Purpose – Sports marketing is a dynamic subject area linking academic research, marketing practitioners and public policy planners. This special issue of Marketing Intelligence and Planning focusses on “The Dynamics of Sports Marketing” by including a number of articles on this topic. The purpose of this paper is to discuss these issues by highlighting the growing area of sports marketing, sport entrepreneurship and sport management. Design/methodology/approach – Sports marketing contributes to the future of the global economy because of its linkage to other industries including manufacturing, tourism, education and technology. The role of marketing intelligence and planning for the sport sector is crucial for sport and related organizations as a way to drive the global economy and spur growth. In sport organizations, marketing consists of planning and forecasting for future demand. Findings – The findings of this introduction paper to the special journal issue highlight how it is interesting to see how s...

The dynamics of sport marketing

As a sports activity with immense tradition, current offerings and future prospects, golfing represents a first-rate tourist resource. In choosing golfing destinations, tourists rely upon information that is available online, just as consumers do in making decisions about any resource. Thus, in our study, we sought to profile the internet presence of golf courses in Catalonia, as well as the maturity of their e-commerce. To that end, we developed an integrated model for analysing the websites of golf courses: one based on web content analysis and structured with four dimensions (i.e., information, communication, e-commerce and additional functions) and the phases of the extended model of internet commerce adoption (eMICA). Applied to all golf courses in Catalonia that operate websites, the model revealed that, despite the sport’s great importance to the local economy and tourism, the golf courses do not have an adequate online presence or sufficient platforms for communication. The present work includes information on its theoretical contribution, implications for management, limitations and future lines of research.

https://www.mdpi.com/0718-1876/16/3/33/pdf

Implementation of Website Marketing Strategies in Sports Tourism: Analysis of the Online Presence and E-Commerce of Golf Courses

The aim of this research is to investigate the key market growth factors for golf
development in China as a recreation and luxury product. After nearly 30 years of
development, China now has the largest golf complex in the world and the golf market
in China is growing at its fastest pace for recent years (Verot, 2013). Due to rapid
economic growth and the emergence of a large number of wealthy people, it has been
argued that the consumption of luxury and recreational products will increase.
Practically, there is evidence to suggest that golfing in China is being developed as both
recreational product and luxury product. However, little research has been carried out to
answer the question why a foreign game could develop so robustly, and the key factors
that have contributed to its growth in relation to its unique features. Moreover, golf
development in China is taking place within an increasingly complicated environment,
which necessitates strategic adjustments in golf and related businesses for sustained
growth. After examining existing literature, this research proposed the theoretical
framework, which identifies the relationship among golf industry, features and potential
factors.
To test the hypotheses generated from the theoretical framework and to enrich the
argument a pragmatic methodology is adopted, which involve both positivist and
interpretivist approaches. Therefore, both questionnaire and in-depth interview methods
are applied in this research to reach the requirement of both broadness and depth. The
questionnaire was distributed to 230 golf course managers in China, and 213 valid
responses were collected. Correlation analysis and regression analysis were carried out
and the quantitative findings were complemented by evidence from interviews with 5
experienced golf course managers who have worked in several golf courses around
China. 
The theoretical framework is tested through designed research and suggests that when
considering golf as a recreation and luxury product, the economic factor is the key
market growth factor in China. The in-depth interviews supported this finding and
further suggested that the cultural factor is also significant for golf development.
Moreover, the interviews also provided comprehensive information about how political,
economic, cultural, technological, geographic and environmental factor are influencing
current and future golf development. Accordingly, golf business should adjust their practices to their external environment. Using the political factor as an example, golf
industry has the capacity to influence the factor to their advantage. The golf industry
could project a positive image that golf development will not harm the natural
environment if the maintenance procedures are appropriated. Furthermore, the golf
industry should launch information campaigns and lobby the government to
demonstrate that the concern from public is unnecessary.
The findings of this study presented implications for academic literature and the golf
industry. From the academic perspective, this research tested theories from existing
literature in the field of golf development in China. Meanwhile, this research provides
the framework for research in a related area in the future. Furthermore, this study
highlighted a new niche subject of academic study, the luxury recreational sector that
encompasses luxury experiences and recreation specialisation. For the golf industry in
China, the framework provided by this research will help practitioners to understand
their external business environment and implement innovative strategies. The
information revealed by the framework will also help potential international investors to
develop better strategies to gain access to the Chinese market.

An investigation of the key market growth factors for golf development in China as a recreation and luxury product

Research question: While marketing outsourcing may offer a clear means for revenue generation and cost efficiency, there is a need to go beyond the outsourcing decision itself to address ‘how’ outsourcing can be managed successfully. Differing to existing studies, this study examines the dynamic nature of marketing outsourcing from the rights holder and agency perspectives in an overlooked setting.Research methods: Qualitative data were generated from semi-structured interviews with marketing managers from 30 English Premier League (EPL) football clubs and with 10 marketing agency account managers. The clubs included in this study had all participated in the EPL, and all 10 marketing agencies interviewed had been contracted at some point in time to these clubs.Results and findings: By capturing both sides of the rights holder/agency interface, this study includes a neglected perspective (i.e. agency) to more accurately examine the principal–agency relationship in marketing outsourcing. The finding...

/pdf/marketing-outsourcing-in-the-english-premier-league-the-1j100tgjfa.pdf

Marketing outsourcing in the English Premier League: the rights holder/agency interface

The study was aimed at: (1) Analysing the psychometric features of the QGolf scale, (2) examining the relation between the user’s perceived quality, the club service dimensions, and the golf club performance and, (3) exploring whether a better performance could vary depending on the player’s profile and/or the type of golf course. To do so, 968 users from 13 clubs in north-western Spain golf courses were interviewed. Psychometric and theoretical findings are introduced regarding their further use in field marketing. The causal analysis of covariance structure leads us to state that the human and organisational dimension of the service is key to assess perceived quality. When comparing models, the explanatory power of the Handicap ≥ 20 model was higher than the one concerning Handicap < 20. Thus, the strategy to increase user satisfaction should be quite different depending on whether users are beginners or advanced golf players. Therefore, managers should consider the users’ profiles diversity, their specific needs, and the variety of target-groups involved, on account of the golf course’s interests. This seems the best pathway to achieve sustainability and survival in the area.

Measuring Perceived Service Quality and Its Impact on Golf Courses Performance According to Types of Facilities and User Profile

Little is known about the uptake of strategic marketing planning in golf clubs. Thus, based on a sample of 307 Australian, New Zealand and British golf clubs, this study examines the application of the normative model of strategic marketing planning and its associated marketing practices to golf club administration. Using information derived from golf club managers/secretaries, it investigates both the extent to which strategic marketing practices have been adopted as well as their contribution to golf organisation business performance. The results are highly supportive of the conventional wisdom as to the ingredients of strategic marketing success. Compared with their lower performing counterparts, the higher performing golf clubs are clearly more active in executing a wide range of strategic marketing practices. However, the results also indicate that there is much scope for golf clubs to do more and better strategic marketing. In the face of a challenging operating environment golf club manage...

Strategic marketing practices as drivers of successful business performance in British, Australian and New Zealand golf clubs.

Purpose – The purpose of this paper is to examine the extent to which strategic marketing planning is carried out by Australasian golf clubs and the impact such planning has upon their business performance.Design/methodology/approach – A research methodology borrowed from the “for profit” sector is applied. In total, ten basic strategic marketing practices, each with its own hypothesis, are investigated through a web‐based survey of secretaries/managers of 180 Australian and New Zealand golf clubs.Findings – Analysis shows that while strategic marketing is being adopted by most clubs, compared with their lower‐performing counterparts (on measures of competitive business performance), the higher‐performing clubs place a far greater emphasis upon each of the ten basic strategic marketing practices.Research limitations/implications – While the survey had a 24 per cent response rate, a small follow‐up survey of non‐respondents showed no significant difference in answers to four crucial questions. Self‐reporte...

Strategic marketing's contribution to Australasian golf club performance

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Strategic marketing practices as drivers of successful business performance in British, Australian and New Zealand golf clubs.

Strategic marketing's contribution to Australasian golf club performance