
the most critical decisions that often determine the overall success of
an event.
The first step in the vendor selection process is to determine the
various categories of goods and services required for each event.
According to Jeanne Taylor, championship director for the 2000 U.S.
Senior Open and numerous other golf championships, over 30 sepa-
rate vendor categories are required to produce a professional golf
tournament. In addition to the products and services listed above,
events frequently contract out for graphic designers, concessionaires,
office furniture, signs, courtesy cars, scoring system, tent caterer,
hotels, generators/air conditioning, trailers, photography, copiers,
Graham 03 10/5/01 1:27 PM Page 45
Figure 3-3
prior to the event, and the carpet shall be tacked down and not
taped.”
Additional information requests about the vending company,
including years in business, experience, size, current and previous
clients, as well as the price for each of the items listed in the scope of
responsibilities and the time required to perform the service, should
also be specified in the RFP. Often, the minimization of setup and
teardown time is extremely important to a host organization.
The number of on-site staff that the vendor plans to scheduled for
your event is another important question to address. This is especial-
ly true for categories such as tenting and lighting. Dave Pavelko,
operations manager for the Correl Champions, quickly learned the
importance of hiring a local lighting company with on-site staffing
when high winds tipped over most of the event’s stadium lights.
Because of liability issues, it was extremely difficult to then find a
local company who would touch the problem. Unfortunately, the
number of on-site staff often increases the cost of service, so be care-
ful of what you request.
Evaluation criteria is yet another area to include in an RFP. The cri-
teria for graphic design service may include proposed method of
approach, experience in comprehensive project design and production,
expertise and experience of personnel, and competitiveness of overall
pricing. Whenever possible, Jeanne Taylor prefers to visit different
events and witness the work of potential vendors firsthand before
making a vendor selection. When selecting a communication vendor, it
is important to check how many frequency channels are available on
the radios; if the equipment works between hotel floors, in the arena,
and at the airport; and that the channels do not bleed over.
As expected, experience and price tend to be the most important
criteria across all vendor categories.
Although most RFPs are specific to one event, the duration of the
contract should always be stated in the RFP. Some organizations that
produce multiple events of similar type (e.g., PGA, NFL) sign 3- to 4-
year national vendor agreements. Overall, long-term agreements are
typically more efficient for both the host and vendor. One, the time
and energy involved in the vendor selection process is eliminated, and
two, the vendors have time to develop a close working relationship,
which allows them the opportunity to assist one another wherever
Graham 03 10/5/01 1:27 PM Page 48
VOLUNTEERS
Sport events typically require intensive volunteer participation.
According to Jeff Ruday, chief operating officer and director of
Finance for the Hoop Dreams Scholarship Fund:
A three-on-three basketball tournament with 800 to 1,000 par-
ticipants will require approximately 500 volunteers to serve as
court monitors per court per day, plus others to handle
refreshments, registration, score table, and so forth, not to
mention setup and breakdown of equipment.
Recruitment and training of volunteers is important in all sports
events. A charity or sponsor associated with an event is a good source
Graham 03 10/5/01 1:27 PM Page 53
• Sizing
• Ordering in time for manufacture
• In-kind sponsorship of uniform parts
• Simple distribution
• Exchanges/return policy
• Alteration of executive uniforms
When Lisa Delpy Neirotti volunteered for the 1988 Seoul Olympic
Games, she first reported to a warehouse where she was measured for
her uniform and provided a shoe coupon. This coupon was
redeemable at certain stores throughout the city that carried the offi-
cial uniform shoe. Lisa later returned to retrieve her uniform, at
which time her credential was scanned and she was checked off as
receiving all pieces of the uniform.
FACILITIES
Venue selection is extremely important but may be limited by the type
of sport event availability within your region. Each sport governing
body provides guidelines on required venue dimensions and ameni-
ties in order for an event to be officially sanctioned. The number and
type of permits and restrictions demanded by a venue, such as unions
or signage restrictions, may also influence your decision. In addition,
you must consider the expected size of the crowd. You do not want to
hold your event in a 15,000-seat arena if only 2,000 people will attend.
Access to public transportation is another critical factor. Again,
one of the most efficient ways of handling these challenges is to find
out what others have done in similar situations. If at all possible,
select a venue with a suitable area for hospitality. The Reston Town
Center in Virginia, where the Muscular Dystrophy Association
(MDA) Tour de Bud bicycle event took place, has a public pavilion
equipped for food service. Such amenities reduce the overhead of
tents and trailers.
A sport event that requires a great deal of equipment (e.g., skiing,
cycling) will need a storage facility. Each cross-country team at the
1998 Winter Olympic Games brought approximately 30 pairs of skis.
That meant that between 40 to 70 tons of sport equipment needed to
be secured and stored during the games.
Graham 03 10/5/01 1:27 PM Page 56
Ask athletes for course ideas in sports such as cycling and run-
ning. Try to keep participants off the main roads and avoid traffic
lights and turns; if the course is straight, you need fewer directional
signs and police officers. Although volunteers should be posted at
major intersections for safety and directional purposes, most cities
also require and charge for police officers to work the event.
WEATHER
Scheduling of the actual event as well as timing of rehearsals is just
one consideration under weather conditions. The number of staff and
volunteers required for an event also depends on the weather. More
people will be needed to shovel snow and prepare grounds in bad
weather. Inclement weather, or merely the threat of it, can clog high-
ways or reduce audience size. Have standby crews in place in the
event of inclement weather.
The Farmer’s Almanac is a useful tool in predicting likely weather
conditions; however, as the date of the event approaches, the National
Weather Service is a better gauge of rapidly changing meteorological
activity. Still another source of weather information is the Federal
Aviation Agency located at your local airport. Ask the agency for rec-
ommendations on weather conditions and your future activities.
Whether you hire a personal meteorologist or merely raise your
index finger to check the wind direction, paying attention to the
weather is a major logistical consideration before, during, and imme-
diately after your event.
TRANSPORTATION
Spectator Arrivals and Departures
Professional parking lot supervisors use the terms trickle and dump to
describe the rate at which spectators will attend your event.
Trickle means exactly what its image conveys. Your guests will
come and go from the sport event throughout a given period of time
rather than all arrive and depart at the same time. Dump means the
opposite of trickle and describes all the guests arriving and leaving
within a narrow window of time, such as 30 minutes prior to the
event and within one hour following it.
These arrival and departure activities not only involve public
safety but also interact with the entire hospitality experience. A spec-
tator’s first impression of your event may be through the automobile
windshield upon arrival in your parking lot. The last impression most
certainly will be of your parking facility and traffic control.
Determine early on the means by which guests, athletes, specta-
tors, and media will arrive. Then design and control transportation
and parking logistics to meet their needs (see Figure 3-4). Do you
have a jumper cable service in your lot to assist stranded drivers? Do
you have adequate lighting, signage, and parking hosts that make the
guest feel secure and at the same time help reduce the likelihood of
crime? Should you provide a parking shuttle from the satellite park-
ing lot to the front gate to assist your guests and reduce parking con-
gestion? Should you work closely with a municipal transportation
agency to encourage spectators to use mass transit by offering an
incentive such as a discount admission or a sponsored ad gift spe-
cialty? To avoid a large rush of traffic to the opening ceremonies of the
Figure 3-4
Figure 3-5
SPECIAL ACCOMMODATIONS
With the passing of the American’s with Disabilities Act (ADA)—
which mandates that reasonable accommodations be made to pro-
vide equal access for persons with disabilities—ramps have been
built, handrails have been hung, and infrared listening systems have
Graham 03 10/5/01 1:27 PM Page 62
Food Concessions
For the general public, be sure to have ample supply of food and bev-
erage and staff to keep the concession lines to a minimum. Train
employees to prepare for busy times (e.g., halftime, breaks) and to
know what food sells the best. At the MCI Center in Washington,
D.C., the “chicken in the basket” is the most popular food item and
lines back up while people wait for their order to be filled. New tech-
Graham 03 10/5/01 1:27 PM Page 65
Figure 3-6
AWARD CEREMONIES
The presentation of awards can be as simple as mailing a certificate or
ribbon through the mail or as elaborate as an all-participant gala din-
ner and dance. For outdoor events such as road races, it is advised to
have a decorated awards stage in which participants can gather.
Entertain them with music prior to the presentation. A dynamic
emcee always adds to the overall ambiance.
Awards dinner banquets may be held in a gymnasium or restau-
rant. Food can be provided either by a caterer or by parents potluck-
style in a gym, while restaurants will typically offer a choice of menus
from which the organizer will preselect for the entire group.
Preceding the award presentations, a motivational speaker is
often invited to address the athletes. Typically a local sport hero or
sport reporter is a good, affordable choice. A slide or video show is
also fitting during dinner or at the end of the evening after the awards
presentations. In addition, you may wish to contact the office of the
mayor or governor to see if the mayor or governor, or a representa-
tive, can attend. If no one is able to attend, request a letter that can be
read during your ceremonies.
If awards (e.g., certificates, trophies) are to be distributed, be sure
to bring one or two extras just in case. The setup and testing of audio-
Graham 03 10/5/01 1:27 PM Page 71
hotel representative who will handle all your requests from rooms to
meals. This not only simplifies your life but also forces one person to
be responsible and accountable to your group. By developing a close
working relationship, this person can also serve as your internal
champion should any problems develop.
Now that you have your ammunition, the next step is to use it to
negotiate favorable contract terms. The items most negotiable include
room rates, a suite for the event organizer, early arrival and late
checkout, bus parking, cots or roll-a-way beds at no cost, free use of
audiovisual equipment and the fitness gym, storage space, and com-
plimentary meals for coaches.
Before ever meeting with a hotel representative, however, do your
research. Find out what hotels are in the area, the average rate, avail-
ability, and the exact location within the city. If you find out that it is
a busy time of year for the hotel, ask why. You may also want to ask
what other groups are booked into the hotel at the time of your event.
This information may help to determine if you should look else-
where. The location of the hotel is important—not only to determine
the closeness to practice and competition venues but for proximity to
food and entertainment.
For those who prefer to outsource this responsibility of securing
hotel accommodations, consider the following options. Most conven-
tion and visitors bureaus (CVBs) designate one person to handle hotel
requests. All you do is call the local CVB and ask them to issue a hotel
lead. These leads are sent to all properties in the area with a descrip-
tion of services required. The CVB will either ask you a series of ques-
tions related to your needs or perhaps fax a form to be completed.
You can then ask the bureau to collect and package all the names and
information about properties interested in hosting your group or
request that each hotel contact you directly. This is a no-lose situation
for you, since most CVBs do not charge for this service and you retain
all negotiating power.
Another option is to use a sports-travel specialist such as Dirk Smith
with Sports Destination Network, Inc., and Eddie Bishop, whose job is
to negotiate for your team the most favorable hotel contract. These spe-
cialists usually have experience in both the sport and travel businesses
and have numerous hotel contacts. Most sport representatives are
placed on retainer by properties, thus eliminating the possible conflict
Graham 03 10/5/01 1:27 PM Page 74
Figure 3-7
Action Plan
Date Activity Person responsible
1 Oct. 01 Brainstorming meeting M. Smith & committee
5 Nov. 01 Select date, contract site Legal
11 Dec. 01 Site inspection Operations
21 Jan. 02 Contract vendors Legal
25 Jan. 02 Design marketing campaign Marketing
5 Feb. 02 Ad campaign commences Marketing
15 Feb. 02 Interview schedule begins Marketing, PR
20 Feb. 02 Site setup commences Operations
21 Feb. 02 Site setup complete, inspect Operations, legal
22 Feb. 02 Media day at site Marketing, PR
23 Feb. 02 Event date Operations
24 Feb. 02 Tear down event site Operations
25 Feb. 02 Accounting, reconciliation Financial
Graham 03 10/5/01 1:27 PM Page 76
Figure 3-8
spectators’ eyes, what direction the wind will be from, and what the average
wind speed is in the stadium at that time of year. However, compiling these
facts does not mean your event is a sure bet, but it forces you to think of all the
contingencies you may have to implement.
Before God got his current job, perhaps he was an event producer. I know
of very few sport events that have actually been canceled because of rain. A
Super Bowl halftime show has never been rained out. No matter how
sophisticated the computer equipment for forecasting weather, we rely on the
Old Farmer’s Almanac more than anything else for scheduling rehearsals and
performances. It is also consulted every year before the date of the Academy
Awards is decided . . . honest!
By thinking “what if?” during your preproduction process, you can deal
with those last-minute crises that bombard you the last few days before the live
event. Contingency planning forces you to think things through.
Third Commandment: Overcast Your Cast and Crew
Always overcast 25 to 40 percent more people than you need for your show if
you are using volunteers. If your show requires 1,000 people, cast 1,250 to 1,400.
No matter how much fun a show sounds like in the beginning, it is a lot of hard
work for the volunteers. Respect their time and do not waste it. Do not rehearse
more than necessary, and keep people busy when they are scheduled. If you
have a thousand people waiting for rehearsal with nothing to do because the
props or costumes have not been taken out of storage, that is the equivalent of
wasting one-half year of a working person’s time!
Even if you are well organized, people will drop out because of conflicts
with work, school, transportation, or other social commitments. Make sure you
communicate the total rehearsal schedule and time commitment when you
recruit volunteers. However, have plenty of understudies ready to step in so
you are not caught short.
Fourth Commandment: Use Technology to Improve the Show
The most important tools of a sport event producer are a dictation recorder and
a camcorder. The dictation recorder should be used to log all your production
notes during the preproduction and rehearsal sage when ideas are coming in so
fast you don’t have time to write them down.
If you have a secretary or assistant, have this person transcribe the
microcassettes or your staff-written notes for you. Then the notes will be ready
at your next production meeting, that same night after rehearsal, or the next
morning.
The camcorder can serve the same function for rehearsals. It allows
choreographers, directors, costume dressers, dancers, and so forth to see the
problems on tape. In particular, during a big production of a ceremony or
halftime show, choreographers are trying to work out small problems, and they
don’t often see the big picture. However, a camcorder—set up in the bleachers
or in the audience and shooting a side, constant picture of the field or stage—
will allow the production team to analyze what must be done to make the show
attractive from the point of view of the audience or television.
Final Note: Following these rules will not guarantee a successful sport event
production, but it will greatly increase your chances of success.
GAME HIGHLIGHTS
C H
4
A P T E R
PROVIDING
HOSPITALITY AT
SPORT EVENTS
Some of us will do our jobs well and some will not,
but we will all be judged by only one thing—the
result.
Vince Lombardi
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Graham 04 10/5/01 1:28 PM Page 82
chasing. “One of the most efficient and affordable deals around is the
Outback Sky Suites,” exclaims Lee Coorigan, tournament director of
the State Farm Senior Golf Tournament. Outback Steak brings in
trucks that fold together to create indoor sky suites that pop right up
on the green and come with running water, stereo system, theatre-
style seating, and a bar. For the tournament week, corporations could
purchase a standard 32- by 22-foot sky suite for $35,000 to $40,000 or
the jumbo suite for $50,000 including catering. Compare this to
$80,000 for a one-day tent at the Preakness plus $40,000 in catering
charges. Michele Tennery, manager of corporate meetings and events
for CapitalOne, recommends asking the following questions related
to sport event hospitality packages:
• If 200 tickets come with the package, can two-thirds of them be
used one day?
• If I want to purchase more tickets, what is the cost and is there a
cap on how many I can buy?
• Where is the parking for my guests and how many parking
passes do I receive?
• Do I have access to the event logo to produce merchandise for
guests or must I purchase from the event supplier.
• What type of signage will identify the tent (dimensions, color,
style) and do I have any discretion as to how it looks? If it is a
flag on top of the tent, what happens if there is no breeze? Some
companies may want a lot of visibility, while others want to be
more discreet about their hospitality investment.
• Are there any advertising opportunities included in the package
(e.g., an advertisement in the program) or could we purchase at
a reduced rate?
• How far in advance do we have to lock in to the event?
• Can we staff the tent with our own people? Will our staff need
to use a ticket or how many “staff” passes are included? This is
important when wanting to retain a high ratio between staff and
client.
• Where will our tent be located? Can we include a clause stating
that our tent will not be located in the same area as a competi-
tor’s tent or a company known for rowdy parties?
Graham 04 10/5/01 1:28 PM Page 84
special area with comfortable and sheltered seating, an open bar, and
private restrooms.
Figure 4-1
Figure 4-2
Figure 4-3
of day you plan to host the event. If you want quality but can’t afford
quantity, schedule the event before or after mealtimes. This timing
allows you to serve light, elegant hors d’oeuvres.
If your guest list is extremely long and you want to reduce the
number of RSVPs, consider hosting the event at an odd time or incon-
venient location. For example, if the sport event ends at 6:00 p.m.,
start the party at 8:30 p.m. If the sport event is held at the Madison
Square Garden, host the reception at the World Financial Center in
lower Manhattan. These strategies force the guest to make a con-
scious decision whether or not to attend.
Richard Perelman, an event management and information servic-
es consultant with Perelman, Pioneer & Company in Los Angles, sug-
gests comparison shopping among competitors on price, quality, and
service if planning time permits. For larger programs, this involves
writing an RFP and going through a bidding process, as discussed in
Chapter 3.
Event producers should also be good value engineers. Value engi-
neering means working within a budget to select the quality and
quantity of items that best meet the guests’ expectations. For exam-
ple, the requirements for cowboys on vacation at a rodeo are not the
same as those for corporate guests attending Wimbledon. If the deci-
sion is between swizzle sticks or more food, which would you select
for the cowboys? Additional suggestions on ways to reduce a sport
event budget are provided in Chapter 9.
hospitality that the guest would not normally experience. Use your
imagination and creativity to transform your basic program into a
sport special event. Extra services that can make the difference
between an ordinary experience and a memorable one do not neces-
sarily require great financial resources. Sometimes, the extra edge lies
in working harder to meet the needs of guests beyond their expecta-
tion—what is called “sweat equity.” Hospitality involves many steps
and critical factors. Figure 4-4 is a checklist to assist you in develop-
ing the hospitality for your event.
Hospitality and protocol issues are often derived from customs or
traditions rather than rules of law. Chapter 5 examines standard con-
tracts and typical negotiations that will further ensure a hospitable
sport event for you and your guests.
Figure 4-4
GAME HIGHLIGHTS
C H
5
A P T E R
NEGOTIATIONS
AND CONTRACTS
I ask a player, “Are you happy with this contract?”
He’ll say, yes, he is. “Fine,” I tell him, “I’m happy,
too. We’re both happy. But I have one provision
before we sign this contract. There will not be any
renegotiations.”
Arnold (Red) Auerbach,
former general manager, Boston Celtics
W
maze?
HAT IS NEGOTIABLE, whom do you contract, and how do
you find your way through the sport event legal
97
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Graham 05 10/5/01 1:28 PM Page 98
Figure 5-1
to the main press center where they distributed and developed Fuji
film for free. As part of their sponsorship rights, Kodak offered this
service inside the press center but for Kodak film only.
Control over exclusivity is easier for less developed sports where
one sanctioning body is largely responsible for the entire show.
Another illustration of the difficulties related to exclusivity is the
California State High School Associations, which sold an exclusive
sponsorship to Reebok for specific state championships, while sig-
nage at individual schools and championship venues was purchased
directly from Nike. Simply put, exclusivity is difficult to control, but
it would be impossible without contractual stipulations.
As a general rule, a sponsor will require exclusivity related to its
particular industry category (e.g., sportswear, soft drinks). Be careful,
however, to clearly define the product category. Give a specific descrip-
tion of the category, with the names of particular competitors and prod-
ucts. In the fast-food category, for example, McDonald’s may want
pizza and Pizza Hut or sub sandwiches and Subway to be mentioned
to avoid confusion about pizza and subs as a category of fast food.
When approving sponsor promotions, it is also important to be
sure that they do not conflict with another sponsor’s rights. In 1994,
there was a problem between two World Cup Soccer sponsors:
MasterCard, who had the international exclusive rights to both debit
and credit cards, and Sprint, who had the national exclusive right to
local and long-distance telephone. As a promotion, Sprint created
World Cup logoed phone cards and MasterCard sued, saying that
these cards infringed on their “debit card” rights. The case was arbi-
trated and settled by allowing Sprint to give away, not sell, the existing
phone cards but did not allow them to produce any additional ones.
Another category that often causes confusion is the financial insti-
tutions (e.g., Bank of America) category. The description of this cate-
gory typically does not include credit cards; these are considered to
be in a separate category. This means that even if the sponsoring
financial institution may produce a credit card, it cannot promote or
associate it with the event.
Trademark Rights
Identification parameters and procedural details must be included for
event trademark approvals. All promotional and marketing material,
Graham 05 10/5/01 1:28 PM Page 102
Territorial Rights
This issue is not as important for local events as it is with national and
international events. For the Olympic Games or World Cup Soccer,
sponsors are solicited at all levels—international, national, and
local—so if specific categories and boundaries are not identified and
preserved, exclusivity may be lost. International sponsors have the
authority to use the sport event trademarks in all countries partici-
pating in the event, whereas national sponsors are restricted to using
the trademark within the host country. With international contracts, it
is important to specify in writing that any fluctuation in the currency
exchange rate will not adversely affect the amount due in U.S. dollars.
Territorial restrictions also apply to television and merchandising
rights. For example, NBC has paid for the exclusive Olympic broad-
cast rights to the United States only. Merchandise licensees may have
rights to the European or North American market only.
Since the Internet has no boundaries, specific language must be
crafted to protect all rights-holders. This could include an Internet
rights-holder per language or per sport, or licensing the content
rights to various Internet sites. Since the Internet is still a fairly new,
unproven entity, no definitive rules have been established. Lisa Delpy
Neirotti is keeping abreast of this dynamic issue and working with
the International Olympic Committee and others to determine the
most appropriate strategy for sport events to pursue with regard to
the Internet.
Graham 05 10/5/01 1:28 PM Page 103
Sponsorship Fees
The sponsorship agreement should clearly define the specific amount
of cash and/or in-kind services, and it must be accepted by all parties
and include payment schedules and delivery or service dates.
Requests for additional contributions are never welcome after con-
tracts have been signed.
As far as the value of in-kind goods and services, be sure to
stipulate in the contract the specific amount of product or the exact
service to be delivered, as there may be a big difference in what you
think a dollar value will purchase and at what price the sponsor may
attribute to these goods or services. For many events, sponsorship
contracts now require that in addition to the agreed-upon rights fees
and services, the sponsor must guarantee a certain amount of dollars
be allocated toward marketing the event. This not only helps you pro-
mote the event but encourages the company to leverage their spon-
sorship to maximize returns.
Specific rights and privileges included in the sponsorship fee also
should be clearly defined. The opportunity for accommodations, hos-
pitality, signage, and tickets are frequently provided. For smaller,
low-profile events, these are frequently included as a benefit in the
sponsorship fee.
Typically, a sponsorship fee simply gives the sponsor the right to
spend more money on such items. It is important for a sponsor to ask
about the type, location, and cost of tickets, as well as accommoda-
tions and hospitality. World Cup Soccer sponsors, for example, were
not aware that the tickets allocated to them were not premium seats
and only discovered later that premium seats could be arranged for
at an additional charge. The opportunity for on-site sales, samples, or
pouring rights should also be outlined in the contract.
As far as working with other sponsors or licensees, a “best effort”
clause is typically included in the contract to encourage the purchase
of premiums or goods from official sponsors or licensees. Best effort
implies that companies involved in the event will utilize each other’s
products or services as long as prices are competitive. Visa, for exam-
ple, uses UPS exclusively for overnight delivery because both com-
panies are sponsors of the Olympics.
Graham 05 10/5/01 1:28 PM Page 104
TELEVISION
Television negotiations are becoming more complex—and more lucra-
tive—with the increase in cable, satellite, and Internet options and the
rapidly increasing international interest in U.S. sport events. Most tel-
evision contracts include exclusivity and territorial stipulations. The
television rights-holder can then opt to sublicense certain amounts of
the programming but generally needs written consent of the licensor.
For example, the Winter Olympics offered so many hours of program-
ming that CBS granted a license, for an appropriate sum, to TNT that
allowed them to broadcast Olympic coverage on specific days at cer-
tain hours. Contracts must also include specifications for satellite
rights if a rights-holder has the capacity to produce both feeds.
Another common element included in television contracts is the
preferential treatment given event sponsors regarding commercial
time slots. According to Howard Stupp, director of Legal Affairs for
the International Olympic Committee (IOC), “This is especially
important for Olympic sponsors, since there are no advertising bill-
boards allowed in the competition areas.” The agreement basically
offers sponsors right of first refusal at negotiations with the television
rights-holder but not necessarily any price discount. Other contract
stipulations in a television agreement include the control of “on-
screen” or “superimposed” credits during coverage, the location and
number of cameras allowed, the basic technical support provided by
the host committee, and copyright credit.
The issue of appropriate “news access” for competitors should
also be delineated to protect the rights-holder. The IOC established
the “3 2 3” rule whereby Olympic coverage can be aired by non-
rights-holders three times per day, in two-minute excerpts, and
spaced a minimum of three hours apart.
PERSONNEL
The most important part of a personnel contract is the specific,
detailed responsibility of the individual, including when the employ-
ee is to begin and end work, payment schedules, tax withholding,
reports procedures, and provisions for changes in the contract (e.g.,
extension or increase responsibilities). All contracts should also spec-
Graham 05 10/5/01 1:28 PM Page 105
SPORT CELEBRITIES
Chapter 7 discusses the reasons for hiring or including a sport celebrity
in your event. However, you need to spell out the details in personnel
contracts for sport celebrities. Frequently, a corporation may employ an
athlete for a set number of hours—you must delineate how the hours
are to be scheduled and accounted for. Does the celebrity have the right
to refuse an engagement? How far in advance must the engagement be
scheduled? Is there a minimum and maximum amount of time the
celebrity must spend at an event? What type of travel and hotel accom-
modations will be provided? All contracts must include these provi-
sions, as well as a termination clause for immoral behavior. Some
contracts also include specific athletic achievements for the contract to
remain in full force (e.g., the athlete must remain ranked in the top five
in the world).
NOT-FOR-PROFIT BENEFICIARIES
Chapter 13 discusses sport events and not-for-profit charities in
detail, but it is important to highlight certain contractual agreements
between for-profit event organizers and not-for-profit beneficiaries.
Charitable organizations should be careful not to provide services far
greater in value than the dollar amount to be received. Be sure to limit
the number of volunteers and the number of work hours required. If
the contract requests the use of the not-for-profit postage benefit,
check whether your organization is also responsible for the packag-
ing of the materials to be mailed. Contract inclusions like this can
cause a great inconvenience for not-for-profit organizations and may
Graham 05 10/5/01 1:28 PM Page 106
VENUE CONTRACTS
Suppose that the venue has permanent corporate signage, and your
organization requires a “clean” venue (i.e., no signs) or wants to host
an event sponsored by a competitor company. Then negotiations
about covering up existing signage may be necessary or existing con-
tracts renegotiated. Venues can also apply for a variance of contract
(wherein the agreement is amended), suspending all other agree-
ments for a specific period of time while the sport event tenant occu-
pies the venue. Current concession and signage agreements often
include a certain amount of days or number of events in which a
venue can allow a competing company to have a presence in the
venue. The lease rate, security responsibility, other personnel respon-
sibility, concessions, and indemnification are the primary provisions
to be covered in a venue contract.
LICENSEES
Category exclusivity on licensed goods depends on the size of the
market for an event and the amount of income desired from license
fees. Obviously, the price for a license will be less if the category is
nonexclusive (more than one licensee may purchase this product cat-
egory), but sometimes the sum of two parts is greater than the one.
The Lillehammer Olympic Organizing Committee (LOOC), for exam-
ple, decided to grant exclusivity because of its small market, whereas
the Atlanta Committee for the Olympic Games (ACOG) opted for
nonexclusive licensing agreements because of the large demand
anticipated for licensed products. Nonexclusive licensees should
request that the contract include a limit on the number of licensees
per category. A licensee contract should also stipulate the minimum
guarantee required and the royalty payments. Guarantees are based
on expected sales, and royalties are a percentage of sales that is paid
to the owner of the rights (licensor).
Graham 05 10/5/01 1:28 PM Page 107
HOSPITALITY
On-site sport event hospitality may be offered as an exclusive benefit
included in the corporate sponsorship package or marketed to com-
panies as an additional revenue stream for the event. Either way,
someone must provide the services; an external management compa-
ny specializing in hospitality either purchases the on-site hospitality
rights or is employed as a subcontractor.
Frequently, only sponsors of the event are offered the opportuni-
ty to purchase hospitality packages, and site selection is on a first-
come, first-served basis or depends on the corporation’s tenure as a
sponsor of the event. If this is not the case, any company may request
information about hospitality packages and their availability. For
both the event organizer and the company purchasing a hospitality
package, it is important to ensure the right to quality control of the
provider. Thus, if either the event organizers or the clients are dissat-
isfied with the level of service, selection of food, décor, or any other
item, they have the option of requesting reasonable changes that, if
not fulfilled, entitle them to a refund. (See Figure 5-2 and Chapter 4
for more information on hospitality.)
Graham 05 10/5/01 1:28 PM Page 108
Figure 5-2
Lesa Ukman suggests that you create your own contract and pres-
ent it to sponsors. This will eliminate the time and expense of hiring
a lawyer to go item by item through each new sponsor’s contract.
Lawyers will advise you that it is better to work from your contract
and begin negotiations, rather than rewrite the contract from your
negotiating party. Some corporations, like Kodak, always generate
their own contracts and send them out before they are even interest-
ed in your property in order to lock things up. You must be careful
about this action. Look at your own skills and abilities to see whether
you can handle the negotiations yourself or need an attorney or
agency to represent you.
An attorney is not always recommended for repeat events with
relatively few changes and when both parties are satisfied. The gen-
eral attitude of sport event managers toward attorneys is “we are
short on time, and lawyers are long on words.”
Agency Agreements
Michael Jordan’s agent, David Falk, was quoted in the Marquette
University Sports Law Journal:
One type of negotiation tactic is to literally walk away. I do not
recommend this unless the negotiations are fruitless. Instead,
I prefer to set a rigid time frame to keep the pressure on. In
one situation, I purposely scheduled my return flight in such
a way to imply that time was of the essence.
If you decide that an outside agency is necessary to help manage your
event, be sure to select a firm that has experience working on events
like yours and understands your needs. See Figure 5-3.
LITIGATION, ARBITRATION,
AND ALTERNATIVE DISPUTE SYSTEMS
Whether a contract is written or verbal (and it should always be writ-
ten), if one party performed a duty that it would not normally pro-
vide and could prove that its work benefited the other party, but there
has been no compensation for the performance, then its case for liti-
gation is considered strong. In the same vein, if a plaintiff can provide
that he or she is the injured party because the defendant did not com-
plete the work specified in the agreement, the plaintiff may be able to
file a legitimate complaint against the other party.
With the U.S. court system gridlocked in civil litigation, injured
parties in increasing numbers are taking their complaints to a certi-
fied arbitrator who is trained to issue a nonbinding judgment. This
saves both parties 50 percent or more of the cost of a trial and is much
Figure 5-3
CLOSING ARGUMENTS
Although verbal agreements confirmed through a handshake
between two top-level people can be upheld in a court of law, a prob-
lem arises when one of these individuals leaves his place of employ-
ment and the terms of the agreement become lost in confusion. For
this reason alone, you should insist on a formal written contract.
Jennifer Jordan-Lock suggests that you remember the “four corners”
rule of contract law: Unless there is a clause in the contract that refers
to another document, the totality of the agreement between two par-
ties is represented by the terms contained “within the four corners” of
the contract.
William “Woody” Woodruff, a former Xerox employee and now a
consultant in event marketing, highly recommends that you “take the
time to review the final written contract in detail, as this version does
not always reflect previous editions or reflect changes that you ver-
bally thought were agreed upon.” Woody adds, “Do not rely on the
organizing committee to really understand what it takes from a spon-
sor’s point of view, particularly in the area of service.”
Contracts may range from 1 to 500 pages, but the important con-
sideration is not the length but that all parties are clear on their role,
responsibilities, rights, and the consequences of any breach in the
contract. (See Appendix 1 for sample agreements.)
Negotiations and agreements cannot prevent a catastrophe. That
is why Chapter 6 on risk management must be used in tandem with
this one.
Graham 05 10/5/01 1:28 PM Page 112
GAME HIGHLIGHTS
C H
6
A P T E R
RISK MANAGEMENT:
PROTECTING YOUR
INVESTMENT
That little white ball won’t move until you hit it, and
there’s nothing you can do after it is gone.
Babe Didrikson Zaharias, multitalented athlete
credited with opening the door to
the male-dominated domain of sport
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Graham 06 10/5/01 1:28 PM Page 114
Figure 6-1
Figure 6-2
RISK ASSESSMENT
Alexander Berlonghi, author of The Special Event Risk Management
Handbook (1990), believes the first step in identifying potential risks is
to conduct a detailed risk assessment of the event. To do this, event
managers may either hire a professional risk management consultant
or use the internal expertise of their staff. When you use your own
staff to identify potential risks, it is important to involve not only hor-
izontal management positions but also vertical staff. Ticket takers,
groundskeepers, security guards, and parking lot attendants, as well
as mid- and top-level management, should participate in this process.
(See Figure 6-3 for the format to use for this meeting.)
Figure 6-3
6. Once all risks have been listed, ask each reporter to estimate the total finan-
cial cost of his or her risk. With the understanding that this is an exercise,
encourage your associates to assign real dollar figures to each potential risk.
This helps the entire group recognize that each risk has the real potential of
reducing your bottom line revenue from the event. If the risk is one that is
covered by insurance, list an estimated dollar increase in your premium due
to the identified exposure.
7. Now that you have identified and assigned a cost to the potential risks,
encourage the group to act as risk management consultants and make recom-
mendations that will reduce the risks.
8. Before the meeting is adjourned, get agreement from the members of the
group that they have, to the best of their ability and with the most recent
information available, identified as many risks as possible. Ask them to
remain vigilant in reporting other risks that may emerge before, during, or
after the event.
9. Assign independent groups from this large group of risk managers to handle
the next stage: the actual risk management phase. Ask each small group to
design a variety of strategies that will effectively eliminate or reduce the risk
at the lowest possible cost to your organization.
Make certain that you document every step of this risk assessment meeting
from keeping an accurate attendance roster to creating an action plan of activi-
ties you will undertake to reduce the risks. Make certain this document is pre-
pared immediately following the meeting so that you can use it as a measuring
stick of your progress in managing the risks.
ATHLETE PROTECTION
Since the stabbing of tennis star Monica Seles and the attack on
Olympic ice skater Nancy Kerrigan, sport event managers have made
security for athletes a key area of concern. Barbara Perry, senior vice
president of International Management Group, emphasizes the
importance of walking through the sport venue—tracing the route of
an athlete from the locker room to the competition or media and hos-
pitality areas—and looking for vulnerable areas. Perry found that
older buildings in particular have many nooks and crannies to secure.
(See Figure 6-4 for tips concerning athlete protection.)
LOSS PREVENTION
Theft of property or money can be a significant problem in sport
event management. These acts range from box office robberies to
Figure 6-4
STORAGE
The identification of a secure location not only for counting money
but also for selling tickets, storing inventory, and conducting contests
and prize-related activities is an important consideration for your loss
prevention program. By establishing a secure location for these high-
risk tasks, you will automatically reduce the opportunity for a bur-
glary or robbery resulting in a severe loss. To provide a secure loca-
tion for these tasks, follow the simple guidelines shown in Figure 6-6.
Access to your valuables is an issue that also includes the proper
credentialing of your personnel, media, athletes, trainers, coaches,
judges, staff, VIPs, and spectators (see Figure 6-7). Also, particular
information must be included on the credentials (see Figure 6-8).
Figure 6-5
Figure 6-6
ACCESS TO EVENTS
Early in your planning, determine how access will be set up to ensure
that only the proper persons enter secure areas. Security guards at
each entrance area must be fully briefed on different types of creden-
tials and specific access privileges. Figure 6-9 is a checklist to assist
you in developing a secure access plan for your sport event.
According to Terry Cooksey, a 10-year veteran of ticketing opera-
tions in Nashville, Tennessee, each ticket must contain at least five
basic pieces of information: pertinent event information, seating
information, policies unique to the event, applicable legal dis-
claimers, and the price. Cooksey suggests using a checklist when
designing your draft ticket (see Figure 6-10). Remember that if you
will be mailing tickets, first send a letter of confirmation asking for
any correction in address and/or ticket purchase. High-profile events
such as World Cup Soccer use two-day mail service to secure ticket
delivery.
Graham 06 10/5/01 1:28 PM Page 121
Figure 6-7
Credentialing Procedures
1. Review previous credential procedures from past or similar events to deter-
mine requirements and areas of improvement.
2. State in writing all credential procedures for each group (e.g., staff, volun-
teers, athletes, officials, media, participants, VIPs, corporate sponsors).
3. Establish a secure credentialing area with ample space for waiting lines,
equipment, security, and other departments. Make certain electricity is avail-
able to operate cameras and other equipment and that telephone lines are
available for communications.
4. Identify and contract a photography vendor to provide cameras and film for
credentialing.
5. Conduct an orientation program for all staff issuing credentials.
6. Consider contingency plans for particular situations such as cameras becom-
ing nonoperational, loss of communications, gridlock among crowds in the
credentialing waiting area, theft, and other threats.
7. Keep all credential area signage low key to avoid attention.
8. Provide a separate line or area for athletes, VIPs, and media in recognition of
their status.
9. Maintain and protect a computer system that stores credential requests and
distribution information. Only persons with proper credentials or authority
should have access to this information in a secure place. If necessary, use the
services of a security expert to determine any loss of your information
through telephonic or even satellite transmission.
Figure 6-8
Figure 6-9
Tickets, Please!
1. Use a focus group composed of experts in ticketing, security, admissions,
concessions, and other tasks in which loss prevention through admissions is
an important issue.
2. Ask for the ideas of these experts and then show samples of tickets and
credentials used at other successful sport events.
3. Create a draft policy that covers how credentials are granted, where they are
issued, how day-of-event changes in credentialing and lost credentials are
handled, and how fake and forged credentials are recognized.
4. Integrate your signage program with your credentialing process. It causes
confusion, for example, to accept only VIP passes at Gate E when the sign
above the admissions personnel reads “General Admissions Only.”
5. Establish a process for challenging tickets at the entrance and determining
how to resolve these problems. Who has the ultimate authority to grant
admission or change the procedure?
6. Remember that passes or credentials should be required for entry to all
secure areas such as the box office, the counting room, the warehouse or
storage areas, and other areas where valuables may be stored.
7. Does your organization or state or local laws prohibit scalping of tickets or
sale of unlicensed, unauthorized merchandise at your sport event? Make
sure you have a written policy to handle this possibility. If necessary, create
signs to warn individuals who may consider engaging in this activity.
8. Modern sport events often use an advanced ticketing program that has
sophisticated printing of the event logo to prevent duplication. Regardless of
the technique you use, it is essential that all admissions personnel receive
thorough training on how to recognize individualized credentials and tickets.
9. Future credentialing processes may ensure closer scrutiny by including a
fingerprint or retina sensor device that matches the recorded computer
database image. No two sets of fingerprints or retinas are exactly the same,
so this technology may finally end the rash of forgeries that have plagued
sport events.
HIRING STAFF
Finding and keeping good, honest employees is a challenge. The
good news is that while this burden may be more difficult than it was
two decades ago, it is not impossible. Barry Silberman reports that
“the key to hiring staff is to continually be on the lookout for quality
individuals.” He adds, “We typically hire interns who have served us
well and have caught on to the business. Rarely do we advertise.”
Graham 06 10/5/01 1:28 PM Page 123
Figure 6-10
Figure 6-11
WRAP-UP
The tear-down phase of an event is often not given much attention
but is actually as important as the preparation phase from the stand-
point of financial and legal consequences. First, from the moment
the closing ceremonies end and the crowd disperses, the organizing
committee is in possession of a wide variety and a large quantity of
equipment from the most technical to the most mundane that must
be disposed of. Much of the technical equipment—including com-
puters, pagers, telephones, fax machines, copiers, sophisticated tim-
ing devices, cameras, televisions, video recorders, and more—as
well as office equipment, must be returned to its proper owner or
can be sold or auctioned off after the event to staff, other sports
organizations, schools, businesses, surplus stores, or to the public.
Whatever remains unsold can be donated to worthy charities to fur-
ther promote the goodwill of the event in the host community. Each
item must be sold “as is” without recourse to the selling entity. The
on-site legal council or senior manager must also continue to moni-
tor and attend as necessary to the disassembly of any alterations
carried out at the venue by the organizing entity so that it can be
transferred back to the care and control of the owners in satisfacto-
ry condition.
Graham 06 10/5/01 1:28 PM Page 126
Figure 6-12
Safe Transport
1. Establish how the cash or valuables will be transported and by whom.
2. Create three routes to transport the protected materials to the final
destination. Alter the route for each delivery so that patterns are not
established which might be followed.
3. Vary the time the transport is made to further avoid creating a regular
pattern that can be monitored by those with bad intentions.
4. Determine whether a uniformed armed guard will be required. Then secure
this person through either a private security firm or off-duty police personnel.
5. Plan for backup of personnel if the armed guard does not appear at the
appropriate time to transport your materials or if you need to make an early
shipment because of a large accumulation of cash.
6. Do not let large amounts of cash accumulate at individual box office loca-
tions. Establish a signal for notifying your counting room when pickups
must be made to prevent the theft of large amounts of cash.
7. When receiving concession merchandise, make sure a bill of lading
accompanies the goods and that you inspect and accept the inventory prior
to off-loading the delivery vehicle at your facility. Determine in advance who
has the authority to sign for acceptance of this merchandise.
8. Make prior arrangements for secured storage and inventory of merchandise.
9. When transporting goods to individual booths at the sport event, determine
who will pull items from inventory and load delivery vehicles, who will
accept these goods for transport, and who will sign for acceptance at the
final destination. Receipts should match in order to prevent loss.
SAFETY FIRST
Most successful sport event professionals admit that safety is a para-
mount concern. Steve Schanwald, vice president of Marketing and
Broadcasting for the Chicago Bulls, says:
Some of our players have always received escorts to and from
their cars and the locker room. We also have security people
positioned intermittently throughout the court area. There is
nothing more important to us than the safety of our players
and fans. It doesn’t make sense to bury your head in the sand
and not take precautions.
The night before Nancy Kerrigan was attacked at the ice rink, her
agent Jerry Solomon feared for her safety because the only trans-
Graham 06 10/5/01 1:28 PM Page 127
Figure 6-13
ANTICIPATING PROBLEMS
For large-scale events, plans should be coordinated between the
organizing committee and the local law enforcement. For the 1994
World Cup Soccer events held in Washington, D.C., 214 individually
numbered patrol post locations were designated in and around RFK
Graham 06 10/5/01 1:29 PM Page 129
or other emergency personnel. Be sure the script is free from any dis-
criminatory language.
An amateur video made by the local organizing committee can
successfully memorialize not only the general festivity and atmos-
phere of the event, but weather conditions, decorative elements, com-
mercial activity, seating vantage points, signage, and other circum-
stances which could ultimately become relevant in a legal dispute.
Accurate and consistent incident-reporting procedures can serve
to protect the organizers from unnecessary liability and are a useful
means of disseminating information to headquarters and manage-
ment staff, so as to ensure consistent operations and response to
emergencies.
INCIDENT REPORTING
When and how to report an incident are two important pieces of
information to share with all event volunteers and employees. Figure
6-14 provides examples of “incidents” requiring reporting and inves-
tigation. Language used in reports can often have repercussions that
a person not experienced or trained in the insurance or legal fields
may fail to recognize. Incidents should be relayed without concluso-
ry language. Nothing in the incident report or notice letter to the
insurance company should suggest fault, causation, negligent or
reckless conduct, or other legal conclusions. For example, terms such
as fault, negligent, careless, and cause should be avoided. The facts
should be related without speculation from the writer as to what par-
ticular act or oversight led to what consequences.
World Cup USA 1994, Inc., at the suggestion of one of their on-site
legal counselors, printed their incident report forms on quarter sheets
of ordinary 81⁄2- by 11-inch paper. These pages were then glued in
pads of 50, which fit comfortably in the uniform pockets of all man-
agement staff. In this way, every person authorized to collect infor-
mation on reportable incidents had reporting forms on hand in case
an incident occurred in his or her presence.
The incident report included spaces for the following information:
date; venue; severity (critical, significant, or minor); incident type
(automobile, concessions/food, concessions/novelty, facilities, fan
incident, medical/injury, merchandise infringement, property dam-
Graham 06 10/5/01 1:29 PM Page 131
Figure 6-14
Cancellation Policies
Cancellation insurance requires that the criteria for canceling an event
be specified in advance. A hot-air balloon race or air show may be
canceled because of low clouds and high winds, while other events
may be canceled if the humidity level is too dangerous or if players
fail to arrive because of travel difficulties. Cancellation insurance also
should cover loss of merchandise sales, with the merchandise ven-
dor’s costs and expenses typically guaranteed for loss of profit.
Prize Indemnity
The conditions for prize indemnity must also be stipulated in advance.
These include the type of technology that is allowed in the contest or
the prior experience of the contestant. A successful contestant of the
half-court million-dollar shot offered by the Chicago Bulls was ulti-
mately disqualified by the insurance company, as he had played a
semester of college basketball. Although the insurance company did
not pay the prize money, the contestant ended up receiving the money
from local sponsors and the Bulls organization. Premiums are based on
the number of attempts available to win the prize and the probability
of success. Contests for large prizes (e.g., hole-in-one, half-court shot)
are frequently required to be videotaped for proof. A lawsuit over pos-
sible fraud occurred between a race car driver and an insurance carri-
er. The race car driver won three races and alleges that, according to the
contest rules, the driver is due a cash bonus. However, the insurance
company inspected the vehicle and discovered that it was an enhanced
version of the technology initially approved by the insurance compa-
ny; therefore, the underwriter alleges that the coverage is null and void.
Graham 06 10/5/01 1:29 PM Page 133
Figure 6-15
for your team or event. These insurance specialists can also guide you
on how best to minimize risk and reduce claims and provide a
breadth of information through their brochures, application forms,
underwriting guidelines, risk management information, sample
releases, and other business materials.
A good reputation is another important criterion. According to
Jim Pearson, a lawyer with Pearson, Milligan & Horowitz in Denver
and an authority on adventure sport insurance, it is important to
“talk with other entities that have similar operations to yours, as they
may have already found the ideal insurance program for you or may
know which insurance programs to avoid.”
Todd Overton, an account manager with SCA Promotions, advis-
es people to look for companies that have been in business for at least
three years and to get a list of contact names and phone numbers for
claims the company has paid out. “Anybody can issue a contract, but
you want to make sure that they can pay out,” said Overton.
State insurance commissions, which regulate insurance company
activities, can also provide valuable information about the legal sta-
tus of a company in their state, as well as the number and type of
complaints or operational problems reported in the past. That infor-
mation also helps you evaluate how a particular insurance company
handles its claims and treats its customers. You should also research
the insurance company’s industry rating, which is available from
Standard & Poor’s, Moody, and A.M. Best.
Yet another concern in selecting your provider should be the size
of the agency that is selling the policy. “Insurance agents with pur-
chasing power are often better able to negotiate special requests or
waivers from insurance companies than an agent with only a few
clients,” said Elaine Curl, president of Sports Transportation
Management and The Convention Store in Edgewater, Maryland.
According to Curl, a reputable insurance broker with experience
in writing policies relating to sports should be able to discuss impor-
tant coverage issues such as deductible limits, whether lawyers’ fees
and litigation costs will reduce the amount of coverage, what hap-
pens if more than one person is injured or if you have more than one
loss in one year, policy limits, and applicable state and federal laws.
Curl said her insurance agent has even been helpful in reviewing and
responding to requests for proposals.
Graham 06 10/5/01 1:29 PM Page 136
Figure 6-16
GAME HIGHLIGHTS
• Risk management, loss prevention, and safety are effective man-
agement tools to use in producing profitable and successful
sport events.
• Use a focus group composed of event staff to help you identify
a wide range of potential threats and plan for their efficient
management.
Graham 06 10/5/01 1:29 PM Page 138
C H
7
A P T E R
EFFECTIVELY
RECRUITING
AND LEVERAGING
A SPORT CELEBRITY
On the day of the race, a lot of people want you to
sign something just before you get in the car so that
they can say they got your last autograph.
A. J. Foyt, race car driver
P
ing?
LANNING A CELEBRITY SKI WEEKEND, golf tournament, an
awards banquet, or your company’s annual sales meet-
139
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Graham 07 10/5/01 1:29 PM Page 140
their payroll. You could cut the costs of appearance fees if these
celebrities are asked, as part of their corporate contract, to make the
appearance.
For charitable events that occur on a regular basis and for which
the same athletes are frequently asked to participate, such as the
Washington Redskins’ weekly luncheon benefiting Children’s
Charities, it is advisable to offer a small honorarium ($150 to $300).
This token of appreciation not only makes the athletes feel more spe-
cial but makes them feel more accountable to the event. Typically, the
more money a sport celebrity is paid, the less likely they will cancel;
however, emergencies do happen!
For those events with a budget to pay for a sport celebrity, the best
recommendation is to identify a local sport celebrity who will not
require first-class airfare or accommodations. Local athletes are often
more effective as well because of their recognition level. According to
Bernie Swain, partner of the Washington Speakers Bureau, “The fee
for sport celebrities ranges between $5,000 and $50,000.” For instance,
Tony Dorsett commands a fee of $7,500, Bob Costas gets $35,000, and
John Madden asks $50,000. (Note: Madden is extremely selective with
his engagements and may speak a total of three times per year.) The
cost of a sport celebrity may also depend on whether the athlete is
asked to deliver a keynote speech, to attend autograph and/or pho-
tograph sessions, or to simply attend the event to meet and greet
guests. If your event charges admission, some athletes may negotiate
a deal for a percent of the gate. This is especially helpful for event
organizers short on cash. Other athletes may request that a donation
be made to his or her charitable foundation or another nonprofit
organization.
In addition to their appearance fees and associated travel expens-
es, some of the more notable sport celebrities include contract clauses
requiring local limousine transportation, additional security, special
dietary requests, and even the stipulation that a PGA golf course be
within 40 miles of the event location.
Figure 7-1
Figure 7-2
It’s Showtime!
• Schedule a bush league star baseball player to provide batting lessons for
your corporate sales team.
• Engage a state championship runner to carry the flag into your celebrations
and have him or her hand the flag to a national running star.
• Turn your shopping mall into a Little League baseball tryout area using a
Nerf baseball to avoid damages, and invite a former major leaguer to sign
autographs.
continued on next page
Graham 07 10/5/01 1:29 PM Page 149
• Invite a local golf pro to provide putting tips or work with a golf club manu-
facturer to bring in a PGA pro to sign autographs and answer questions.
• Introduce the speaker with video clips from his or her best games.
• Take your guests to a major league hockey game, and as a surprise, arrange
for one of the players to drop by the reception after the game to greet and
meet your guests.
• Hold your banquet on the 50-yard line of Texas Stadium in Irving, Texas
(home of the Dallas Cowboys), and invite one of the assistant coaches to
scrimmage with your team.
• Schedule a clay target-shooting tournament at a resort, and hire a professional
trick shooter to mix with your regulars and keep them on their toes.
• Arrange for an early morning jog for your group and engage a presidential
lookalike complete with five or six secret service types to join you.
• Invite the local team mascot to welcome your audience to the city and have
the mascot lead your guests to the next activity, such as an exhibit hall where
he/she will pose for photos.
• The sky is the limit! While en route to the big sales meeting on board your
747 aircraft, invite an Olympic gold medalist to speak to jet-setting business
leaders about never giving up and going for the gold!
GAME HIGHLIGHTS
• A sport celebrity includes athletes, coaches, team owners, offi-
cials, mascots, and members of the sport media.
• Always determine the purpose of the sport celebrity appearance
before signing a contract.
• Do your homework and find out the sport celebrity’s schedule,
personal or sponsor affiliations, and previous appearances and
their success.
• Use market analysis (e.g., Q ratings) to determine the most suit-
able celebrity for your event and audience.
• Be sure to add time in the event appearance schedule for delays
and other problems that could occur with an uncooperative
celebrity.
Graham 08 10/5/01 1:29 PM Page 151
C H
8
A P T E R
EVENT MARKETING
So many sports organizations have built their entire
budgets around television, that if we ever withdrew
the money, the whole structure would collapse.
Roone Arledge, former ABC sports director
151
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Graham 08 10/5/01 1:29 PM Page 152
packets (20,000); late registration at the 97.1 Soft Rock Health Expo
(6,500); and another 2,800 through other means. A director of teams,
in addition to the director of registration, was hired primarily to visit
companies and encourage them to form a team to participate in the
race. This maneuver turned out to be extremely successful. In addi-
tion, the event recruited a media partner, the local NBC affiliate that
ran a number of public service announcements (PSAs); placed adver-
tisements in newspapers, in magazines, and on radio stations; and
distributed entry forms through various local companies. All total,
the event raised more than $3 million to be designated for breast can-
cer research, education, screening, and treatment. According to Jim
Vandak, race director for the Army 10-Miler, the most common way
to market a road race is through running publications, race brochures,
and the Internet.
For event organizers and marketers, Internet sites such as
ActiveUSA, Acteva, Do It Sports, and SignMeUpSports all provide
event registration technology and marketing opportunities. These
sites will assist you in developing an individualized event Web site
outlining all the necessary information regarding the event, along
with the possibility of registering online. For each online registration,
a 2 to 8 percent transaction fee is charged either directly to the regis-
trant or to the event organizer. When you sign up your event with one
or more of these companies, your event will be listed in their calendar
of events by date, location, and type of sport. ActiveUSA, for exam-
ple, offers more than 75,000 events nationwide in more than 50 sports,
from running and triathlons to skiing and fishing.
Marketing to Athletes
With over 36 million youth participating in sport each year, the
opportunity to capture this market is huge. Considering that coaches
make the majority of decisions regarding tournament selection and
team travel, we will consider this group as primary gatekeepers.
Parents, however, are also an important audience, as they make the
ultimate decision concerning whether or not their child will travel
and if so, how many (if any) family members will accompany the ath-
lete. On average, 3.2 spectators attended for each participant in The
Lone Star Junior Volleyball Classic for girls 10 to 18 years old held in
Austin and Dallas, Texas. It is important to note, however, that boys
Graham 08 10/5/01 1:29 PM Page 154
Figure 8-1
Promotional Ideas
Theme Promotions
• Bald night (This was a popular promotion at The George Washington
University during the tenure of coach Mike Jarvis, who was bald. Not only
did all the bald men get into the game for free, there was a contest at half-
time to find the closest resemblance to Coach Jarvis.)
• International week (The New York Mets, in conjunction with the New York
City Transit Authority, dedicated certain games to Hispanic, Irish, Jewish,
Asian, African-American, and Italian fans).
• Lawyers Appreciation Night (The Tampa Bay Devil Rays charged attorneys
double and billed by the third of an inning.)
• Conversion Day (Tampa Bay fans were rewarded for getting rid of New York
Yankee caps.)
• Birth night (A minor league baseball team invited expectant mothers to a
game, led breathing exercises between innings, voted on potential names,
and offered a year’s supply of diapers to the woman who delivered first.)
Contingency Promotions
• Offer a discounted ticket to a future game with every ticket purchased.
• Offer a coupon with each game ticket for a free Coke at the next game they
attend.
• Distribute coupons for free food or drink if the team scores a certain number
of points.
• Feature season-long themes such as collecting a different baseball card at
every game and then entering the fans with the most cards collected into a
drawing for free tickets to the World Series.
• Offer a final ticket free to customers who purchase tickets for the first three
days of a tournament.
Using the Right Marketing The success rate of any contest or give-
away increases dramatically as the marketing behind it increases.
That marketing includes public address and video scoreboard
announcements at events leading up to the promotion, as well as dur-
ing the event at which the contest or giveaway takes place; advertis-
ing in newspapers, on radio and television, and on the Internet; and
point-of-sale displays at sponsor locations. According to Grady
Raskin, corporate sales account executive at the Southwest Sports
Group, the purpose is to increase consumer awareness and lead peo-
ple to say, “How can I get involved?”
The advertisements should be a call to action and drive people to
the local retailer-sponsor or Web site to sign up for the contest or give-
away and then actually come to the event involved. Working with
sponsors to create and promote contests and giveaways has proved to
be the most successful model. It not only distributes costs but also
offers companies the opportunity to leverage their sponsorship and,
if done correctly, provides a winning situation for all involved.
Figure 8-2
• Create a holiday theme. For St. Patrick’s Day, the SkateNation ice rink out-
side of Washington, D.C., partnered with a local radio station and advertised
that the person wearing the most green would win a “lucky pot of gold.”
Additionally, they dyed the entire sheet of ice green. The promotion was
very successful, and the rink sold out in 2 hours.
• Piggyback with high-profile events to gain mass exposure. This is what the
National Handicap Sport Association did when they partnered with the NBA
and held exhibition matches during halftimes.
• Distribute promotional material at similar-type events. For example, when
promoting a fun-run hand out fliers or place fliers on car windshields at or
near other road races.
• Develop a Web site, include the URL on all marketing collateral, link to
similar events and other Web sites that attract a similar demographic as your
audience.
• Add information about your event to your voice mail message and
encourage sponsors to do the same.
• List your event in the Digital Cities area of AOL or the Microsoft City Scapes.
• Children and animals always generate lots of media and fan excitement so
periodically schedule autograph and photo sessions and even a pregame pet
show in the parking lot.
• Direct mail is also very effective in marketing to a targeted audience. The
United States Postal Service is currently working with various sport entities
to help maximize direct-mail opportunities through the delivery of creative
mail pieces such as sending CD-ROMs, Frisbees, pop-up stadiums and
postcard schedule magnets.
FIGURE 8-3
Figure 8-4
7. Test all technology once it’s installed to make certain it is working properly.
8. If your event has multiple venues, you may need to create a primary media
center and one or more subcenters. If this is the case, the primary center may
not be located at a sport venue, but will still need to be conveniently located
to facilitate transportation to the competitions. The steps to set up a
subcenter are the same as above, but on a smaller scale.
Figure 8-5
Budgeting
A corporation that enters a sport event sponsorship should not think of
the rights fees as the end of its commitment or view this event as a one-
time involvement. Companies should adequately support their spon-
sorship agreement by budgeting at least one to three times as much as
their initial sponsorship fee for promotions, advertising, and hospitali-
ty and another 3 to 5 percent for market research. Olympic sponsors,
for example, spend $40 to $60 million on rights fees, as well as an addi-
tion $60 million on television advertising around Olympic program-
ming, along with additional millions on hospitality and promotions.
Companies also need to allow equity to build over time. Research
shows that it takes from 10 to 50 images to make one impression on a
consumer. Figure 8-7 provides ways to maximize sponsorship value.
Figure 8-6
Internet
Broadcasting/ Hospitality
Sport Event
Narrowcasting
Promotions Sales
Advertising
Figure 8-7
which means that you provide the program free to the broadcaster
(produce the show) and split the commercial inventory (advertising
spots) with the station. In this case, you hope to recoup your pro-
duction costs through the sale of advertisements or increased spon-
sorship fees.
Another option, usually the least appealing and most expensive,
is to purchase airtime directly from the station. This option makes
you responsible for producing the entire sport event program and for
selling all the advertising spots.
Depending on your programming status, radio stations will offer
you similar arrangements. Figure 8-8 describes ways of increasing
Graham 08 10/5/01 1:29 PM Page 174
Figure 8-8
your chances for success in getting the media to broadcast your sport
event.
GAME HIGHLIGHTS
• Whether you are a sport event marketer or working for a com-
pany incorporating event marketing, the steps in planning your
marketing strategy are to consider the type of sport event,
research the sport and event, determine the target audience,
identify the various type of marketing opportunities, devise a
budget, delegate responsibilities, plan for evaluation, and imple-
ment the plan. Commitment and creativity from everyone
involved are key ingredients to success.
• To maximize a sponsorship, companies need to spend one to
three times the amount of rights fees in leveraging the sponsor-
ship.
• The first step in attracting an audience is to determine the price
threshold and appropriate target markets. A marketing cam-
paign should then be developed and individualized toward the
different audiences and within the designated budget.
• If you want to get your event on television, understand the
value you bring to either a cable or network station and make a
proposal.
Graham 09 10/5/01 1:30 PM Page 175
P
2 A R T
PRACTICAL METHODS
FOR ACHEIVING SUCCESS
If you have confidence, you have patience.
Confidence, that is everything.
Ilie Nastase, tennis player
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Graham 09 10/5/01 1:30 PM Page 177
C H
9
A P T E R
FINANCING
SPORTS EVENTS
The more money you have, the faster you go.
A.J. Watson, car designer, on the importance
of money in auto racing
FINDING CAPITAL
A sound business plan is one way to find investors who will
provide you with start-up capital for your sport event (see
177
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Graham 09 10/5/01 1:30 PM Page 178
Figure 9-1
Figure 9-2
Entertainment Opportunities
• 10 event tickets
• 7 VIP parking passes
• One 10-foot x 20-foot private tent (catering not included)
• 10 invitations to VIP post-event reception
Additional Benefits
• Market research opportunity
• First right of refusal option
• Event evaluation report
• Access to event mailing list
• Exclusive concessionaire rights (depending on venue)
• Access to event athletes for one promotion or advertisement
• Opportunities for cross-promotions and cause-related marketing
Figure 9-3
primary research. Through these activities, you can learn more about
your business community and personally meet people who may have
an interest in your event.
Another example of primary research is attending events similar
to yours and taking notes on the type of corporate sponsors as well as
the benefits those sponsors receive. Then you can take those notes
and either specifically design a proposal to those companies or go
shopping. Shopping literally involves walking through the aisles of a
supermarket or store and recording the different brands and products
surrounding those of the sponsors on your list. If the sponsor pro-
vides a service, go to the yellow pages and research their competitors.
This leads us to the discussion on secondary research.
Secondary research sources include the yellow pages, your local
newspaper, The Wall Street Journal, the IEG Sponsorship Report,
Advertising Age, and the Sports Business Daily and Journal. Reading
such publications keeps you current with both business and social
trends. The local newspaper is helpful in identifying businesses that
are moving to or expanding in your area. The Wall Street Journal and
Advertising Age provide information on corporate strategies and
future marketing campaigns. And the more industry-specific publi-
cations such as the IEG Sponsorship Report and the Sports Business
Daily and Journal offer examples of sponsorship deals that have been
signed or are in negotiation. It is here that you may learn of a compa-
ny’s interest in a particular sport or demographic that fits your event.
Other important resources are the Fact Book, IEG Directory, and the
Internet. The Fact Book provides a comprehensive listing of companies
that sponsor sports, as well as a detailed description of those compa-
nies, including a company profile, current sport marketing activities,
and names of decision makers and outside agencies. The IEG
Directory provides information (number of spectators, budget, and
sponsors) on more than 4,000 events produced in the United States
from art festivals to sports events. The Internet also provides access to
corporate information through annual reports or other documenta-
tion posted on a company’s Web site. The wording used to describe
their company can also be incorporated in the body of your sponsor-
ship proposal.
Often the method of identifying and recruiting sponsors depends
on the type and size of your event. Figure 9-4 offers more specific
Graham 09 10/5/01 1:30 PM Page 185
Figure 9-4
[Date]
Dear John:
Eastman Kodak means quality images. The sports of canoeing, kayaking, and
rafting mean having fun while getting wet.
Capturing the fun experienced on river trips has always been a problem for
both serious paddlesport enthusiasts and occasional commercial raft customers.
Eastman Kodak has solved that problem with its line of waterproof FunSaver
cameras and the American Canoe Association is the vehicle to deliver that
message.
Founded in 1880, the American Canoe Association has grown into the nation’s
largest paddlesport organization. Steeped in tradition, we are quick to respond
to the rapid evolution of our sport and represent all aspects of paddling. In
addition to certifying whitewater instructors across the United States, we
sanction over 700 events per year, govern the United States Wildwater Team,
and aggressively promote river conservation and stewardship. We also
represent corporate sponsors such as Subaru of America.
The enclosed program will provide Eastman Kodak with great exposure
throughout the paddlesport community. Its real strength, however, is its
ability to motivate sales to over 4.2 million adventure seekers.
Thank you for reviewing the enclosed information, John. I will take the
liberty of contacting you within the next few weeks. In the meantime,
I can be contacted at XXX-XXXX.
Sincerely,
Marty Grabijas
Director of Sales &
Market Development
Enclosures
Graham 09 10/5/01 1:30 PM Page 188
Figure 9-6
1. Satisfies prospects wants and needs—You may think that your pro-
posal is a work of literary genius, but look at it from the per-
spective sponsor’s viewpoint—it is just another piece of junk
mail.
2. Differentiates your event from other marketing opportunities—The
truth is that your proposal is among many others that land on
an already overtaxed marketing manager. You must therefore
efficiently show that manager how your opportunity is different
and how the event will deliver (a performance guarantee in the
proposal adds to your accountability). Whenever possible, use
examples of how your event has increased sales for other spon-
sors and how it can affect the bottom-line.
3. Details the benefits, rather than the features, of your event—When
buying a new car, you may not care that it has a six-cylinder,
dual overhead cam engine with four valves per cylinder. All you
care about is that it is fast. Use this mentality when writing your
proposal and explain, in very concise terms, the benefits that the
event offers.
Graham 09 10/5/01 1:30 PM Page 189
Timing is also crucial when you are writing and mailing out propos-
als. Find out the budget cycle of companies, and know when budget
decisions are made. Eighteen months is an ideal lead time. If you are
approaching a company within six months, consider offering the
company a discounted fee for the current year, with the stipulation
that they sign a long-term agreement at full price. For companies that
are cash poor, consider a barter or value-in-kind arrangement in
which goods or services (e.g., drinks, T-shirts, equipment, marketing)
are provided in exchange for sponsorship benefits.
Aside from mailing out proposals, the Internet can also be useful
in disseminating information about your event and associated spon-
sorship opportunities. Such announcements can be sent to target
audience Usenet newsgroups, incorporated into related Web sites,
and delivered over appropriate mailing lists and bulletin boards. For
example, an announcement about the 1995 St. Patrick’s Day United
States versus Ireland rugby match was sent to managers of various
rugby Internet sites. The announcement included information about
the various levels of sponsorship opportunities. As a result, the mar-
keting manager of Murphy’s Irish Stout got in touch with the event
director, and a title sponsorship deal was negotiated.
Figure 9-7
anything they sell over that amount will be their profit. Most agree-
ments, however, work on a commission basis in that the company
keeps 15 to 25 percent of the amount of the sponsorship sold. Care
should be taken, however, to make sure that the sports marketing
agency is not so busy with larger clients or has a conflict of interest
that causes your event to receive inadequate attention.
The greatest disadvantage of outsourcing sponsorship sales is loss
of control. Excellent communication and a detailed contract are
required between the marketing company and the event organization
to make sure both understand their roles and responsibilities. For
example, if an event employee identifies and secures a company that
wants to work directly with the event and not through the marketing
agency, how can this be handled in a manner that is agreeable to all
parties? Melissa Minker also suggests that the marketing agency pro-
vide a biweekly activity report outlining the companies being
approached and the status report of sponsorship sales.
CONTROLLING COSTS
Another way to make money is not to spend it, and this is especially
true in sports events. There are numerous ways to minimize your
financial exposure through clever negotiations. First of all, each event
employee and volunteer must be a salesperson and find ways to
reduce costs through in-kind services and products. For instance,
why pay for trash cans if you can borrow or barter for them? The
same applies to refreshments, decorations, equipment, advertising,
transportation, and almost every other logistical aspect of an event.
(Refer to Figure 9-8.)
Graham 09 10/5/01 1:30 PM Page 197
Figure 9-8
GAME HIGHLIGHTS
• Building a corporate sponsor base is a time-consuming process
that relies on your entrepreneurial sense for tracking future
trends, your ability to conduct meaningful research and obtain
the right information, and your ability to network and to present
your proposal in the most meaningful way to a potential sponsor.
• Focus on the benefits to the sponsor, not the needs of your
organization.
• Service the sponsor and involve them in as many activities as
possible.
• Conduct a post-event summary for each sponsor quantifying
their exposure and return on investment. In the outset, make
sure goals are measurable.
• Research foundation grants and confirm specifications before
writing or submitting the grant proposal.
• Saving money will ultimately make you money, so look for ways
to reduce costs.
Graham 10 10/5/01 1:30 PM Page 199
C
10
H A P T E R
LICENSING
AGREEMENTS AND
MERCHANDISING
Be everywhere, do everything, and never fail to
astonish the customer.
Macy’s motto
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Graham 10 10/5/01 1:30 PM Page 200
proximity of the location to the inventory. After all, you can’t sell
what is not on the shelf.
Design your kiosks or stands with raised displays that can be eas-
ily seen over the heads of standing crowds. Research shows that light-
ed signs and three-dimensional displays are more effective in
attracting consumers. Colors also play an important role in attracting
customer response. Red and white attracts customers at close range,
while black and yellow is more visible from a distance. The kiosk
should be designed to stop traffic en route to rest rooms, concession
stands, or exits.
Many venues allow a menu of merchandise items to be placed in
each seat, particularly in the club or reserved level and in the luxury
boxes or suites. From this menu, spectators can place an order with the
roaming vendor and pay for it with a credit card. The items are then
delivered to the customer’s seat, eliminating the need to stand in line.
When ordering inventory and stocking kiosks, remember that
large T-shirts are the most popular size, so be sure to have plenty on-
site. In addition, larger, bulkier items tend to be purchased toward the
end of the event. Also note that the busiest times for merchandise
sales are during the arrival as well as departure. Make sure you have
peak staffing during these critical times.
For larger events, companies such as FMI and SES can also be
hired to select the line of merchandise and orchestrate the delivery,
warehousing, distribution, and protection of licensed merchandise. In
addition, a separate concessionaire company may be hired to set up,
staff, and stock selling areas. According to licensees, the major prob-
lem with this is that the organizing committee tends to charge the con-
cessionaire a royalty fee in addition to the licensee royalty that makes
the cost of the product sold to spectators too high. A $12.99 Olympic
Barbie sold in Toys R Us was turned into a $35 souvenir at the venue.
other activities, none of which transpired. In fact, Izzy was hardly visi-
ble before, during, or after the Games. This misrepresentation allowed
some licensees to renegotiate their final guarantees with the organizing
committee, since merchandise sales did not go as well as expected.
Event organizers should approach local merchants to sell and dis-
play event merchandise in store windows. Sponsors should also be
asked to assist in marketing licensed products. JCPenney, for exam-
ple, a sponsor of the United States Olympic Committee, created an
Olympic merchandise section within each store.
For licensees, it is also important to look at possible threats such
as a player lockout or boycott that could influence merchandise sales.
Such clauses may be included in the licensing contract. The NBA
player’s lockout, for example, hurt many of the NBA and WNBA
licensees.
Another decision that licensees need to make regarding market-
ing is which marks will be more appealing. For the Olympic Games,
will the Game marks (e.g., the Salt Lake Olympic logo) sell more or
will the marks of the national team (e.g., the United States Olympic
Team)? For some products it is possible to combine both marks,
whereas the packaging incorporates the Games marks and the actual
product has the team logo.
Douglas Frechtling, associate professor of tourism studies at The
George Washington University, suggests that every product be test-
marketed carefully to determine consumer likes and dislikes, to set
appropriate pricing, to fine-tune sales techniques, and to develop
ideas for further product development.
single order. “Tonight when someone signals that they want to buy, I
want you to stop, shout ‘How many?,’ and wait for them to respond.”
The salespeople looked at him quizzically, but he now had their full
attention. “The customer will most likely hold up two or more fin-
gers. Whatever the number he displays, you are to shout it at the top
of your lungs and then go into the stands to fill the order,” Goldblatt
continued. He then demonstrated this procedure several times, using
members of the audience as buyers. “The goal is multiple sales with
less time and effort per sale. Each time I catch you doing this tonight
and it results in a sale, I will reward you with an extra dollar. I’ll be
watching.” In less than 30 minutes, he had taught them a simple skill
that would increase the sales that evening by an amazing 43 percent.
companies all seeking the business of the target audience. The next
chapter presents additional ideas that are involved in organizing
sport events.
GAME HIGHLIGHTS
• Determine if a licensing program is appropriate for your event
and if it should be outsourced or handled internally.
• Incorporate sales training in your strategy.
• Always seek multiple sales.
• Test-market the product to determine the projected level of sales.
• Select the location to sell the product based on traffic flow, visi-
bility, and ability to restock quickly.
• Listen to the advice of your licensees.
Graham 11 10/5/01 1:31 PM Page 207
C
11
H A P T E R
207
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Graham 11 10/5/01 1:31 PM Page 208
event. Keep in mind that many of the logistics presented apply to other
sports with similar needs (i.e., timing, registrations, and first aid).
CYCLING
The most common cycling event is the long-distance road race, with
the most popular being the Tour de France. Crossing great distances
creates logistical challenges far greater than those of a sport event per-
formed in a stationary venue do. When asked what the most difficult
logistical aspect of cycling races, Jim Birrell, vice president of
Operations for the Goodwill Games, quickly answered, “The two-
way communication system. Walkie-talkies or cellular phones are
fine until your cyclists and management team is on two sides of a
mountain. To combat such geographical elements, a fixed-wing air-
plane carrying three repeaters is hired to fly above the event, allow-
ing signals to be transmitted over the mountain.” Another technical
device used to help position both the television helicopter and the
fixed-wing plane is the global positioning satellite (GPS). Since planes
can normally only fly four hours and the event lasts six, at some time
the plane must land and refuel. Once back in the air, pilots can imme-
diately locate the cyclist by calling up GPS geographical coordinates.
Birrell says, “Without a GPS, it takes pilots a long time to relocate the
cyclists, wasting both time and money. Remember, from 2,000 feet in
the air, it isn’t easy finding a pack of cyclists in a forest.
Another logistical challenge of the cycling tours is that they cross
numerous police jurisdictions, each with its own political bureaucra-
cy. Birrell says that the best way to handle this is to “begin at the state
level, followed by the county, then the city. This is especially impor-
tant when traveling on state highways.”
Cycling and running events share similar logistical considerations
such as numbers, rest areas, and timing systems.
RUNNING RACES
More than 12,000 road races take place each year, and each one
requires an organization to make it successful and profitable. A num-
ber of logistical considerations will help you to produce a successful
and profitable race.
Graham 11 10/5/01 1:31 PM Page 209
sponsors today are not the big companies but the small local
businesses that are interested in promoting their name.” Mom-
and-pop businesses are great for prizes, while banks and insur-
ance companies are by far the most prevalent race supporters
looking to capture the upscale runners market.
3. Promotions—To receive “more bang for your buck,” develop a
Web site, place advertisements in newsletters and magazines in
the local community, distribute brochures at other road races, and
make sure your race is listed in running publication calendars and
on event-related Internet sites. The race should be promoted to a
targeted audience with ample time for runners to train.
4. Race equipment—To set up the race, you need equipment includ-
ing measuring devices, numbers, pins, time sheets, surveyor’s
chalk to line the course, stopwatches, finish-line clock, flags,
banners, scaffolding, ladders, tools, computer and printer, result
board, awards, megaphone or public-address system, water, ice,
cups, and some form of shade (trees, awnings, umbrellas).
National magazines, such as Running Times and Runner’s World,
set up promotions in which they supply race organizers with
numbers, pins, and “goody bags” in exchange for the distribu-
tion of discount subscription order forms to participants by the
event organizer.
5. Course monitors—You must have volunteers or staff serving as
monitors on the course to direct runners, watch for cars, and
manage water stations. These individuals should wear bright
colors and be briefed extensively about the course and responsi-
bilities (e.g., have water in cups lined up on tables ready to dis-
tribute to runners and assign people to resupply the cups).
Monitors should also be stationed where a crowd is expected to
form in order to restrain the crowd from surging forward and
interfering with the runners. A police escort is suggested for the
first-place runner. Use the media to notify the public about roads
that will be closed to avoid traffic problems.
6. Medical attention and transport—Every race must have a medical
unit available. Although racers complete a wavier freeing race
directors from prosecution for injuries, event organizers still
have an unspoken responsibility to equip the race to handle run-
Graham 11 10/5/01 1:31 PM Page 211
usually receive a break on the fee and have the luxury of picking
up their “race packet” a day or two before the race.
Sponsors of fund-raising events, such as the National
Multiple Sclerosis Society, require entrants to collect pledges for
eligibility, usually a minimum of $25.
10. Race packet—The race packet contains a course map, the entrant’s
race number, safety pins for the entrant’s number, sponsor infor-
mation and/or giveaways or coupons, and other information
such as medical services, the awards ceremony, and so forth.
11. Split times—Larger races have mile-marker signs 10 feet high so
that the runners can see the mile they are approaching. Other
races simply mark the mile on the road with paint. Either way,
the runner knows he or she is approaching a mile marker when
you hear a volunteer, ideally dressed in common volunteer attire
or a specific color, yelling out split times.
12. Finish line—Make the finish line noticeable by using flags, bal-
loons, sponsor banners, race name banners, and cones. You must
decide whether you want all finishers to cross into the same fin-
ish line chute or whether to separate the male finishers from the
female finishers.
Recording runners’ times is another aspect of the finish line.
At smaller races, two people complete this procedure. The caller,
using a stopwatch, calls the time of each person as he or she
crosses the line, while the second person records the time. We
suggest that you create a time sheet with preprinted numbers
and times so the recorder has to only circle the times as they are
being called. Most large races, however, have automated this
procedure. A small handheld device about the size of a large cal-
culator can be purchased or rented. You push a button on it each
time a runner crosses the finish line, and the time is recorded
and later printed out on a small sheet of paper. Even more
sophisticated is the chip system in which runners wear a chip on
their shoe, and as they cross rubberized mats (antennas embed-
ded), the system captures runner data. Whatever the system,
however, always have a backup.
The next responsibility is placing the finishers. At small
races, an index card with the place written on it is given to each
Graham 11 10/5/01 1:31 PM Page 213
finisher. After the runners have caught their breath, they walk to
a table and complete the card with pertinent information. The
cards are then combined with the information received by the
timers in order to match places and names with the correspon-
ding times. Another option is to purchase the numbers that
come with a tear-off tab. Organizers apply the runner’s informa-
tion on this tab as each runner crosses the finish line. The tab is
then torn off and placed in order of finish. This obviously expe-
dites the greatly anticipated posting of results. With the chip,
results are computerized, greatly reducing the required work-
force and alleviating human error.
13. Cleanup—One of the least favorite yet inescapable aspects of a
sporting event is cleanup. This is becoming even more important
with the emphasis on environmentally friendly events. Jim
Vandak shares a valuable lesson on how to deal with the ardu-
ous task:
Changing Demographics
Road races are no longer just for the young and fit. The age of those
involved with road racing is increasing, with 30 percent or more of
the entrants over 40 years old. Races are also more popular among
females and families. In 1999, 38 percent of finishers were females,
Graham 11 10/5/01 1:31 PM Page 214
compared to 20 percent in 1985, and many races are also now includ-
ing a children’s event.
Organizing a road race, even one that expects only 200 runners,
demands strict preparation and delegation of resources. Manage
these tasks by breaking them down into committees. Even for small-
er races, this relieves some of the burden placed on the race director,
who is busy overseeing the entire race. The Road Runner Club of
America publishes a very comprehensive handbook for club and race
administrators that covers every event detail and even outlines budg-
et items for a major road race.
different levels of tournaments that offer many prizes, the most pop-
ular are the PGA (Professional Golf Association), the Senior PGA, and
the LPGA (Ladies Professional Golf Association). These tournaments
are sponsored by corporations and play in preannounced cities
throughout the country.
Figure 11-2
Figure 11-3
Figure 11-4
tive to work closely with the athletes. “These athletes do not accept
orders or negative responses easily. Providing explanations regarding
requests and decisions have more favorable results.” It is not the same
as in older sports where sports federations more influential. Event
organizers must go to the athletes first, or they will be seen as suffer-
ing from arrogance.
Aside from the unique human dynamics involved, action sports
require additional safety precautions and logistical challenges. For
the X Games’ street luge competition, 5,000 to 6,000 bails of hay must
be strategically placed to protect athletes as well as spectators. Half
pipes and other venues need to be constructed and thoroughly inves-
tigated for raised screws, splinters, and other loose ends. Be fore-
warned: Don’t ever try to hire a construction company with no
experience—the athletes will laugh you out of town. And don’t for-
get, snow for the snowboard jump needs to remain frozen in 100-
degree weather and the FAA needs to clear airspace for sky surfing.
These are but a few of the unique challenges facing action sports
event managers. In the words of Crail, “To be successful in this area
of sport, you need to reinvent the wheel. The audience demands
Graham 11 10/5/01 1:31 PM Page 222
innovation and will not settle for the same show week after week.” A
snowboarding event today looks dramatically different than last year,
so if you try to copy what you saw last year, it would be a waste of
time and money. The best place to seek advice and to stay abreast of
hot athletes and new trends in action sports are the specialty maga-
zines. Successful producers of action sports also try to blend music
and entertainment into the events.
GAME HIGHLIGHTS
• The technical rules and regulations for producing specific sport
events are fairly standard and can be obtained through national
sport governing bodies or affiliated sport federations. Action
sports are the exception to the rule.
• Test communication systems and make alternative arrangements
in areas with no cell sites.
• Develop rain contingencies.
• Plan events through committees; don’t try to do it all yourself.
• Action sports require you to reinvent the wheel and to continu-
ally involve the athlete.
Graham 12 10/5/01 1:31 PM Page 225
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12
H A P T E R
SPORTS TOURISM:
AN ECONOMIC
CATALYST FOR CITIES
…for what image would be conjured if the noun
“marathon” were used without the adjective
“Boston” in front of it. Would the “Kentucky
Derby” or the “Indianapolis 500” mean as much if a
mental picture of those places were not summoned
each time we hear the event’s name?
Tim Schneider, Publisher,
SportsTravel magazine
W
ment?
HY ARE CITIES INVESTING IN SPORTS EVENTS,
and how can
they maximize and measure the return on invest-
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Graham 12 10/5/01 1:31 PM Page 226
impact that sport events can create has spurred many cities into the
sports tourism arena.
Based on the research of Lisa Delpy Neirotti, a pioneer and expert
in the field of sports tourism, the notion of people traveling to partic-
ipate and watch sport dates back to the ancient Olympic Games and
the practice of stimulating tourism through sport has existed for over
a century. Just recently, however, sport and tourism professionals
alike are realizing the significant potential of sport tourism and are
aggressively pursuing this market niche.
Sport tourism is a three-dimensional concept involving travel
away from home to play sport, watch sport, or to visit a sport attrac-
tion (e.g., hall of fame, stadium) and includes both competitive (i.e.,
tournaments, championships) and noncompetitive activities (i.e.,
recreational hiking, biking). For this chapter, the focus will be on com-
petitive sport tourism.
Numerous reasons explain the increased interest in sport tourism.
Elected officials and their constituents realize that sports events can
generate media exposure, stimulate business and infrastructure
development, generate direct economic income, and improve the
quality of life in the community.
According to estimates made by University of Georgia econo-
mists, a total of $5.1 billion was pumped into Georgia’s economy
from the 1996 Olympic Games. The State of Utah reports that the 2002
Winter Games in Salt Lake City will provide significant economic
benefits to Utah, including $2.8 billion in economic output, 23,000 job
years of employment, and $970 million in income to Utah workers
and business owners. State and local governments will generate an
estimated $236 million in sales, income, property, and fuel taxes, as
well as service charges and other revenue sources. According to
Brenda Pitts, a professor of sports management at Florida State
University, “The 1998 Gay Games attracted over 800,000 people and
generated a little over [$]350 million total economic impact.”
High-profile sport events are not the only economically beneficial
ones. National championships for youth sports illustrate how low-
profile events also can generate a significant economic impact relative
to the funds expended. These events attract athletes, coaches, offi-
cials, and their families, and fans that pay their own way, stay in hotel
rooms, eat in restaurants, and spend money on other essentials. The
Graham 12 10/5/01 1:31 PM Page 227
Figure 12-1
with the combination at the end. This obviously caught the attention
of the selection committee.
As far as bid fees, the amounts listed in bid documents are nego-
tiable based on the number of cities bidding and the overall package
a community presents. For some NGBs, cash talks, and for others, the
decision depends more on historical and technical factors.
Graham 12 10/5/01 1:31 PM Page 232
HOMEGROWN EVENTS
Not all events require a bid application, and with rising bid fees, more
and more communities are seeking to create their own events or look-
ing toward supporting local event entrepreneurs. Many times, sport
events begin as one individual’s dream and build into a national or
international event. The Des Moines Register newspaper’s Annual
Great Bicycle Ride Across Iowa (RAGBRAI) is but one example. This
event was first planned in 1971 by a cyclist enthusiast employed by
the Des Moines Register. In 29 years, the number of participants has
increased consistently from 6 to 13,000 (of the 13,000 riders, only 8,500
paid entry fees and are considered sanctioned participants), with an
additional 300 support staff and volunteers per overnight city stop.
Large sport events such as the Tour de France and the RAGBRAI
can bring favorable publicity to and have an enormous economic
impact on a region. In 1999, the economic impact of RAGBRAI on the
Sioux City area was $900,000. Because of the high visibility and inter-
est in being a host city along the tours, a competitive bid process is
implemented. The organizers of each of these cycling events provide
Graham 12 10/5/01 1:31 PM Page 233
prospective cities with a bid manual outlining all the needs of the
committee and responsibilities of hosting the start, finish, or
overnight stop. A committee reviews each proposal based on estab-
lished criteria and special circumstances that may enhance the event
(e.g., the 100th anniversary of a city or special festival). Dennis Gann
states that
the RAGBRAI route is often planned for a specific reason and
that an attitude of a city is very important in the selection
process. It’s amazing how many towns of two to three thou-
sand want to host an event consisting of 13,000 participants.
Surprisingly, it is these small towns that tend to do a better job.
Registration fees of $95 for the RAGBRAI are paid directly to the State
of Iowa. Each host city is then reimbursed (e.g., Sioux City received
$86,000 to offset some costs). Additional funds are raised through
concessions. During the RAGBRAI, 10-foot 10-foot concession
booths are rented at a flat fee ($250 to $350), and the organizers take
10 percent of the gross sales.
Keep in mind that when looking at most sport events purely from
a bottom-line perspective, typically not much profit is shown. The
intangible and trickle-down economic impact, however, is what
makes sport events worth the effort.
less likelihood of leakage (money leaving the area) and the higher the
multiplier coefficient (the number used to estimate indirect economic
impact), if a multiplier is used.
To increase the accuracy of the study (and further complicate the
selection process) only qualified visitors who would not otherwise be
in the area except for the purpose of the sport event should be includ-
ed in the sample. This eliminates expenditures from “casual atten-
dees” and “time switchers”—those who are either visiting for anoth-
er reason and happened to attend or participate in the sporting event
or who had planned to visit the area anyway but switch dates in order
to attend the sport event. Completely eliminating the casual atten-
dees or time switchers, however, means not counting the extra money
that these visitors may spend in a city because of the event (such as
additional hotel nights).
Once you’ve decided whom to study and within what area, you
must decide what data to collect and how. The data collected should
include the amount of daily visitor spending on lodging, food and
beverage, entertainment, transportation, retail shopping, and the
number of nights stayed. A sample survey is provided in Figure 12-2.
For large events such as the Olympic Games when plans begin six
years in advance, operational expenses of the organizing committee
should also be collected and included in the final economic impact.
The chosen methodology will depend on how exact you want your
numbers, as well as what resources you have available. In general,
there are two ways to estimate the magnitude of economic impact: the
survey method (primary data collection) and the nonsurvey method
(secondary data collection).
Figure 12-2
• Professional
• Laborer/Service worker
• Retired
• Student
• Other _________________
18. How many members of your household contribute to your gross annual
household income?
1 3
2 4 or more
19. What was your annual household income before taxes in (year) in U.S.
dollars?
• less than $50,000 U.S.
• between $50,000 and $74,999 U.S.
• between $75,000 and $99,999 U.S.
• between 100,000 and $124,999 U.S.
• between $125,000 and $149,999 U.S.
• more than $150,000 U.S.
• don’t know/refused
Thank you very much for your time.
To be completed by interviewer
Interviewer Name: ___________________________________
Location of Interview: ______________________________
Date of interview: ___/___/__ Interview Number: ________
Figure 12-3
* This table is modified from the one developed by D. W. Turco in “Measuring the
Economic Impact of a Sporting Event,” a paper presented at the 1995 North American
Society for Sport Management Annual Conference, Athens, Georgia.
Ways of Reporting
In addition to the use of different methodologies and multipliers, the
way in which results are reported may also alter the overall picture of
the economic impact and cause problems in comparing studies. Some
researchers report the median versus the mean results or the expendi-
tures per group versus individual. Some studies may report only visi-
tor expenditures yet state that they have calculated the total economic
impact. Others include local spectator and participant spending and
claim that the economic impact is generated from new dollars to the
community. These are just a few of the inconsistencies found in reports.
When it comes to employment impact, the number of jobs gener-
ated is best stated in full-time equivalents, or FTEs, but it is not
always done this way. Because many of the jobs associated with sta-
dium and event management are part-time, the total work hours
related to part-time jobs should be aggregated and then divided by
the number of hours in a full-time work year to derive the FTE meas-
ure. In reality, there will be a greater number of people employed than
the FTE measure indicates, but some of them on a part-time basis. For
example, for a typical Washington Redskins game day, there would
be an estimated 1,800 part-time employees.
Other factors to consider in the reporting of a study are the infor-
mation not included or additional impacts not accounted for. Most
often, the return on investment (ROI) and/or net economic impact
are missing from economic impact studies. Return on investment can
be calculated by adding event revenue and tax revenue generated
and dividing by the event expenses. Such calculations are particular-
ly important when significant public investment (e.g., extra police,
waste disposal, road maintenance, fire protection) is made, as gov-
ernment officials are interested in knowing if the investment was
worth making or if there was an opportunity cost (could the money
have provided a greater ROI if invested elsewhere). These measure-
ments are also helpful for event organizers working toward the eco-
Graham 12 10/5/01 1:31 PM Page 245
Overlooked Items
There are also a number of areas of significant activity that are often
left out of economic impact studies because of the difficulty in col-
lecting data or accurately attributing the impact. These include pre-
event activities and training days; expenditures of nonspectator visi-
tors traveling with ticket holders; air transportation; induced devel-
opment and construction expenditures; off-site private parking;
increased economic activity by local fans who are not ticket buyers;
event product extensions such as youth sport clinics, educational
training programs, and philanthropic/social causes; additional trade
and business development; and property value increases.
Nontangible effects—those that cannot be definitively meas-
ured—should also be considered for inclusion in economic impact
studies. These include long-term tourism promotional benefits, civic
pride, increased community interest in sport, community develop-
ment in terms of skills and facilities, and heightened media attention.
Finally, nontangible costs should be considered in an economic
impact study to fully understand the net value of a sport event or
establishment to a community. These include increased traffic con-
gestion, crime, vandalism, litter, noise, and disruption to existing res-
idents’ lifestyles; the creation of a poor reputation if facilities and
services are inadequate; inflation and increased hedonistic business-
es; resident exodus; and interruption of normal business.
The economic impact of a sport event should be measured above
and beyond the short term. It should be measured based on its impact
on the area’s long-term development plan and include the percep-
tions of residents within the impact area. Adopting a conservative
Graham 12 10/5/01 1:31 PM Page 246
ADDITIONAL RESEARCH
In addition to economic impact, exit studies of customers should be
conducted to determine the customers’ level of satisfaction with park-
ing, admissions, advertising, facilities, and other important planning
details of your event. Members of the community should also be sur-
veyed to determine their psychographic reactions to the sport event
and its contributions to community lifestyle. Finally, if a charity is a
beneficiary of the sport event, survey the leadership, board, and staff
to gain their perspective on whether this sport event was a success.
Additional suggestions on how to successfully work with a charitable
organization are provided in Chapter 13.
GAME HIGHLIGHTS
• Conduct a facility, financial, and human resource audit to deter-
mine the opportunities your city has to host sport organizations.
• Determine why you want to host events, and bid for those that
meet these objectives.
• Market your city as a sport haven through advertisements, net-
working, and hosting well-organized and profitable events.
• Conduct research studies to determine the economic and social
impacts of the event.
• Don’t be overanxious to host events; make sure it is a good
match for your community.
Graham 13 10/5/01 1:32 PM Page 247
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13
H A P T E R
CHARITABLE EVENTS
No matter how far you look and no matter how far
you go, the greatest athletes in this world are these
special athletes.
The late Lyle Alzado, Denver Broncos
defensive lineman, on the Special Olympics
247
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Graham 13 10/5/01 1:32 PM Page 248
WHO BENEFITS?
The charity ultimately benefits from the proceeds of the sport event,
but the linkage with a charity might also bring about greater fan inter-
est in the sport. In the best of worlds, three interrelated groups will
benefit:
1. The charitable organization will benefit from new monies to aid
its cause and from greater visibility for the organization. Because
sport events are highly public spectacles, the charitable organi-
zation has an opportunity to obtain a wider public through a
well-planned public relations campaign tied to the sport event.
2. The participants benefit not only from the knowledge that their
entry fees and concession dollars are benefiting a worthwhile
cause but also because they are attending a healthy activity in
cycling, bowling, golf, tennis, and so on.
3. The greater business community will benefit from the residual
revenue that may be brought in a result of the sport event. As
discussed earlier, hotels, restaurants, retailers, and parking lot
operators will benefit from this activity.
Graham 13 10/5/01 1:32 PM Page 249
Figure 13-1
Figure 13-2
LEGAL CONSIDERATIONS
Nonprofit organizations are required by federal, state, and local law
to report their activities on a regular basis. As a fund-raising activity,
your sport event may be required to document its activities.
Therefore, good financial records are essential. In setting up your
ledger, seek the advice of an accountant who specializes in not-for-
Graham 13 10/5/01 1:32 PM Page 251
Figure 13-3
profit organizations. You are not allowed to show a profit but must
reinvest in the charity’s operations and distribute profit to those who
benefit, such as the elderly or children.
During your first meeting with the charity’s leadership, identify
the financial goals for the event and establish your fees for planning
and managing it. A standard rule of thumb for planners and man-
agers of charitable events is to charge fixed and direct expenses plus
a management fee. This limits the earning of the sport management
organization, but it also establishes a secure margin of potential
retained earning for the charity. The donors will want to know prior
to their investment how much of their financial gift will be received
by the beneficiaries and how much will be used for overhead. Figure
13-4 demonstrates a simple way to state the donation so that charita-
ble donors understand and accept your invitation to contribute.
The actual percentage that the charities receive as a result of the
sport event may vary according to your agreement. Some charities
may require a minimum guaranteed donation in the contract. Some
event owners may include a maximum cap on the earnings to be
awarded to a beneficiary. Take, for instance, a successful 3-on-3-
basketball tournament in which the Multiple Sclerosis Society of
Washington, D.C., provided volunteers who assisted with mailings
and recruited teams. The event organizer specified that the charitable
contribution be calculated solely on the entrance fees, with a mini-
mum guarantee of $300 and a maximum $2 per registered team. At
this point, the charity must calculate its potential income to see
whether participation in this event is worthwhile.
Figure 13-4
SEEKING SPONSORS
Through their networks, charitable organization can be very helpful
in steering you toward prospective corporate donors. The leaders of
not-for-profit boards are often successful business professionals with
extensive contacts in the world of commerce. See Chapter 9 for more
information on seeking sponsors.
POTENTIAL LIABILITIES
In any relationship, there is always the potential for liabilities caused
by either or both parties. Figure 13-5 lists some threats you should
Graham 13 10/5/01 1:32 PM Page 255
Figure 13-5
Charity Threats
• Lack of organization by the charity’s permanent staff
• Inability of the charity’s staff and volunteers to focus on your event until late
in the planning
• Limited or no commitment from the charity’s volunteers
• Too many legal problems in establishing the relationship
• Inability of the charity to market the event effectively to its constituents
• Lack of sponsorship prospects on the part of the charity
• Inability to focus on the sport event because of other responsibilities
• Limitation of staff that can be dedicated to this sport event
GAME HIGHLIGHTS
• Determine if a charity tie-in is appropriate for your sport event.
• Contact the National Association of Fund Raising Executives for
sources of reputable charitable organizations.
Graham 13 10/5/01 1:32 PM Page 257
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14
H A P T E R
CLOSING CEREMONIES:
ADVICE TO NEW SPORT
EVENT MANAGEMENT
AND MARKETING
PROFESSIONALS
I don’t get my kicks from flirting with death. I flirt
with life. It’s not that I enjoy the risks, the dangers,
and the challenge of the race. I enjoy the life it gives
me. When I finish a race, the sky looks bluer, the
grass looks greener, and the air feels fresher. It’s so
much better to be alive.
Jackie Stewart, race car driver
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Graham 14 10/5/01 1:32 PM Page 260
who regularly attends major sport events such as the Super Bowl, the
Olympic Games, and other hallmark events, says:
I am constantly making contacts that will increase my stu-
dents’ chances for landing an important job. Knowing the
major sport executives on a first-name basis is essential for
networking. I feel as though I am building a network for the
students not unlike a series of bridges that they must elect to
cross as they move from academia into industry.
Delpy Neirotti realizes, however, that for her students to take full
advantage of these contacts they must understand the sport business
and possess the necessary skills for achievement in the field.
Susan Roane, author of How to Work a Room, recommends that job
seekers develop a brief introduction of themselves that can be given
easily during social encounters such as a reception. She also advo-
cates collecting as many business cards as possible and following up
later with a brief written thank-you note with your business card
enclosed. This technique allows you to collect contact cards for later
reference and to send your own card directly to the offices of people
you met. In this way, the chances of their misplacing your card are
much less likely. More important, the personal written note reminds
them of the meeting; you have begun to weave your net to include
them in your contact group (see Figure 14-1 on networking tips).
No matter how the introduction is made, relationships require
care and feeding. You must extend a hand, take advice, and put it to
good use. Do not waste their time or yours. It is also wise to select a
variety of mentors from different professional and political back-
grounds. Avoid being pigeonholed into any social circle early in your
career.
Figure 14-1
Networking Tips
• If possible, have someone else introduce you to a key person you wish to
meet. It is always better to have a referral than to make a cold call.
• Always find out the dress code for any function that you attend. Dress
conservatively but memorably. Develop a personal style that sets you apart
from the other contenders. When in doubt, overdress slightly.
• When introduced to someone say, “It is a pleasure meeting you.” Then flatter
them in a straightforward manner. For example, “Joan says that you are
enjoying great success this season with your new radio promotion strategy.
Tell me about it.”
• Encourage others to talk about themselves and listen intently. Showing keen
interest in others will create interest in you.
• Before you end the brief encounter, ask the contact for help. Briefly explain
what you are trying to accomplish and then ask for suggestions. At this
point, it is extremely important that you take a deep breath and listen
carefully because your contact is likely to open up and share some golden
information with you.
• At the conclusion of all encounters, thank the contacts for their time, tell
them it was a great pleasure to meet them, and ask for their card. When they
ask for your card, tell them you do not have cards with you but will mail one
to them.
• Always follow up promptly. Within 72 hours, write a personal note and
enclose your business card. Refer in your note to particular comments made
by the contacts and thank them again for their suggestions.
A FINAL WORD
“Like you, I am a student of this emerging profession of sport event
management and marketing. It is my hope that you will use your tal-
ents to research, plan, manage, and measure sport events in a way
others never dreamed.
“Your talent is needed in this field, but even more crucial to the
field’s continued growth is your commitment to raise the level of pro-
Graham 14 10/5/01 1:32 PM Page 263
P
3 A R T
APPENDIXES
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Graham 15 A 10/5/01 1:33 PM Page 267
267
Graham 15 A 10/5/01 1:33 PM Page 268
In addition to the sample agreements and resources contained in this appendix, the
following additional agreements and resources are available for purchase from The
George Washington University Sports Management Program in Washington, D.C.
Please write or fax your request to:
Available resources
287
Graham 16 B 10/5/01 1:35 PM Page 288
12. Representation and management is another major field to consider. The develop-
ment of athletes as full-fledged superstar sports celebrities is a major field dom-
inated by three firms: International Management Group (IMG), SFX, and
Octagon. In 1999, IMG had annual earnings in excess of $1 billion. With 2,500
full-time employees, IMG dominates the field and makes entry difficult to all
but the best-funded and most aggressive of competitors.
13. New opportunities in Europe, the Pacific Rim, and the rest of the world. Individuals
with a specific interest in other cultures and international business, and who
have a strong second or even third language ability, may wish to consider inter-
national marketing through sport and event management. This field is literally
wide open, especially in Eastern Europe and the Pacific Rim. The National
Basketball Association (NBA) raised over $14 million through exhibition games
in 1999 and is looking beyond the possible 250 million U.S. NBA fans to 5 billion
international fans.
14. Sports museums, halls of fame, and venues are staging special events, primarily in
response to increased financial pressures. Owners now use sports arenas and sta-
dia for events such as tractor pulls, rodeos, concerts, trade shows, flea markets,
and professional wrestling exhibitions to provide new revenue streams.
Graham 16 B 10/5/01 1:35 PM Page 289
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SELECT PERIODICALS
2000 Sports Business Market Research Handbook. Sports Business Market
Research, Inc., Norcross, GA.
Advertising Age. Crain Communications, Inc., 740 Rush St. Chicago, IL
60611-2590
The American Spectator. PO Box 549, Arlington, VA 22216-0549
Amusement Business. 49 Music Square West, Nashville, TN 37203.
Around the Rings. Ed Hula, Atlanta, GA.
Journal of Sport Management. Human Kinetics Publishing, Champaign, IL.
Marquette Sports Law Journal. Marquette University Law School.
Revenues from Sport Ventures (RSV Fax). Mediaventures, Milwaukee, WI.
Sponsorship Newsletter. BDS Sponsorship Ltd., London, UK.
Sport Business: The Magazine for the International Business of Sport.
SportBusiness Limited, London, England.
Sport Marketing Newsletter. Westport, CT (phone: 203/255-1787).
Sport Marketing Quarterly. Fitness Information Technology, Morgantown,
WV.
Sports Business Journal. Street & Smith, Charlotte, NC.
Sports on the Road. Net Works Communications, Englewood, CO.
SportsTravel Magazine. Schneider Publishing Company, Los Angeles, CA.
Stadia. Broadcast Publishing Ltd., Phoenix House, Brighton, UK.
Stadium Insider. Mediaventures, Milwaukee, WI.
Team Market Report. Chicago, IL (phone: 312-829-7060).
Graham 17 10/5/01 1:36 PM Page 308
SOFTWARE
Sport Director: Professional Edition. Human Kinetics Software, Champaign,
IL, 2000.
Sport Director: Volunteer Edition. Human Kinetics Software, Champaign, IL,
2000.
Youth Sport Director Guide and Software, Rainer Martens, American Sport
Education Program, Champaign, IL.
Graham 18 Index 10/5/01 1:36 PM Page 309
INDEX
À la carte hospitality, 84 Birrell, Jim, 27, 208
Access to events, 120, 122, 123 Birth night, 157
Acteva, 153 Bishop, Eddie, 73
Action sports, 220–222 Blanton, Dewey, 164
ActiveUSA, 153 Board of directors liability insurance,
Advantage Golf, 216 133
Agassi, Andre, 164 Bookend events, 74
AIDS Ride 2000, 222, 248 Brooks, Garth, 141
Alzado, Lyle, 247 Brotman, Charles, 14
Amateur video, 130 Burns, David, 141
Ambush marketing, 100 Burns Sports Celebrity Service, Inc.,
Anthems, 89 141
Aramian, Dylan, 292 Bus drivers, 57
Arbitration clause, 110, 111 Business plan, 177, 178
Arledge, Roone, 10, 151
Arrivals and departures, 58, 59 Cancellation insurance, 132
Athlete protection, 118 Career development, 12–17, 261, 262,
ATP Tour Fan-Feast, 11 287, 288
Auditorium-style seating, 68 Carlson, Christian, 159, 165
Auerbach, Arnold (Red), 97 Carpenter, Sue, 169
Automobile liability insurance, 133 Carrow, Hill, 77
Award ceremonies, 70, 290, 291 Catering, 45, 46
Cause-related marketing, 183
Bach, Carl, 84 Celebrities (see Sport celebrities)
Bald night, 157 Changing the game plan, 92
Barter, 197 Charitable events, 247–257
Basketball, production schedule, amount received by charity, 252
292–295 charitable resources, 250, 251
Bauer, Kirk, 62 charity spokesperson, 254
Berlonghi, Alexander, 116 contracts, 105, 106
Berra, Yogi, 35, 39 finding the right charity, 249
Best effort clause, 103 legal considerations, 250–253
Bil, Ton, 169 long-term success, 255
309
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Graham 18 Index 10/5/01 1:36 PM Page 310
310 INDEX
INDEX 311
312 INDEX
INDEX 313
314 INDEX
INDEX 315
Copyright 2001 The McGraw-Hill Companies, Inc. Click Here for Terms of Use.