Download 17. B Data collection procedures. One portion of a marketing

Course Outline – Block Schedule
Week 1
Explain the purposes and goals of Grand Slam: Advanced Sport/Event Marketing
Discuss classroom operations and procedures
Discuss the purposes of CTSO and its activities
1.01 Explain the role of agents in sports (PM:143) (SP) (pp. 5-3 — 5-4)
1.02 Describe legal issues affecting the marketing of sport/event products (BL:058,
BA LAP 10) (SP) (pp. 5-5 — 5-6)
1.03 Describe the impact of unions on the sport/event industries (EC:053) (SP)
(pp. 5-7 — 5-8)
Week 2
1.04 Describe the role of governing bodies in the sport industry (PD:279) (SP)
(pp. 5-9 — 5-10)
1.05 Explain international trade considerations for sport/event industries (customs,
exchange rates, use of financial institutions, trade regulations, foreign
distributors, government regulation, cultural/value differences) (EC:059) (SP)
(pp. 5-11 — 5-12)
1.06 Collect marketing information from others (e.g., customers, staff, vendors)
(IM:187) (SP) (pp. 5-13 — 5-14)
1.07 Use database for information analysis (NF:185) (SP) (pp. 5-17 — 5-18)
Week 3
1.08 Explain the use of descriptive statistics for marketing decision making (IM:191)
(SP) (pp. 5-19 — 5-20) (SUPPLEMENTAL) or extra credit or honors portion
1.09 Identify sport/event trends (NF:065) (SP) (pp. 5-21 — 5-22)
1.10 Write marketing reports (IM:192) (SP) (p. 5-23)
1.10 Present report findings and recommendations (IM:193) (SP) (p. 5-26)
Week 4
1.11 Set sponsorship objectives (PR:155) (MN) (pp. 5-30 — 5-31)
1.12 Prospect for corporate sponsors (SE:324) (SP) (pp. 5-34 — 5-35)
1.13 Develop proof-of-performance packages for sponsors (SE:325) (SP) (p. 5-36)
1.14 Sell venue (SE:319) (SP) (pp. 5-37 — 5-38)
Week 5
1.14 Sell sport/event sponsorships (SE:321, SE LAP 127) (SP) (pp. 5-40 — 5-41)
Project: And Now A Word From Our Sponsors
1.15 Write/Prepare sponsorship proposal (PR:211) (MN) (pp. 5-42 — 5-43)
1.01 – 1.15 QUIZ/TEST
2.01 Negotiate sport/event sponsorship contract (SE:322) (SP) (pp. 5-47 — 5-48)
2.02 Prepare sponsorship agreement (PR:212) (MN) (pp. 5-49 — 5-50)
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 4
Course Outline
– Block Schedule
Week 6
2.03 Solicit grant/foundation money (SE:348) (SP) (p. 5-51)
2.03 Follow up with potential corporate sponsors (SE:323) (SP) (pp. 5-52 — 5-53)
2.04 Service sponsors (SE:326) (SP) (p. 5-54)
2.05 Select strategies for maintaining/building fan support (PR:136, PR LAP 19)
(SP) (pp. 5-55 — 5-56)
2.05 Coordinate community outreach projects (PR:195) (SP) (pp. 5-57 — 5-58)
Week 7
2.06 Identify ambush strategies to use at other events (e.g., flyers, bill posting, etc.)
(PR:198) (SP) (pp. 5-59 — 5-60)
2.06 Develop viral sport/event marketing strategies (PR:199) (SP) (pp. 5-61 — 562)
2.06 Explain considerations in using special events as a sales-promotion strategy
(PR:213) (SP) (p. 5-63)
2.06 Plan special events for sports/events (PR:214) (SP) (pp. 5-64 — 5-65)
Week 8
2.07 Obtain endorsements for sports/events (PM:151) (MN) (pp. 5-66 — 5-67)
2.07 Develop a licensing program (PM:153, PM LAP 14) (MN) (pp. 5-68 — 5-69)
2.08 Explain the use of advertising agencies (PR:081) (SP) (pp. 5-70 — 5-71)
2.09 Assess need to use promoters (PR:210) (MN) (pp. 5-72 — 5-73)
Week 9
2.09 Prepare promotional budget (PR:098) (MN) (pp. 5-74 — 5-75)
2.09 Coordinate activities in the promotional mix (PR:076) (SP) (pp. 5-76 — 5-77)
2.09 Develop promotional calendar (PR:209) (SP) (p. 5-78)
2.01 – 2.09 QUIZ/TEST
Mid-Term Assessment/Unit A Test
Week 10
3.01 Explain ticketing and seating arrangements (SE:314) (SP) (pp. 5-79 — 5-80)
3.02 Explain distribution systems for the sport/event industries (OP:343) (SP)
(pp. 5-81 — 5-82)
3.03 Establish price objectives for sport/event products (PI:049) (MN) (pp. 5-83 —
5-84)
3.03 Calculate break-even point (PI:006, PI LAP 4) (MN) (pp. 5-85 — 5-86)
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 4
Course Outline
– Block Schedule
Week 11
3.03 Select pricing strategies (PI:046) (MN) (pp. 5-90 — 5-91)
3.03 Set ticket/event prices (PI:033) (MN) (pp. 5-92 — 5-93)
3.04 Develop ticket-sales program (PM:166) (MN) (p. 5-94)
3.04 Bundle/Package extra amenities with tickets (PM:148) (MN) (pp. 5-95 — 5-96)
Week 12
3.04 Develop pre-season booking strategy (PM:149) (MN) (p. 5-97)
3.05 Cultivate group sales (SE:320) (SP) (p. 5-98)
3.06 Determine merchandising opportunities for a sport/event (PM:086) (SP)
(pp. 5-99 — 5-100)
PROJECT: The Main Event
3.06 Determine goods and services required for an event (PM:147) (SP)
(pp. 5-103 — 5-104)
Week 13
3.07 Establish barter agreements (vendors, media, etc.) (SE:327) (MN)
(p. 5-105)
3.08 Explain the need for sport/event insurance (FI:596) (SP) (pp. 5-106 — 5-107)
3.08 Conduct a risk assessment of an event (FI:597) (SP) (pp. 5-108 — 5-109)
3.09 Conduct site inspections (OP:345) (SP) (pp. 5-110 — 5-111)
Week 14
3.09 Develop contingency plans for events (personnel, weather, power outage,
damage control) (OP:093) (SP) (pp. 5-112 — 5-113)
3.10 Select hospitality options (PM:150) (MN) (p. 5-114)
3.01-3.09 QUIZ/TEST
4.01 Assess marketing-information needs (IM:182) (MN) (pp. 5-115 — 5-116)
4.01 Establish and maintain sport/event marketing information system (IM:252)
(MN) (pp. 5-117 — 5-118)
Week 15
4.02 Measure economic impact of sport/event (NF:187) (MN) (pp. 5-119 — 5-120)
4.03 Assess “product” readiness for sport/event (PM:146) (MN) (pp. 5-121 — 5122)
4.04 Identify sport/event target-market segments (MP:036) (MN) (pp. 5-123 — 5124)
4.04 Select target market (MP:005) (MN) (pp. 5-125 — 5-126)
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 4
Course Outline
– Block Schedule
Week 16
4.05 Conduct market analysis (market size, area, potential, etc.) (MP:009) (MN)
(pp. 5-127 — 5-128)
4.05 Conduct SWOT analysis for use in the marketing-planning process (MP:010,
IM LAP 8) (MN) (pp. 5-129 — 5-130)
4.05 Conduct competitive analysis (MP:012) (MN) (pp. 5-135 — 5-136)
Week 17
4.05 Forecast sales for marketing plan (MP:014) (MN) (pp. 5-137 — 5-138)
4.05 Develop marketing plan (MP:018) (MN) (pp. 5-147 — 5-149)
4.06 Monitor and evaluate performance of marketing plan (MP:022) (MN)
(pp. 5-154 — 5-155)
4.01-4.01 QUIZ/TEST
UNIT B TEST
Week 18
Final VOCATs Exam
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.01 Position Product/Service – Business Image
Planning Guide Sheets
Knowledge/
Skill
Statement
Understands the concepts and processes needed to obtain, develop, maintain, and
improve a product or service mix in response to market opportunities
Performance
Element 1.01
Position product/services to acquire desired business image.
Performance
Indicator
Explain the role of agents in sports (PM:143)
Objectives
a.
b.
c.
d.
Performance
Activity
Select an athlete whom you admire, and research the person to determine the
person’s agent. Find out as much as possible about the agent’s activities, and
record your findings.
Describe responsibilities of sports agents.
Explain the rules and regulations governing sports agents.
Discuss an athlete’s advantages in having a sports agent.
Describe problems associated with sports agents.
According to rules and regulations governing high school/college athletes, athletes
lose their amateur status once they contact a sports agent. Participate in a debate
as to whether this rule is fair to young players. Provide specific examples to support
your stance.
Resources
Textbooks
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
344-345]. South-Western, Cengage Learning.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 208-224]. Champaign, IL: Human Kinetics.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 25-26].
Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
Angst, F. (2012). Job profile: Sports agent. Retrieved May 30, 2012, from
http://sportscareers.about.com/od/careerpaths/a/SpAgent.htm
Heitner, D. (2007, November 21). Professional ethics and responsibilities. Retrieved
May 30, 2012, from http://www.sportsagentblog.com/2007/11/21/professionalresponsibility-and-ethics/
How to become a sports agent. (n.d.). Retrieved May 30, 2012, from
http://www.mahalo.com/how-to-become-a-sports-agent/
Kessler, M.J. (2010, March 1). Sports agents advocate for athletes. Retrieved May
30, 2012 from
https://www.ohiobar.org/ForPublic/Resources/LawYouCanUse/Pages/LawYouC
anUse-257.aspx
Wang, D. (2011, June 14). What are the benefits of a sports agent? Retrieved May
30, 2012, from http://www.livestrong.com/article/348521-what-are-the-benefitsof-a-sports-agent/
1.01/PM:143 Assessment - Position Product/Service – Business Image
45.
What do athletes sometimes hire to help them organize charity
tournaments?
A. Marketing firms
C. Agents
B. Sponsors
D. Recruiters
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
47.
The National Hockey Association has just drafted Ty Hartman. Ty hires
Amanda Bingham to help him make sound business decisions, and to
negotiate endorsement contracts with well-known companies. Amanda is
Ty's
A. sponsor.
C. mentor.
B. agent.
D. publicist.
85.
Which of the following is an activity that agents perform on behalf of the
athletes they represent:
A. Team contract negotiations only
C. Various contract
negotiations
B. Hall of fame endorsements
D. Team valuation
services
1.01/PM:143 Assessment – Answer Key
45.
A
Marketing firms. Organizing a charity tournament is a lot of hard work
because of the many tasks that must be considered: time, place, budget,
promotion, concessions, sponsorship, prizes, etc. Because athletes often
don't have the time or the skills to carry out these tasks themselves, they
sometimes rely on marketing firms to get the work done successfully.
Sponsors are businesses, individuals, or organizations that pay the cost of
promoting the charity tournament. Agents represent athletes in the legal
matters such as contract negotiations. Recruiters search for and then try to
convince talented athletes to play for a specific team.
SOURCE: PM:143
SOURCE: Kaser, K., & Oelkers, D.B. (2001) Sports and Entertainment
Marketing (p. 123). South-Western Educational Publishing.
47.
B
Agent. Professional athletes often hire agents to help them with business
matters. An agent is a person who acts in the best interests of the principal or
client. The principal or client (Ty) gives the agent (Amanda) permission to
make certain legal decisions on his behalf, such as negotiating endorsement
contracts with well-known companies (e.g., Gatorade). Sponsors are
businesses, individuals, or organizations that pay the cost of promoting an
event. A mentor is an experienced worker who acts as a guide to a new
employee. Professional athletes and celebrities often hire publicists to handle
the media and publicity issues that affect them.
SOURCE: PM:143
SOURCE: Fullerton, S. (2007). Sports marketing (p. 17). Boston: McGrawHill/Irwin.
85.
C
Various contract negotiations. An agent is a person who is authorized to act
in the best interests of a client (athlete). Agents help athletes make decisions
about their careers. Some duties include handling various contract
negotiations for the athlete, including team contracts, compensation and
benefit packages, and endorsement contracts with businesses. The
negotiations require the agent to determine a monetary valuation of the
athlete's services, rather than the team's services. The agent also advises the
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
athlete about personal conduct considerations, post-career financial security,
and second-career options. Hall of fame induction processes vary by sport,
do not involve all athletes, and do not usually require endorsements.
SOURCE: PM:143
SOURCE: Shank, M.D. (2002). Sports marketing: A strategic perspective
(2nd ed.) [pp. 28-29]. Upper Saddle River, NJ: Prentice Hall.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
Knowledge/
Skill
Statement
Understands business’s responsibility to know, abide by, and enforce laws and
regulations that affect business operations and transactions
Performance
Element 1.02
Acquire knowledge of commerce laws and regulations to continue business
operations.
Performance
Indicator
Describe legal issues affecting the marketing of sport/event products (BL:058,
BA LAP 10)
Objectives
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
Performance
Activity
Define the following terms: trademark infringement, injunction, identity
misappropriation, ticket scalping, option to renew, and right of first refusal
Discuss the importance of trademarks to sport organizations.
Explain how sport organizations protect use of their trademarks.
Explain why baseball is exempt from antitrust laws.
Discuss ways that the baseball exemption affects the sport industry.
Describe the relationship between antitrust issues in sports and broadcasting
rights.
Distinguish between right of privacy and right of publicity.
Explain areas in loss prevention with which sport marketers are particularly
concerned.
Discuss ticketing issues that have resulted from use of the Internet.
Describe reasons that sport organizations need prize indemnity insurance.
Discuss how collective bargaining affects sports.
Explain the importance of the following types of contracts in the sport industry:
1. Sponsor
2. Television
3. Venue and personnel
Search the Internet to find current information about a legal issue in sports. Write a
synopsis of the article, explaining the nature of the issue, its impact on sports, and
the issue’s outcome. Share your article with a classmate, and as a team, determine
how the issue impacts sport marketing. Submit your paper to your instructor for
review.
Resources
LAPs
MBA Research and Curriculum Center. (2005). Cover your bases [LAP: BA-010].
Columbus, OH: Author.
MBA Research and Curriculum Center. (2005). Cover your bases: Instructor copy
[LAP: BA-010]. Columbus, OH: Author.
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp. 33, 35-36, 144, 150, 271-273, 326-328). New
York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
134-135, 190, 314-317, 332-336, 347-348]. South-Western, Cengage
Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 429450]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 124, 350-371]. Champaign, IL: Human
Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
230, 271-273, 318-324]. Morgantown, WV: Fitness Information Technology.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 58-59,
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
385-386]. Upper Saddle River, NJ: Pearson Prentice Hall.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
385-386). New York: John Wiley & Sons.
Software/
Online
Happel, S., & Jennings, M. (n.d.). The folly of anti-scalping laws. Retrieved May 30,
2012, from http://www.cato.org/pubs/journal/cj15n1-4.html
Jackman, K., & Mette, B. (2011, June 5). NFL Lockout: An in-depth look at past
labor disputes in sport. Retrieved May 30, 2012, from
http://bleacherreport.com/articles/724433-nfl-lockout-an-in-depth-look-at-pastlabor-diputes-in-sports-current-nfl-issue
Loeb & Loeb LLP. (2012, January 19). Legal issues associated with mobile
marketing to sports fans. Retrieved May 30, 2012, from
http://www.jdsupra.com/post/documentViewer.aspx?fid=c2803b34-b208-479397e6-9a24f69cf36d
MBA Research and Curriculum Center. (2005). Cover your bases [LAP: BA-010:
Presentation Software]. Columbus, OH: Author.
McGlone, P. (2012, January 28). Ticket scalpers jam computers, spoiling hopes and
dreams of Springsteen fans. Retrieved May 30, 2012, from
http://www.nj.com/news/index.ssf/2012/01/springsteen_ticketmaster_scalp.html
Mullin, S. (2012, April 25). Losing the race to trademark sports catchphrases.
Retrieved May 30, 2012, from http://www.coveringyourads.com/articles/sportsmarketing/
Stein, M. (2010, July). NFL sacked by the Sherman Antitrust Act. Retrieved May 30,
2012, from http://www.sdma.com/nfl-sacked-by-the-sherman-antitrust-act-0707-2010/
US Legal. (2010). Antitrust labor law issues in sports. Retrieved May 30, 2012, from
http://sportslaw.uslegal.com/antitrust-and-labor-law-issues-in-sports/
Waddell, R. (2012, March 2). Confessions of a ticket scalper: Billboard's candid
Q&A. Retrieved May 30, 2012, from
http://www.billboard.com/features/confessions-of-a-ticket-scalper-billboard1006346152.story#/features/confessions-of-a-ticket-scalper-billboard1006346152.story
Williams, K. (2011). Character sports merchandising: International legal issue—The
legal and practical ways and means of protecting the subject matter in the UK,
the rest of Europe and internationally. Retrieved May 30, 2012, from
http://findarticles.com/p/articles/mi_m2ABX/is_1-2/ai_n56920273/
1.02/BL 058 Assessment – Commerce Law & Regulations
1. Which of the following is an unfair, anticompetitive trade practice in sport/event
marketing:
A. Trademark infringement
C. Employee strike
B. Loss prevention
D. Sponsorship
exclusivity
2.
Which law makes restraining free trade and competition illegal?
A. The Sherman Antitrust Act
C. The National
Labor Relations Act
B. The Lanham Act
D. The Sports
Broadcasting Act of 1961
3.
When a league blocks the broadcast of a certain game in a certain
territory, it is known as a(n)
A. antitrust violation.
C. injunction.
B. blackout.
D. right of publicity.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
4.
Which of the following is an unacceptable place to use an athlete's
or celebrity's identity without his/her permission:
A. In a magazine
C. In a book
B. On your company's advertisements
D. On the news
5.
The best way to avoid buying counterfeit tickets to a game/event is
to purchase them
A. from reputable scalpers.
C. at an online
auction site.
B. several months in advance.
D. at official ticket
outlets.
1.02/BL 058 Assessment Answer Key
1.
A
Trademark infringement. Trademark infringement is an unfair, anticompetitive
trade practice. Loss prevention, employee strikes, and sponsorship
exclusivity are all legal issues in sport/event marketing and are not unfair or
anticompetitive trade practices.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
2.
A
The Sherman Antitrust Act. During the nineteenth century, much of the
economic power in the United States was concentrated in a very small
number of companies. To counteract the trend and open up the market to
competition, Congress passed the Sherman Antitrust Act based on its
constitutional power to regulate commerce between the states. The Sherman
Act makes restraining free trade and competition illegal. One company or
group of companies cannot hold a monopoly over a certain industry. The
Lanham Act regulates trademarks. The National Labor Relations Act gives all
workers the right to organize into unions to collectively bargain and strike.
The Sports Broadcasting Act of 1961 allows professional sport leagues to
pool their broadcasting rights and sell them as a package to television
networks.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
3.
B
Blackout. When a league blocks the broadcast of a certain game in a certain
territory, it is known as a blackout. Since the Sports Broadcasting Act of 1961
gives leagues a limited antitrust exemption, it is not an antitrust violation. An
injunction is a court order that stops a certain activity until a trial begins. Right
of publicity laws give a person the exclusive right to use her/his name and
likeness for profit.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
4.
B
On your company's advertisements. It's perfectly fine to use an athlete's or
celebrity's identity in a book, on a television news show, in a newspaper, or in
a magazine; but sport/event marketers must learn where to draw the line
between freedom of expression and violations of right of privacy and right of
publicity. Using the identity on your company's advertisement would be
unacceptable without written consent and payment.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.02 Commerce Law & Regulations
Planning Guide Sheets
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
5.
D
At official ticket outlets. The best way to avoid buying counterfeit tickets to a
game/event is to purchase them at official ticket outlets. There is a chance of
getting fake tickets even from a "reputable" scalper or over the Internet.
Buying tickets in advance does not ensure that the tickets are real.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.03 Cost Profit Decision Making
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.03
Understands the economic principles and concepts fundamental to business
operations
Performance
Indicator
Describe the impact of unions on the sport/event industries (EC:053)
Objectives
a.
b.
c.
d.
e.
f.
g.
Performance
Activity
Determine whether you are for or against union involvement in sports/events. Write
a paper citing examples and providing evidence to support your stance. Present
your ideas to the class.
Analyze cost/profit relationships to guide business decision-making.
Explain the terms reserve clause and free agency.
Compare and contrast players’ unions with traditional labor unions.
Explain the relationship among owners, agents and players.
Describe reasons that players’ unions were established.
Discuss the purposes of players’ unions.
Identify issues with which players’ unions deal.
Explain positive/negative outcomes associated with players’ unions.
Search the Internet to determine current issues being addressed by players’ unions.
Determine your position on one of the matters. Write a defense of your position.
Share your information with a classmate.
Resources
Textbooks
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
338-342]. South-Western, Cengage Learning.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 126-129]. Champaign, IL: Human Kinetics.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 36-37].
Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
APWU. (2009, July/August). Sports unions work to level playing field. Retrieved
May 30, 2012, from http://www.apwu.org/laborhistory/09-3_sportsunions/093_sportsunions.htm
Associated Press. (2012, May 23). NFL union files suit against league over salary
cap. Retrieved May 30, 2012, from
http://www.dailyherald.com/article/20120523/sports/705239767/
Barnwell, B. (2012, February 29). Free agent hype chronicles: Mario Williams.
Retrieved May 30, 2012, from http://www.grantland.com/blog/thetriangle/post/_/id/18601/free-agent-hype-chronicles-mario-williams
Macklon, M. (2011, July 5). The rise of labor unions in pro sports. Retrieved May
30, 2012, from http://www.investopedia.com/financial-edge/0711/The-Rise-OfLabor-Unions-In-Pro-Sports.aspx#axzz1wMjlPtGq
Rothman, L. (2012, April 3). Emancipation of the minors. Retrieved May 30, 2012,
from
http://www.slate.com/articles/sports/sports_nut/2012/04/minor_league_union_th
ousands_of_pro_baseball_players_make_just_1_100_per_month_where_is_th
eir_c_sar_ch_vez_.html
Rutgers University Libraries. (2012, May 30). Labor organizations in the sports
industry. Retrieved May 30, 2012, from
http://libguides.rutgers.edu/content.php?pid=148775&sid=1276918
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
Swatz, M. (2012, April 3). Free agent value and building teams from within.
Retrieved May 30, 2012, from http://www.hardballtimes.com/main/article/freeagent-value-and-building-teams-from-within1/
Wilner, B. (2012, May 21). Union president sends letter about labor gains. Retrieved
May 30, 2012, from http://www.sfgate.com/cgibin/article.cgi?f=/n/a/2012/05/21/sports/s162517D33.DTL
1.03/ EC:053 Assessment - Cost Profit Decision Making
9.Salaries, contracts, and profit sharing are often the issues that create conflicts between sports' leagues
and
A. team owners.
C. individual managers.
B. sponsoring organizations.
D. players' associations.
10. When professional athletes negotiate salaries, playing conditions, and contract terms as a single
unit, their union is engaging in
A. competitive advantage.
C. free agency.
B. labor resistance.
D. collective bargaining.
11. When negotiations between a players' union and the owners' organization cannot be reached, the
players might vote to determine if they should
A. go on strike.
C. become free agents.
B. play for international leagues.
D. ask for fan support.
Assessment ANSWER KEY - Cost Profit Decision Making
9
D
Players' associations. In professional sports, the players' associations are the labor unions that
represent the athletes. The associations function the same as unions in other industries.
Consequently, the conflicts are often the same and usually involve salaries, contracts, and profit
sharing. The unions try to negotiate for higher salaries, better contracts, and more profit sharing
for players. On the other side, the sports' leagues represent the owners and managers, and their
goal is to control costs. Team owners and individual managers are represented by sports'
leagues rather than by players' associations. Sponsoring organizations are businesses or other
groups that pay to associate their names or products with a sporting event.
SOURCE: EC:053
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (pp. 278-279).
Mason, OH: South-Western.
10. D
Collective bargaining. Collective bargaining is defined as the negotiating process in which union
leaders and sport organization (owner) representatives engage to determine the terms and working
conditions to be provided to athletes. Free agency refers to an athlete's ability to renegotiate his/her
contract with his/her existing team or with another team. Labor resistance is a general term that
might describe an unwillingness to cooperate. Players' unions are formed to protect the rights and
interests of players, which does not always include or result in resistance. Competitive advantage is
the advantage achieved by a nation from specializing in and producing goods and services at which
it is relatively most efficient.
SOURCE: EC:053
SOURCE: Graham, S., Neirotti, L.D., & Goldblatt, J.J. (2001). The ultimate guide to sports
marketing (2nd ed.) [pp. 302-304]. New York: McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
11. A
Go on strike. The purpose of players' unions is to protect each player's rights and interests in terms
of playing conditions, contracts, and salaries as a single unit. If players and owners cannot agree
on terms (e.g., NHL and salary caps), the players might decide to not play or to go on strike. Since
games are not occurring, revenue is not being generated, employees are not working, and
consumer spending decreases. Free agency refers to an athlete's ability to negotiate his/her
contract with his/her existing team or with another team. Since contract requirements vary among
sport leagues, rules regarding players becoming free agents vary and, therefore, are not always a
union voting option. Depending on the terms of the players' contracts, players might decide to play
for international leagues individually rather than as a group or union. Players do not generally vote
to determine if they should ask for their fans' support.
SOURCE: EC:053
SOURCE: Parks, J.B., & Quarterman, J. (2003). Contemporary sport management (2nd ed.)
[pp. 302-304]. Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.04 Governing Bodies
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.04
Understands concepts, tools, and strategies used to explore, obtain, and develop in
a business career
Performance
Indicator
Describe the role of governing bodies in the sport industry (PD:279)
Objectives
a.
b.
c.
Acquire information about the sport/event industry to aid in making career choices.
d.
e.
f.
g.
h.
i.
j.
k.
Performance
Activity
Define the terms federation, league, and commissioner.
Explain the purpose of rules and regulations in sports.
Categorize types of rules and regulations in sports (e.g., playing rules,
eligibility rules, selection rules, equipment rules, safety rules, doping rules,
etc.)
Explain the role of governing bodies in the commercial aspects of sports.
Describe the relationship between sport governing bodies and national/
international laws.
Discuss the effect of governing bodies on sports.
Explain the relationship between federations and leagues.
Explain the structure of international sport organizations.
Discuss the role of sports commissioner in the governance of professional
sports.
Describe the role of agents in the governance of professional sports.
Identify sport governing bodies that oversee sports on a worldwide basis.
Select a sport, and determine the nature of its governing bodies. Conduct an
Internet search to locate current articles about them. Write a synopsis of the
articles, and explain the impact of the information on the selected sport. Discuss
your findings with a classmate.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp. 60-61, 201-202). New York: Glencoe/McGrawHill.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 401402]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 125-126]. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
49-50. Morgantown, WV: Fitness Information Technology.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 24-25,
58-60]. Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
About.com. (2012). Major league basics. Retrieved May 30, 2012, from
http://baseball.about.com/od/majorleaguebasics/Major_League_Baseball_Basic
s.htm
Casert, R. (2011, June 1). Blatter finally admits FIFA problems. Retrieved May 30,
2012, from http://news.smh.com.au/breaking-news-sport/blatter-finally-admitsfifa-problems-20110601-1ff4d.html
FIFA. (2008, May). FIFA statues: Regulations governing the application of the
statutes. Retrieved May 30, 2012, from
http://www.fifa.com/mm/document/affederation/generic/01/09/75/14/fifa_statutes
_072008_en.pdf
Haupert, M.J. (2010, February 1). The economic history of major league baseball.
Retrieved May 30, 2012, from http://eh.net/encyclopedia/article/haupert.mlb
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
Lardon, M.T., M.D. (2008, July). Performance-enhancing drugs: Where should the
line be drawn and by whom? Retrieved May 30, 2012, from
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2695732/
Major League Baseball. (2001-2012). Official info. Retrieved May 30, 2012, from
http://mlb.mlb.com/mlb/official_info/official_rules/foreword.jsp
Martinez, A. (2005, February 2). Let’s play footbolshevik! Retrieved May 30, 2012,
from http://www.latimes.com/la-oe-martinez2feb02,0,3145382.column
National Basketball League. (2009, November 17). About the NBA. Retrieved May
30, 2012, from http://www.nba.com/about/game.html
National Football League. (2012). History. Retrieved May 30, 2012, from
http://www.nfl.com/history
NCAA. (2011). National Collegiate Athletic Association website. Retrieved May 30,
2012, from http://www.ncaa.org/wps/wcm/connect/public/ncaa/about+the+ncaa
Pantuosco, L.J., & Stone, G.L. (2011). Capitalism for the cooperative: The NCAA
and NFL model of parity and profit. Retrieved May 30, 2012, from
http://findarticles.com/p/articles/mi_qa5529/is_2_8/ai_n29440019/pg_3/
1.04/PD:279 Assessment – Governing Bodies
99.
Which of the following is an example of a governing body in the sport
industry:
A. International Olympic Committee
C. Washington
Nationals Baseball Team
B. NCAA Men's Basketball Championship
D. Rahal Letterman
Lanigan Racing
99.
A
International Olympic Committee. Governing bodies in the sport industry are
responsible for regulating and overseeing one or more sports. Some
governing bodies, such as the International Olympic Committee, oversee
multiple sports, while other sport governing bodies (e.g., the National
Basketball Association) regulate just one sport each. Also, while some
governing bodies like the International Olympic Committee operate
internationally, others oversee sport activities at the national, state, or even
local level. Regardless of the scope or level, sport governing bodies
commonly establish and enforce rules impacting player eligibility, player
selection, equipment, safety, drug use, etc. While the National Collegiate
Athletic Association (NCAA) is a governing body, the NCAA Men's Basketball
Championship is not. Instead, it is a sport tournament. The Washington
Nationals Baseball Team and Rahal Letterman Lanigan Racing are not
governing bodies. The Washington Nationals are a baseball team located in
Washington, D.C. Rahal Letterman Lanigan Racing is an auto-racing team
formerly known as Team Rahal.
SOURCE: PD:279
SOURCE: Olympist. (2010). International Olympic Committee (IOC).
Retrieved May 23, 2012, from http://www.olympist.org/summerolympic-history/international-olympic-committee-ioc.html
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.05
Understands the economic principles and concepts fundamental to business
operations
Performance
Indicator
Explain international trade considerations for sport/event industries (e.g., customs,
exchange rates, use of financial institutions, trade regulations, foreign
distributors, government regulation, cultural/value differences)
(EC:059)
Objectives
a.
b.
c.
d.
e.
f.
Performance
Activity
Imagine that you are responsible for taking players or celebrities to perform in
another country. Prepare a handbook for them to facilitate the trip. Address the
following:
a. The country to which the players or celebrities will be going
b. The impact exchange rates will have on the sport/event
c. The trade regulations that will affect international sport/event marketing
d. The government regulations that will impact international sport/event marketing
e. The cultural/value differences that will impact international sport/event
marketing
Ask a classmate to assume the role of a player or celebrity, and explain the
handbook’s contents to her/him.
Determine global trade’s impact on business decision-making.
Explain the impact of exchange rates on sport marketing.
Discuss the use of financial institutions in international sport marketing.
Describe trade regulations affecting international sport marketing.
Explain the use of foreign distributors in international sport marketing.
Discuss the impact of government regulation on international sport marketing.
Explain how cultural/value differences impact international sport marketing.
Resources
Textbooks
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.)
[p. 344]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 5-7].
Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 133-135, 403-411]. Champaign, IL: Human
Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
42-59]. Morgantown, WV: Fitness Information Technology.
Software/
Online
Andreff, M., & Andreff, W. (2007, June). International specialization of major trading
countries in global trade of sports goods. Retrieved May 30, 2012, from
http://ideas.repec.org/p/spe/wpaper/0715.html
Australian Bureau of Statistics. (2011, July 29). International trade in sport and
physical recreation goods. Retrieved May 30, 2012, from
http://www.abs.gov.au/ausstats/[email protected]/Products/FE73774A41A7E876CA257
8DC0002C938?opendocument
Guillaume, G. (2011). The use of precedent by international judges and arbitrators.
Retrieved May 30, 2012, from
http://jids.oxfordjournals.org/content/2/1/5.abstract
Lee, P., & Lin, C. (2007, Fall). The global flaws of international professional
baseball system. Retrieved May 30, 2012, from
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
http://www.thesportjournal.org/article/global-flows-international-professionalbaseball-system
1.05/EC:059 ASSESSMENT – Global Trade
6.
Which of the following presents the greatest challenge for U.S. companies
when developing a plan to sell movies in foreign countries:
A. Language barrier in promotion
C. Uncertainty about
government policies
B. Cost of foreign monetary exchange
D. Lack of interest by
foreign customers
7.
When a sporting-goods manufacturer decides to sell to businesses
located in another country, it should consider the country's
A. profit margins.
C. cost of goods.
B. trade restrictions.
D. selling motives.
8.
Which of the following are trade barriers that are likely to limit a
sport-equipment manufacturer's ability to export its products to foreign
countries:
A. Trade agreements and industrialization
C. Quotas and tariffs
B. Licenses and outputs
D. Globalization and
embargoes
1.05/EC:059 ASSESSMENT ANSWER KEY – Global Trade
6.
C
Uncertainty about government policies. Foreign governments may change the
rules and regulations of commerce at any time. Foreign customers are often
interested in the entertainment that the United States has to offer. The
monetary systems would be built into the cost of transactions. Although U.S.
consumers do not favor movies in which the English has to be dubbed in,
foreign viewers appear not to mind watching English films with their language
dubbed in. Language translation is commonplace and easily accessible.
SOURCE: EC:059
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment
marketing (p. 210). Mason, OH: South-Western.
7.
B
Trade restrictions. Trade restrictions are barriers that a nation imposes, which
hinders a sporting-goods manufacturer's ability to do business in other
nations. Types of trade restrictions include tariffs, quotas, and embargoes.
Suppose the sporting-goods manufacturer wants to sell baseball gloves to a
business in another country that has a very high tariff (tax) on sporting-goods.
If the tariff is too high, the costs (taxes) may exceed the benefits (e.g., profits)
of selling the baseball mitts to businesses in the other country. The sportinggoods manufacturer considers its profit margins, its cost of goods, and its
selling motives rather than those of the other country.
SOURCE: EC:059
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing
essentials (pp. 77-79). New York: Glencoe/McGraw-Hill.
8.
C
Quotas and tariffs. Trade barriers are regulations, policies, and actions that
limit trade among nations. Quotas, tariffs, licenses, and embargoes are trade
barriers. Quotas limit the quantity of goods that move into or out of the
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.05 Global Trade
Planning Guide Sheets
country. Tariffs are taxes that countries place on imported goods. Licenses
are permits that a nation grants to businesses that want to import or export
goods. Some nations limit the number of licenses they grant. An embargo is a
policy that suspends all import-export trade with another country. Embargoes
are used for political reasons or during hostilities. Favorable trade
agreements encourage trade among two or more countries. Globalization is
not a trade barrier, but the rapid and unimpeded flow of capital, labor, and
ideas across national borders. Industrialization is the changeover from
producing goods by hand labor to the use of machines and the organization
of such production into industries. Outputs are the goods and services
produced as the result of combining inputs. Industrialization and outputs are
not trade barriers that nations implement to control imports and exports.
SOURCE: EC:059
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2009). Marketing
essentials (pp. 76-80). Woodland Hills, CA: Glencoe/McGrawHill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.06 Collect Secondary Marketing Data
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.06
Understands the concepts, systems, and tools needed to gather, access,
synthesize, evaluate, and disseminate information for use in making business
decisions
Performance
Indicator
Collect marketing information from others (e.g., customers, staff, vendors) (IM:187)
Objectives
a.
b.
c.
Collect secondary marketing data to ensure accuracy and adequacy of information
for decision making.
d.
Performance
Activity
Discuss the importance of collecting information from others.
Describe ways of reporting information collected from others.
Explain guidelines for determining the types of information to collect from
others.
Implement procedures for collecting information from others.
Note to the Instructor: Review and present the Collecting Marketing Information
from Others Briefing (pp. 5-15—5-16) to students in a lecture or discussion format.
Identify a sport/event marketing problem at your place of employment, and
determine who could provide insight into problem resolution. With the permission of
your supervisor, collect information. Compare the findings across groups of people
identified. Write a one-page paper about the problem, how information was
collected, and what differences were found in responses from different groups of
people.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp.126-129, 295-304). New York: Glencoe/McGrawHill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
100-101, 153]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 108126]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 421-433]. Champaign, IL: Human Kinetics.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 84-100].
Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
Bergeson, J. (2012, January 24). Five ways to create a data-driven marketing
structure. Retrieved May 30, 2012, from
http://www.marketingprofs.com/articles/2012/6901/five-ways-to-create-a-datadriven-marketing-culture
Cordo, J. (2011, December 5). Top 5 marketing trends for 2012. Retrieved May 30,
2012, from http://www.marketingprofs.com/articles/2011/6520/top-5-marketingtrends-for-2012
Eggleston, D. (2010, March 24). Improving marketing ROI: Towards a more
equitable conversion attribution model. Retrieved May 30, 2012, from
http://www.mediapost.com/publications/?fa=Articles.showArticle&art_aid=12468
7
Heskett, J. (2010, August 5). What is customer opinion good for? Retrieved May 30,
2012, from http://hbswk.hbs.edu/item/6458.html
Lieberman, M. (2003, November). A beautiful segmentation. Retrieved May 30,
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.06 Collect Secondary Marketing Data
Planning Guide Sheets
2012, from
http://www.quirks.com/articles/Data_Use.aspx?searchID=272281321
McCarthy, K. (2010, May 18). Own your digital marketing data. Retrieved May 30,
2012, from http://www.mediapost.com/publications/article/128309/
1.06/ IM:187 ASSESSMENT - Collect Secondary Marketing Data
26.
Businesses collect marketing information from other sources in order to find
out what is happening in the
A. research department.
C. parent
corporation.
B. external environment.
D. internal
organization.
27.
Businesses often collect marketing information from customers in
order to learn which products
A. earn the highest profits.
C. sell best in certain
locations.
B. meet specific design standards.
D. qualify for vendor
discounts.
28.
A business that randomly surveys 200 customers to learn their
opinions about a new product is collecting __________ marketing
information.
A. scientific
C. primary
B. confidential
D. technical
29.
The first step that a business should take when collecting marketing
information from its customers is to
A. develop a rating scale.
C. obtain secondary
data.
B. determine the survey method.
D. define research
objectives.
1.06/ IM:187 ASSESSMENT ANSWER KEY - Collect Secondary
Marketing Data
26.
B
External environment. It is important for businesses to collect marketing
information from other sources in order to find out what is happening in the
external environment. They need to know about the economy in general, any
changes in demographics, legal or political situations, etc. This type of
information is not available from within the business but must be collected
from outside sources, such as industry or trade organizations, government
agencies, and consumer reports. Businesses use both external and internal
information in order to make marketing decisions and solve problems.
Businesses collect internal information from their own research departments.
Internal information is also available from the parent corporation and the
organization itself.
SOURCE: IM:187
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2009). Marketing
essentials (pp. 612-614). Woodland Hills, CA: Glencoe/McGrawHill.
27.
C
Sell best in certain locations. Some products sell better in certain locations
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.06 Collect Secondary Marketing Data
Planning Guide Sheets
than in others because different groups of consumers have different wants
and needs. Businesses often collect marketing information from a crosssection of customers in order to find out which products sell the best in
different locations. Businesses use this information in order to make their
products available in the locations where customers are most likely to want
and buy them. Businesses, rather than customers, will know if products meet
specific design standards, earn the highest profits, and qualify for vendor
discounts.
SOURCE: IM:187
SOURCE: Churchill, G.A., Jr., & Peter, J.P. (1998). Marketing: Creating
value for customers (2nd ed.) [pp. 116-117]. Boston:
Irwin/McGraw-Hill.
28.
C
Primary. Primary marketing information is new information collected for the
problem or project at hand. Many businesses collect primary marketing
information from customers because customers are the ones who will buy
and use the business's products. Knowing how customers feel about a new
product will help the business to more effectively market the product.
Conducting random surveys is one way to collect primary marketing
information. The marketing information that businesses collect from
customers is not necessarily scientific, confidential, or technical.
SOURCE: IM:187
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (p. 57).
Boston: Irwin/McGraw-Hill.
29.
D
Define research objectives. Before collecting marketing data, a business must
define the problem or objective of the research. Once the researchers know
why they are collecting the information, they can determine where and how to
collect it. Marketing research is not always obtained through surveys or
secondary data sources. Rating scales are often developed to measure or
qualify research results. Rating scales are generally developed after the
research objectives are determined.
SOURCE: IM:187
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2002). Marketing
essentials (3rd ed.)
[pp. 523-524]. Woodland Hills, CA: Glencoe/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Briefing: Collecting Mktg. Info. From Others
SEM II 1.06 Collect Secondary Marketing Data
Student Notes
The
Importance
of Collecting
Marketing
Info from
Others
The keys to successful marketing include understanding and meeting consumer
needs and wants. To understand and meet those needs and wants, however,
marketers must collect information from others. The process of collecting this
marketing information includes:

Intelligence generation
o Monitoring the external environment
o Collecting data
o Coordinating the collected data

Intelligence dissemination
o Sharing the data gathered in the intelligence-generation stage

Responsiveness
o Analyzing the data
o Detecting and anticipating consumer demand
o Utilizing the information to develop effective marketing strategies
Reporting
Information
That Is
Gathered
Information gathered from others can be reported in:
Determining
What Type of
Data to
Gather
Marketers can use one of three different research designs (or some combination of
the three) to collect marketing data. The research design chosen for the study
should stem directly from the questions which need to be answered and how much
time, money, and resources are available for the study.
The three research designs are:

Final reports

Journal articles

Oral presentations

Exploratory research
o Used when the problem is not well-defined
o Answers questions such as, “Ticket sales are down, but why?”

Descriptive research
o Often used to determine characteristics of the target market
o Answers “who, what, where, when, and how often” questions

Causal research
o Explores the relationship between two variables
o Answers questions such as, “Does increased advertising result in more
ticket sales?”
Implementing Marketing information can be collected in a number of different ways, including:
 Primary research, which may include surveys that can be mailed, posted on
Procedures
the Internet, conducted on the phone, or carried out in person by
to Collect
intercepting people at sporting events
Information

Secondary research, which may include:
o Obtaining and using data collected for another reason
o Examining the content of written materials (e.g., financial statements,
ticket sales numbers, newspaper articles, etc.)
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.07 Information-Technology Tools
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.07
Understands tools, strategies, and systems needed to access, process, maintain,
evaluate, and disseminate information to assist business decision-making
Performance
Indicator
Use database for information analysis (NF:185)
Objectives
a.
b.
c.
d.
Performance
Activity
Access a database maintained for a sport/event product to identify fans/customers
in a selected target group. Sort the data on the basis of the factors identified by your
supervisor or instructor. Determine the number of customers in the identified target
group.
Utilize information-technology tools to manage and perform work responsibilities.
Define the terms subsets and correlation.
Explain considerations in manipulating data to create reports.
Describe procedures for manipulating data for information analysis.
Demonstrate use of database for information analysis.
Access a database maintained for a sport/event product. Identify fans/customers
who have purchased in the last six months. Identify those with multiple purchases.
Identify those who have purchased more than $100 of the sport/event product.
Create a list of customers whose names/accounts appeared on all lists. Discuss
your findings with a classmate.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (p. 129). New York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
133-134]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 96-110].
Champaign, IL: Human Kinetics.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 83-84].
Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
Ayers, J. (2003, July 21). Don’t get buried in customer data – Use it. Retrieved May
30, 2012, from http://hbswk.hbs.edu/item/3596.html
Chen, C., & Lin, Y. (2006, Summer). A new market research approach in sportdata mining. Retrieved May 30, 2012, from
http://www.thesportjournal.org/article/new-market-research-approach-sportdata-mining
Schumacher, A. (2007, June 8). Using database marketing to build customer
experience. Retrieved May 30, 2012, from http://www.dmnews.com/usingdatabase-marketing-to-build-customer-experience/article/95860/
Steffek, B. (2009, September 29). You’ve got to understand database marketing in
today’s sport climate. Retrieved May 30, 2012, from
http://collegesportsblog.wordpress.com/2009/09/29/youve-got-to-understanddatabase-marketing-in-todays-sport-climate/
1.07/NF:185 ASSESSMENT – Information-Technology Tools
30.
What should businesses try to achieve when manipulating data for
information analysis?
A. Exploratory research
C. Program
development
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.07 Information-Technology Tools
Planning Guide Sheets
B. Secondary information
interpretation
D. Accurate
31.
Which of the following is useful marketing information that a
business might obtain by analyzing a customer database:
A. Expense involved in developing a customer database
B. Average customer is married, owns home, earns $50,000 a year
C. Federal identification numbers for current and past customers
D. Total sales for each month of the previous year
32.
When marketing researchers review the level of affiliation between
two variables, they are evaluating the ___________ of data components.
A. affirmation
C. sensitivity
B. predictability
D. correlation
33.
When analyzing the historical data in a data warehouse, which of
the following is true of its data:
A. Related data are grouped together in folders.
B. The data change as modifications are made to the database.
C. The data are static.
D. Data maintain the uniqueness provided in their operational
applications.
1.07/NF:185 ASSESSMENT – Information-Technology Tools
30.
D
Accurate interpretation. Businesses obtain a variety of information that must
be analyzed in order to make it useful. While manipulating the data for
information analysis, businesses should try to interpret it accurately in order
to obtain information that will answer specific marketing questions. Many
times, businesses can manipulate the data to obtain the answers they want.
This practice will not help them solve problems or make good decisions if
they interpret the data inaccurately. Exploratory research is a method of
obtaining information. Secondary information is information that has already
been collected for another purpose. Businesses develop a research program
before interpreting data.
SOURCE: NF:185
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (p. 613).
Boston: Irwin/McGraw-Hill.
31.
B
Average customer is married, owns home, earns $50,000 a year. The
purpose of analyzing a customer database is to identify specific
characteristics that the business can use to market its goods and services to
customers. Businesses are better able to target their market if they know
what type of customer makes up the market. For example, a business
probably would use different techniques to sell to customers who are married,
own their own homes, and earn $50,000 a year than to customers who are
single, rent, and earn $25,000 a year, because these types of customers
have different wants and needs. Federal identification numbers are provided
to businesses and do not provide useful marketing information. A customer
database will not provide information about total sales for each month or the
expense involved in developing the database.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.07 Information-Technology Tools
Planning Guide Sheets
SOURCE: NF:185
SOURCE: Kotler, P., Bowen, J.T., & Makens, J.C. (2010). Marketing for
hospitality and tourism (5th ed.) [pp. 93, 114-121]. Upper Saddle
River, NJ: Prentice Hall.
32.
D
Correlation. In terms of marketing research, correlation is the dependency of
one variable on another variable or set of variables. The level of dependency
can vary greatly. To predict means to estimate. One cannot usually estimate
until a pattern or correlation between variables has been established.
Sensitivity and affirmation are general terms that might describe an
understanding nature. To understand the relationship between variables, a
correlation must first be acknowledged.
SOURCE: NF:185
SOURCE: Shao, A. (2002). Marketing Research: An Aid to Decision Making
(2nd ed.) [p. 494]. South-Western.
33.
C
The data are static. Changes made to the data are recorded and tracked so
that users can identify changes that occur over time. Therefore, the data are
static—they do not change. Related data are linked together rather than
being grouped together in folders. When data move into a data warehouse,
they are made consistent with each other rather than maintaining the
uniqueness of their various operational applications.
SOURCE: NF:185
SOURCE: Telecommand. (2009). Retrieved February 28, 2011, from
http://www.telecommand.com/content/data-warehousing
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.08 Interpreting Marketing Information – SUPPLEMENTAL
Planning Guide Sheets
Knowledge/
Skill
Statement
Understands the concepts, systems, and tools needed to gather, access,
synthesize, evaluate, and disseminate information for use in making business
decisions
Performance
Element 1.08
Interpret marketing information to test hypotheses and/or to resolve issues.
Performance
Indicator
Explain the use of descriptive statistics for marketing decision making (IM:191)
(SUPPLEMENTAL) or EXTRA CREDIT or HONORS PORTION
Level
Specialist
Objectives
a.
b.
c.
d.
e.
f.
Performance
Activity
Define the following terms: descriptive statistics, mean, medium, mode, range,
standard deviation, and skewness.
Explain the objectives of using descriptive statistics to interpret data.
Describe the advantages and disadvantages of using the mean, median, and
mode as measures of central tendency.
Explain when to use the mean, median, and mode.
Discuss the importance of using the median when working with skewed
distributions.
Describe the use of the standard deviation in data analysis.
Given data from a fund-raising activity, interpret the descriptive statistics, and
identify marketing decisions that could be made from the results of the data.
Resources
Textbooks
Aaker, D.A., Kumar, V., & Day, G.S. (2007). Marketing research (9th ed.) [pp. 438439]. Hoboken, NJ: John Wiley & Sons, Inc.
Burrow, J.L. (2006). Marketing (2nd ed.) [p. 136]. Mason, OH: Thomson/ SouthWestern.
Churchill, G.A., Brown, T.J., & Suter, T.A. (2010). Basic marketing research (7th ed.)
[pp. 429-434]. Mason, OH: South-Western Cengage Learning.
Farese, L. S., Kimbrell, G., & Woloszyk, C. A. (2009). Marketing essentials (pp.
170-171). Woodland Hills, CA: Glencoe/McGraw-Hill.
Hair, J.F., Bush, R.P., & Ortinau, D.J. (2009). Marketing research in a digital
information environment (4th ed.) [pp. 483-488]. New York: McGraw-Hill Irwin.
Kemp, S.M. & Kemp, S. (2004). Business statistics demystified: A self-teaching
guide (pp. 1-17, 97, 173-204). New York: McGraw-Hill.
Leedy, P.D. & Ormrod, J.E. (2005). Practical research: Planning & design
(8th ed.) [pp. 257-261]. Upper Saddle River, NJ: Prentice Hall.
Pyrczak, F. (2006). Making sense of statistics (4th ed.) [pp. 21-53]. Glendale, CA:
Pyrczak Publishing.
Zikmund, W.G., & Babin, B.J. (2010). Exploring marketing research (10th ed.) [pp.
443-451]. Mason, OH: South-Western Cengage Learning.
Software/
Online
Bewick, V., Cheek, L., & Ball, J. (2004, November 4). Statistics review 13: Receiver
operating characteristic curves. Retrieved May 30, 2012, from
http://ccforum.com/content/8/6/508
Johnson, J.E., & Lee, D. Super Bowl commercial and game consumption for the
college demographic. Retrieved May 30, 2012, from
http://www.thesportjournal.org/article/super-bowl-commercial-and-gameconsumption-college-demographic
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.08 Interpreting Marketing Information – SUPPLEMENTAL
Planning Guide Sheets
Niles, R. (1995-2012). Statistics every writer should know. Retrieved May 30, 2012,
from http://www.robertniles.com/stats/
Spaulding, K. (2009, May 25). Overview of statistics. Retrieved May 30, 2012, from
http://ksspaulding.wordpress.com/article/overview-of-statistics-3smazt4fj02nv50/
Turner, J. (2011, September 6). 9 amazing mobile marketing statistics every
marketer should know. Retrieved May 30, 2012, from
http://blog.hubspot.com/blog/tabid/6307/bid/24082/9-Amazing-MobileMarketing-Statistics-Every-Marketer-Should-Know.aspx
1.08/IM:191 (SUPPLEMENTAL OR EXTRA CREDIT OR HONORS PORTION)
ASSESSMENT
12.
Which of the following is an example of range:
A. Most consumers buy four CDs per month.
B. Consumers buy an average of five CDs per month.
C. Consumers buy between three and seven CDs per month.
D. Half of all consumers buy more than five CDs per month.
13.
What do researchers often use to summarize and interpret vast
amounts of numeric information?
A. Research questionnaires
C. Hypothetical
samples
B. Descriptive statistics
D. Independent
variables
14.
A business that conducts research and finds that most of its
customers visit the business four times a week has identified the
A. median.
C. mean.
B. mode.
D. range.
15.
Which of the following must coincide when using descriptive
statistics in order to have normally distributed data:
A. Range, dispersion, confidence interval
B. Ordinal, nominal, binomial
C. Mean, median, mode
D. Standard deviation, percentiles, pictorial representations
16.
When making marketing decisions, businesses often analyze
research that is expressed as a mean, median, or mode, which are estimates
often referred to as the
A. predictability curve.
C. central tendency.
B. graphic representation.
D. distribution share.
1.08/IM:191 ASSESSMENT ANSWER KEY
12.
C
Consumers buy between three and seven CDs per month. Range is the
distance between the smallest and largest value in a set of responses. In the
example, three was the smallest number of CDs purchased and seven was
the largest number. The distance between three and seven is the range.
Range is often used to describe the relation between numbers, such as the
variation between the number of CDs purchased. Mean is the average, such
as consumers buying an average of five CDs per month. Mode is the most
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.08 Interpreting Marketing Information – SUPPLEMENTAL
Planning Guide Sheets
common response, such as most consumers buy four CDs per month.
Median is the exact middle, such as half of all consumers buying more than
five CDs per month.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Zikmund, W.G., & Babin, B.J. (2010). Exploring marketing
research (10th ed.) [pp. 445-446]. Mason, OH: South-Western
Cengage Learning.
13.
B
Descriptive statistics. Researchers often use descriptive statistics to
summarize and interpret the vast amounts of numeric information they collect.
Descriptive statistics include measurements such as mean, mode, median,
range, and standard deviation. These types of measurements help
researchers to summarize numeric information in terms of number of
responses, frequency of use, average distribution, and various other
relationships. Researchers often use questionnaires to obtain numeric
information. Researchers do not use hypothetical samples or independent
variables to summarize and interpret numeric information.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (pp. 525527). Boston: Irwin/McGraw-Hill.
14.
B
Mode. The mode represents the number that occurs the most often. In this
example, the mode is four because most of the business's customers visit the
business four times a week. The mean is the average number of times
customers visit the business. The median is the middle number which
indicates that half of the customers visit more often and half of the customers
visit less often. Range is the distance between the fewest number of visits
and the most number of visits.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Zikmund, W.G., & Babin, B.J. (2010). Exploring marketing
research (10th ed.) [p. 445]. Mason, OH: South-Western Cengage
Learning.
15.
C
Mean, median, mode. Mean is the average, median is the exact middle, and
mode is the most common response. When the mean, median, and mode
coincide in statistics, you have normally distributed data that is indicated by a
symmetrical, pictorial representation (curve). The alternatives do not indicate
normally distributed data.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Burns, A.C., & Bush, R.F. (2000). Marketing research (3rd ed.)
[pp. 429-430, 498-501]. Upper Saddle River, NJ: Prentice Hall.
16.
C
Central tendency. To obtain useful marketing information, researchers often
survey a representative group of the market segment (sample). After
collecting the data, researchers assign numerical values to the responses.
The typical value (response) of the set of numerical values is referred to as
the central tendency. Researchers can measure central tendency as a mean,
median, or mode. To summarize the data, researchers might develop a visual
representation of central tendency in a chart or graph format. Predictability
curve and distribution share are fictitious terms.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.08 Interpreting Marketing Information – SUPPLEMENTAL
Planning Guide Sheets
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing
essentials (pp. 170-171). New York: Glencoe/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.09 Information to Guide – Decision-making
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.09
Understands tools, strategies, and systems needed to access, process, maintain,
evaluate, and disseminate information to assist business decision-making
Performance
Indicator
Identify sport/event trends (NF:065)
Objectives
a.
b.
c.
d.
Performance
Activity
Using the Internet, research sport/event trends that are affecting one of the following:
channel management, marketing research, pricing, product/service management,
promotion, or selling. Write a short paper identifying the trends and discussing their
potential inputs. Present your report to the class.
Acquire information to guide business decision-making
Describe the impact of current sport/event trends on marketing.
Explain the importance of identifying sport/event trends.
Discuss sources of sport/event trend information.
Identify current sport/event trends.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (p. 297). New York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [p. 81].
South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 453465]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 132-133]. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp. 1436, 58-59, 82]. Morgantown, WV: Fitness Information Technology.
Supovitz, F. (2005). The sports event management and marketing playbook (pp. 1314). New York: John Wiley & Sons.
Software/
Online
Andrews, J. (2012, April 20). New trends in sports and fitness. Retrieved May 30,
2012, from http://www.the-leader.com/blogs/sports_medicine/x1878757663/Newtrends-in-sports-and-fitness
Janca, T. (2012, January 1). Game, set, fans: 10 sports marketing trends for 2012.
Retrieved May 30, 2012, from http://www.slideshare.net/tomjanca/game-setfans-10-sports-marketing-trends-for-2012
 Leaman, E. (2011, December 29). Fitness forecast: The top fitness trends for
2012. Retrieved May 30, 2012, from
http://blogs.phillymag.com/bewellphilly/2011/12/29/fitness-forecast-top-fitnesstrends-2012/

PRLog. (2011, April 18). New market report: Fast Market Research recommends
"Exercise and sports nutrition: Consumer trends and product opportunities" from
Datamonitor, now available. Retrieved May 30, 2012, from
http://www.prlog.org/11441781-new-market-report-exercise-and-sports-nutritionconsumer-trends-and-product-opportunities.html
Rovell, D. (2009, July 31). The top 10 most interesting trends in sports. Retrieved
May 30, 2012, from
http://www.cnbc.com/id/32238333/The_Top_10_Most_Interesting_Trends_In_Sp
orts
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.09 Information to Guide – Decision-making
Planning Guide Sheets
1.09/NF:065 Assessment - Information to Guide – Decisionmaking
34.
Which of the following is a trend in the sport/event industry:
A. Premium seating options are yielding less revenue for sport/event
facilities than other types of seating.
B. Relationship marketing is becoming less important to sport/event
organizations as technology evolves.
C. Due to the high level of media clutter, fewer businesses are
participating in sport/event sponsorships.
D. Sport/Event facilities are evolving into complete entertainment centers
with interactive activities.
35.
The NHL, the NFL, and the CFL are becoming more interested in
investing in the development of recreational sports for youths in order to
A. appeal to low-income individuals.
C. comply with local
regulations.
B. encourage sedentary lifestyles.
D. attract more fans.
36.
One reason that seat licenses and premium seating are growing
trends in sport/event marketing is because these practices are
A. sales policies.
C. advertising
methods.
B. pricing strategies.
D. revenue sources.
1.09/NF:065 Assessment ANSWER KEY - Information to Guide –
Decision-making
34.
D
Sport/Event facilities are evolving into complete entertainment centers with
interactive activities. Facilities that have traditionally been used solely for sport
events or concerts are now being used for many other activities. For example,
the Nationwide Arena in Columbus, Ohio serves as the home playing rink for
the NHL Blue Jackets as well as the arena football team, the Columbus
Destroyers. The facility also hosts several concerts during the year. Some
facilities are expected to add other types of amenities such as playgrounds,
game rooms, and concessions for children. Trends indicate that sponsorships
are continuing to increase, premium seating (e.g., luxury boxes) yields more
revenue than other types of seating, and relationship marketing to fans is
becoming more important as technology evolves.
SOURCE: NF:065
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing
(2nd ed.) [pp. 387-389]. Champaign, IL: Human Kinetics.
35.
D
Attract more fans. The National Hockey League (NHL), the National Football
League (NFL), and the Canadian Football League (CFL) have established
programs encouraging youth participation in their sports. It is hoped that as the
youths and their parents become more involved in the sports, they will want to
follow and support major-league teams. The leagues do this to attract fans
rather than comply with local regulations. This is quite contrary to a sedentary
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.09 Information to Guide – Decision-making
Planning Guide Sheets
lifestyle, which is basically an unhealthy and inactive approach to living.
Individuals who participate in recreational sports must pay for necessary
sporting equipment, lessons, entry fees, memberships, and so forth.
Therefore, marketing dollars are primarily targeted at higher income
individuals.
SOURCE: NF:065
SOURCE: Kaser, K., & Oelkers, D.B. (2001) Sports and Entertainment
Marketing (pp. 220-221). South-Western Educational Publishing.
36.
D
Revenue sources. Many sport/event facilities are using permanent seat
licenses and premium seating as revenue sources. These trends involve
selling customers the right to buy tickets to events, or selling luxury boxes and
suites, and seats in special sections of stadiums and arenas. Although
premium seating is expensive, the demand continues to grow. Furthermore,
stadiums and arenas encourage premium seating because it generates a
sizeable amount of income even though that type of seating is a small part of
the overall seating capacity. Consequently, many stadiums and arenas target
this market even though it accounts for a small percentage of ticket buyers.
Although these trends are a type of pricing strategy, they are used because
they are ways of generating revenue rather than because they are pricing
strategies. These practices are not advertising methods or sales policies.
SOURCE: NF:065
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing
(2nd ed.) [pp. 385-386]. Champaign, IL: Human Kinetics.

Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.10
(Part 1)
Performance
Indicator
Understands the concepts, systems, and tools needed to gather, access, synthesize,
evaluate, and disseminate information for use in making business decisions
Objectives
a.
b.
c.
d.
e.
Performance
Activity
Prepare a weekly marketing report of sales data for a sport/event. Review the report
with your teacher/supervisor.
Report findings to communicate research information to others.
Write marketing reports (IM:192)
Discuss characteristics of an effective marketing report.
Identify the elements of a marketing report.
Describe types of visual aids that can be used effectively in marketing reports.
Create frequency tables to display research findings.
Demonstrate procedures for writing marketing reports.
Resources
Textbooks
Bovée, C. L., & Thill, J.V. (2008). Business communication today (9th ed.) [pp. 426471]. Upper Saddle River, NJ: Pearson Prentice Hall.
Ober, S. (2007). Fundamentals of contemporary business communication (2nd ed.)
[pp. 215-216, 248-268]. Boston: Houghton Mifflin Company.
Roberts, S.J. (2012). Fundamentals of business communication (pp. 398-434).
Tinley Park, IL: The Goodheart-Willcox Company, Inc.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [p. 101].
Upper Saddle River, NJ: Pearson Prentice Hall.
Software/
Online
Bennink, C. (2006). How to recognize a good marketing program when you see one.
Retrieved May 30, 2012, from http://www.travelagentsuccess.com/recognize.htm
Chia, E. (2010, April 14). Five characteristics of a good business plan. Retrieved
May 30, 2012, from http://ezinearticles.com/?Five-Characteristics-of-a-GoodBusiness-Plan&id=4108071
Cohen, l. (1999-2012). How to write a marketing research report. Retrieved May 30,
2012, from http://www.ehow.com/how_4884999_write-marketing-researchreport.html
Eventscorps Western Australia. (n.d). Special events: A managed approach.
Retrieved May 30, 2012, from
http://www.tourism.wa.gov.au/Publications%20Library/Events/Special%20Events
%20A%20Managed%20Approach%20_2_.pdf
Marketo. (2012). 10 characteristics of effective marketing analytics. Retrieved May
30, 2012, from http://www.marketo.com/about/news/resource-news/10characteristics-of-effective-marketing-analytics.php
1.10 (Part 2)/ IM:192 Assessment – Report Research Findings
17.
One of the main portions of a marketing report describes the research
methods and the
A. industry review standards.
C. technical
terminology.
B. data collection procedures.
D. consulting
expenses.
IM:192
18.
Which of the following is a characteristic of an effective marketing
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.09 Information to Guide – Decision-making
Planning Guide Sheets
report:
A. Explains role of executive management
review information
B. Contains names of contributing editors
research questions
C. Provides industry
D. Answers specific
IM:192
19.
The main portion of a marketing report that explains the research
findings should include
A. summaries and recommendations.
C. data-collection
procedures.
B. technical appendixes and indexes.
D. supporting tables
and graphs.
IM:192
20.
When writing marketing reports, researchers should make sure that
they include a section about
A. populations.
C. regulations.
B. qualifications.
D. limitations.
IM:192
21.
Copies of questionnaires, interview forms, and other technical
documents are often included in what part of a marketing report?
A. Analysis
C. Summary
B. Introduction
D. Appendix
1.10 (Part 2)/ IM:192 Assessment – Answer Key
17.
B
Data collection procedures. One portion of a marketing report contains a
detailed explanation and description of the research methods and how the
data were collected. This section should explain what types of secondary data
were used and how the primary data were collected (questionnaire, telephone
survey, etc.). This section also should provide a description of the questions
that were asked and a profile of the people who were surveyed. A detailed
description of research methods and data collection procedures adds
credibility to the report. Marketing reports do not describe industry review
standards or consulting expenses. Technical terminology is explained
throughout the report rather than in one specific section.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (pp. 613615). Boston: Irwin/McGraw-Hill.
18.
D
Answers specific research questions. One of the primary functions of a
marketing report is to communicate the information that answers specific
research questions. Businesses conduct research in order to obtain
information that will help them solve problems and make marketing decisions.
An effective marketing report should answer the questions that relate to the
specific business problem for which the research was completed. An effective
report answers questions by interpreting and summarizing the research
findings and offering recommendations. Marketing reports do not need to
contain the names of contributing editors, provide industry overview
information, and explain the role of executive management in order to be
effective unless these topics are related to the specific research questions.
SOURCE: IM:192
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.09 Information to Guide – Decision-making
Planning Guide Sheets
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (pp. 613615). Boston: Irwin/McGraw-Hill.
19.
D
Supporting tables and graphs. The main portion of a marketing report contains
a detailed explanation and analysis of the research findings. This section
should include supporting tables and graphs which present the research
findings in an uncomplicated visual manner. Illustrating the research findings in
tables and graphs is a way of presenting complicated information in a format
that is easy for readers to see and understand. The main portion of a
marketing report does not contain appendixes and indexes, summaries and
recommendations, or data-collection procedures.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (pp. 613619). Boston: Irwin/McGraw-Hill.
20.
D
Limitations. Marketing reports should contain a section about limitations
because all research is affected by certain outside events that have an effect
on its accuracy. Limitations associated with marketing research usually involve
sampling bias, measuring errors, time constraints, and limited finances. When
preparing a marketing report, researchers should include information about
these limitations in order to present an honest and fair representation of the
findings. Limitations are part of any research project and should be presented
openly in the report. Marketing reports usually do not contain separate
sections about qualifications, regulations, or populations, although those topics
may be discussed throughout the report.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (pp. 613621). Boston: Irwin/McGraw-Hill.
21.
D
Appendix. The appendix is the part of a marketing report that follows the main
part of the report. It often appears last and contains technical information and
documents, such as copies of questionnaires and interview forms, which are
not necessary for the main report. In most cases, the main part of the report
refers to information that is provided in the appendix, which the reader may, or
may not, choose to read. It is additional information that further explains the
main part of the report. The summary provides an overview of the main points.
The introduction usually contains background information. The analysis is
usually part of the main body of the marketing report.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing
research: A practical approach for the new millennium (p. 621).
Boston: Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Rubric: Written Report
Criteria
Content
The information
communicated by
the written report
45 points
Communication
Ability to express
oneself so as to be
understood by others
25 points
Professional
Experienced
Developing
Novice
 The information sufficiently
summarized the issue/topic.
 Overall, the information
adequately summarized the
topic/issue.
 The information left some
gaps in the issue/topic.
 The information failed to
summarize the issue/topic.
 Conclusions reached were
logical and fully supported
by research.
 Conclusions reached were
reasonable but lacked
supporting documentation in a
few cases.
 Conclusions reached were
inconsistent in their logic and
lacked supporting
documentation.
 Questionable conclusions
were reached that were not
supported by the research.
 The conclusions were
based on the most recent
documentation available.
 The conclusions were based,
overall, on current
information.
 The conclusions were based
on outdated information that
was still relevant.
 The conclusions were based
on outdated information that
was no longer relevant.
 Ideas were expressed
clearly in language that was
easy to understand.
 Ideas were expressed clearly
with only a few words being
difficult to understand.
 Both ideas and words
required much effort to
understand.
 Ideas were vague and
elusive, and language was
difficult to understand.
 Accurate visual aids,
including charts and
graphs, supported, focused,
clarified, and reinforced
information given.
 Accurate visual aids, including
charts and graphs, added
some support to the
information given.
 Visual aids, including charts
and graphs, were related to
information given, but did not
clarify or reinforce it.
 Visual aids, including charts
and graphs, detracted from
presentation raising many
questions.
 Report was neat,
grammatically correct, and
error-free.
 Report was neat but
contained minor errors that
did not detract from total
report.
 Report contained slight
smudges, blurred letters, and
grammatical errors that were
distracting.
 Report was messy, with
many errors in spelling and
grammar.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 5-18
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Rubric: Written Report
Criteria
Organization
How the information
is put together
Professional
Experienced
Developing
Novice
 Main points were easy to
follow and logical with
points building on each
other.
 Main points were generally
easy to follow and logical.
 Main points were logical but
difficult to follow.
 Main points were so difficult
to follow that their logic could
not be determined, or they
were illogical.
 Sections were clearly
identified, and material was
easily located.
 Sections were clearly
identified and only a few items
were difficult to locate.
 Some sections were not
identified, and several items
were difficult to locate.
 Sections ran together or were
not identified, and material
was difficult to locate.
 Supporting documentation
was complete and clearly
labeled.
 Supporting documentation
was clearly labeled, but some
items were missing.
 Some supporting
documentation was missing,
and some was inaccurately
labeled.
 Supporting documentation
was not provided.
30 points
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 5-19
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.10
(part 2)
Performance
Indicator
Understands the concepts, systems, and tools needed to gather, access, synthesize,
evaluate, and disseminate information for use in making business decisions
Objectives
a.
Report findings to communicate research information to others.
Present report findings and recommendations (IM:193)
b.
c.
Performance
Activity
Compare and contrast the presentation of marketing reports in oral versus
written format.
Identify the elements of a marketing report that should be addressed in an oral
presentation.
Demonstrate procedures for presenting report findings and recommendations.
Analyze sales data for a sport product or for a fund-raising activity, and present a
report of your findings and recommendations to a small group of students. Discuss
the strengths and weaknesses of your presentation.
Resources
Textbooks
Bovée, C. L., & Thill, J.V. (2008). Business communication today (9th ed.) [pp. 353354, 498-517]. Upper Saddle River, NJ: Pearson Prentice Hall.
Ober, S. (2007). Fundamentals of contemporary business communication (2nd ed.)
[pp. 280-301]. Boston: Houghton Mifflin Company.
Roberts, S.J. (2012). Fundamentals of business communication (pp. 267-284).
Tinley Park, IL: The Goodheart-Willcox Company, Inc.
Software/
Online
BookRags.com. (2012). How to give an oral report. Retrieved May 30, 2012, from
http://www.bookrags.com/articles/28.html
Dawson, C. (2009). How to report your findings. Retrieved May 30, 2012, from
http://www.howto.co.uk/business/researchmethods/how_to_report_your_findings/#producing-oral-presentations
EvaluATOD. (n.d.). Presenting data. Retrieved May 30, 2012, from
http://www.evaluatod.org/resources/Presenting_Data.pdf
Margaret Sanger Center International. (2009). Unit 8: Using findings. Retrieved May
30, 2012, from
http://www.stepstoolkit.org/index.php?option=com_content&view=article&id=12
5&Itemid=160&lang=en
Pearson Education. (2000-2012). How to give an oral report. Retrieved May 30,
2012, from http://www.infoplease.com/homework/oralreport1.html
1.11/IM:193 ASSESSMENT
22.An effective method of presenting complex report findings and recommendations to a large group of
managers involves the use of
A. scientific data.
C. informal outlines.
B. computer software.
D. handmade graphics.
1.10/IM:193 ASSESSMENT KEY
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.10 Report Research Findings
Planning Guide Sheets
22.B
Computer software. The use of computer software enables researchers to develop computergenerated presentations in order to effectively explain complex report findings and
recommendations to large groups. By using computer software, researchers can create a wide
range of multimedia presentations that include text, graphics, sound, and video. These
presentations hold the viewers' attention and graphically explain material that may be complex.
Also, computer-generated presentations can be shown to large groups and are more professional
looking than traditional presentation methods. The use of informal outlines and handmade graphics
are not effective ways of effectively explaining complex report findings to large groups.
Researchers may use computer software to create presentations that will explain scientific data.
SOURCE: IM:193
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 624-625). Boston: Irwin/McGraw-Hill.
23. A
Information that is relevant to the marketing decisions that management must make. When
presenting report findings and inclusions, the researcher should include the information that is
relevant to the marketing decisions to be made. Including all the information can overwhelm
decision makers with confusing findings. Editing the findings to exclude relevant information may
cause decision makers to draw incorrect conclusions.
SOURCE: IM:193
SOURCE: Kotler, P. (2000). Marketing management (10th ed.) [pp. 105-114]. Prentice Hall.
24. A
Research methods. An oral presentation includes the same information as the written report
although the oral presentation of this information is handled differently because there are limitations
on the amount of time available to give an oral presentation. Consequently, oral reports focus on
explaining the research findings, which include relevant information and pertinent data. Explaining
the research methods used to collect the information is not as important as explaining other parts of
the report. Therefore, the research methods would be mentioned only briefly, if at all, in an oral
presentation. In some situations, take-home copies of handouts that explain the research methods
and other parts of the written report might be available after the oral presentation.
SOURCE: IM:193
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 624-625). Boston: Irwin/McGraw-Hill.
25. A
Relatively simple. During an oral presentation of report findings and recommendations, the
audience has only a certain amount of time to hear and understand the information. Therefore, the
presenter needs to keep the oral presentation relatively simple and use words and phrases that are
easy to understand. The information needs to be organized in a simple and logical manner and
presented so that the audience will be able to grasp the meaning in the time allotted. Keeping the
presentation on a complex level or technically oriented might make it difficult for the audience to
understand the findings and recommendations. As a rule, simple is better. Although the
presentation should be fairly simple, it should still include enough detail to make the presentation
meaningful.
SOURCE: IM:193
SOURCE: Lesikar, R.V., Pettit, J.D., Flatley, M.E. (1999). Lesikar's basic business communication
(8th ed.) [pp. 463-465]. Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.10 Report Research Findings
Planning Guide Sheets
23. Stephanie has completed a market-research project to identify changing consumer trends that will
affect her company and its market position. She has learned many interesting demographic trends
occurring in the population. What type of data should she include in her report to management?
A. Information that is relevant to the marketing decisions that management must make
B. All the information collected so management can decide what is important
C. Information that applies only to people not currently part of the target market
D. Information that applies only to the company's current target market
IM:193
24. What part of a marketing-research report would be mentioned only briefly in an oral presentation?
A. Research methods
C. Pertinent data
B. Relevant information
D. Research findings
IM:193
25. An effective technique to use when giving an oral presentation of report findings and
recommendations is to keep the presentation
A. relatively simple.
C. free from detail.
B. technically oriented.
D. on a complex level.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Rubric: Oral Presentation
Criteria
Content
What the speaker
talked about; the
information that
was shared
Professional
How the speaker
presented the
information; the
speaker’s
performance in
front of an
audience
20 points
Developing
Novice
 Speaker presented relevant,
accurate, up-to-date
information.
 Audience responded
favorably to examples that
were outside their experience.
 Examples strayed from the
point or required some
thought to grasp.
 Examples were difficult for
the audience to grasp or
totally inappropriate for the
occasion.
 Supporting information was
provided for each point made.
 Unsupported points did not
create a sense of unfinished
business.
 Several points were vague or
unsupported by evidence.
 Points were vague and
lacked any supporting
evidence.
 Examples were relevant to
the audience and occasion.
 Speaker presented
information that was relevant
and accurate, but outdated.
 Speaker presented relevant
information that was
obviously incorrect and
outdated.
 Speaker wandered from
topic to topic or gave
information that seemed
unrelated to scenario.
 Speaker responded to
questions fully,
knowledgeably, and without
hesitation.
 Speaker responded
hesitantly, but knowledgeably
to questions.
 Speaker responded hesitantly
and uncomfortably, providing
sketchy information in answer
to questions.
 Speaker gave vague,
nonspecific responses to
questions.
 Speaker appeared confident
and relaxed.
 Speaker’s initial nervousness
was not distracting.
 Speaker’s apparent
discomfort was distracting on
occasion.
 Speaker’s nervousness was
distracting throughout the
presentation.
 Volume and pace made a
positive contribution to
speaker’s message, helping
to show the speaker’s
enthusiasm for the topic and
engaging listeners in it.
 Volume and pace were
satisfactory, showing the
speaker’s interest in the topic,
but did nothing to engage
listeners.
 At some points, unvaried or
erratic volume and pace
detracted from the
presentation, making listeners
think that the speaker had no
feelings about the topic.
 Unvaried or erratic volume
and pace detracted from the
presentation, allowing
listeners to think the speaker
was uninterested in or
uncomfortable with the topic.
 Transitions from point to point
flowed smoothly.
 Most transitions from point to
point were smooth.
 Transitions from point to point
were occasionally awkward.
 Transitions from point to
point were bumpy or
nonexistent.
 Presentation had originality
and creative choice of
examples.
 Presentation had some
originality and creative choice
of examples.
 Treatment of topic and choice
of examples were fairly
traditional.
 Presentation relied fully on
traditional treatment of topic
and examples.
40 points
Delivery
Experienced
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 5-23
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Rubric: Oral Presentation
Criteria
Professional
Experienced
Developing
Novice
Delivery (cont’d)
 Accurate visual aids, including
charts and graphs, supported,
focused, clarified and
reinforced presentation.
 Accurate visual aids, including
charts and graphs, added
some support to presentation.
 Visual aids, including charts
and graphs, had to be read to
the audience and contained a
few inaccuracies.
 Inaccurate or incomplete
visual aids, including charts
and graphs, detracted from
presentation and were
difficult to see and decipher.
 Nonverbal communication
(professional manner, eye
contact, etc.) added to
purpose of presentation.
 Nonverbal communication
was usually supportive of
presentation.
 On a few occasions nonverbal
communication was
distracting.
 Nonverbal communication
diverted audience attention
from presentation’s purpose.
 Speaker was appropriately
dressed and well-groomed,
creating a positive impression
on the audience.
 Speaker’s dress and
grooming were adequate for
the presentation.
 Some items of the speaker’s
dress or grooming were
distracting.
 Speaker was dressed and
groomed for another
occasion.
 Presentation was structured
with definite beginning, middle
and end.
 Beginning, middle, and end of
presentation were present but
not clearly identified.
 Beginning, middle, or end of
presentation was difficult to
define.
 Beginning, middle, or end of
presentation was missing.
 Speaker’s main points were
easy to follow and logical with
points building on each other.
 Speaker’s main points were
generally easy to follow and
logical.
 Speaker’s main points were
logical but difficult to follow.
 Speaker’s main points were
so difficult to follow that their
logic could not be
determined, or they were
illogical.
 Introduction engaged
audience in topic and outlined
what the speech was about.
 Introduction was interesting
and provided a partial
description of what the
speech was about.
 Introduction was standard for
the topic and hinted at what
the speech was about.
 Introduction was
uninteresting, and speaker
jumped into presentation
without outlining what the
speech was to be about.
 Material was suited to length
of presentation.
 Material was fairly well suited
to the length of presentation.
 Speaker appeared to stretch
or omit material to meet the
length of the presentation.
 Speaker presented too much
or too little material for length
of presentation.
 Presentation came to suitable
conclusion with main points
clearly summarized.
 Conclusion was satisfying, but
summary of main points was
unclear.
 Conclusion seemed
unsatisfying, and/or summary
of main points was vague.
 Presentation ended abruptly
without a conclusion or
summary of key points.
Organization
How the
information was
put together; the
flow of the
presentation
20 points
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 5-24
SEM II 1.10 Report Research Findings
Planning Guide Sheets
Rubric: Oral Presentation
Criteria
Mechanics
Practical
application of skill;
mechanical or
functional details
or procedures
20 points
Professional
Experienced
Developing
Novice
 Speaker’s terminology was
familiar to the audience or
clearly explained.
 Speaker used a few
unfamiliar words and did not
explain them but they could
be understood from the
context.
 Speaker used some technical
terms and did not explain
them.
 Speaker relied on the use of
technical terms and did not
explain them.
 Speaker’s word choices
painted vivid, precise pictures
of the topic.
 Speaker’s word choices were
good, but did not trigger
images.
 Speaker’s word choices were
standard, but adequate.
 Speaker’s word choices
were traditional and wordy.
 Speaker used correct
grammar and standard
English throughout the
presentation.
 Speaker used correct
grammar, occasionally
incorporating slang into the
presentation.
 Speaker made a few
grammatical mistakes and
used slang throughout the
presentation.
 Speaker’s presentation was
hampered by grammatical
mistakes and reliance on
slang.
 Speaker pronounced words
correctly and clearly, making
it easy for the audience to
understand what was being
said.
 Speaker pronounced words
clearly but mispronounced a
few words.
 Speaker occasionally
mumbled and mispronounced
words, making it difficult for
the audience to understand
what was being said.
 Speaker mumbled and
mispronounced words,
making it almost impossible
for the audience to
understand what was being
said.
 Vocal pauses were used for
emphasis rather than being
filled with dead words such as
“uh,” “and,” or “like.”
 Vocal pauses were not used
for emphasis.
 Speaker occasionally filled
pauses with dead words.
 Speaker filled pauses with
dead words such as “uh,”
“and,” or “like” throughout
presentation.
 Speaker’s use of notes was
not distracting and/or
noticeable.
 Speaker’s actions
occasionally called attention
to the use of notes.
 Speaker occasionally fumbled
with notes.
 Speaker constantly fumbled
with notes.
 Presentation tools were used
smoothly and were not
distracting.
 Use of presentation tools
attracted minor, but not
negative attention.
 Use of presentation tools
occasionally detracted from
the presentation.
 Use of presentation tools
hampered the presentation.
 Speaker supported
presentation with clear and
easy-to-see visual aids that
used correct grammar and
spelling.
 Speaker’s visual aids were
clear, easy to see, and
contained few errors in
spelling or grammar.
 Speaker’s visual aids
contained many errors in
grammar and spelling and
required concentration to see
and understand.
 Speaker’s visual aids were
too small/faint/dark to be
seen easily and contained so
many spelling and
grammatical errors that they
detracted from the
presentation.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 5-25
SEM II 1.11 Promotional Investments
Planning Guide Sheets
Knowledge/
Skill
Statement
Performance
Element 1.11
Objectives
Understands the concepts and strategies needed to communicate information about
products, services, images, and/or ideas to achieve a desired outcome
Manage promotional activities to maximize return on promotional investments.
(PR:155)
a.
b.
c.
d.
e.
f.
Performance
Activity
Categorize types of objectives for sponsoring sports/events.
Explain objectives for sponsoring sports/events.
Discuss the benefits associated with corporate sponsorship objectives.
Explain the relationship between sponsorship objectives and being able to
evaluate sponsorship effectiveness.
Describe considerations in setting sponsorship objectives.
Demonstrate procedures for setting sponsorship objectives
Note to the Instructor: Review and present the Setting Sponsorship Objectives
briefing (pp. 5-32—5-33) to students in a lecture or discussion format.
Listen to a businessperson’s presentation about why her/his company sponsored a
sport/event. Determine the factors assessed in setting up the sponsorship
objectives. Write a synopsis of the presentation.
Resources
Textbooks
Clow, K.E, & Baack, D. (2010). Integrated advertising, promotion, and marketing
communications (4th ed.) [pp. 370-371]. Upper Saddle River, NJ: Prentice Hall.
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (p. 320). New York: Glencoe/McGraw-Hill.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 316317, 324-334, 336]. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
302, 305]. Morgantown, WV: Fitness Information Technology.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 333].
Upper Saddle River, NJ: Pearson Prentice Hall.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
196-197). New York: John Wiley & Sons.
Software/
Online
Barez, A.; Manion, M.T.; Schoepfer, K.L.; & Cherian, J. (2007). Global cases of
effective sports sponsorship: An exploration of a new communications model.
Retrieved May 30, 2012, from
http://businessperspectives.org/journals_free/im/2007/im_en_2007_03_Barez.p
df
Friedman, S. (2012). Sponsorship: A key to powerful marketing. Retrieved May 30,
2012, from
http://marketing.about.com/od/eventandseminarmarketing/a/sponsorship.htm
Hunt, J. (n.d.). Sponsorship objectives. Retrieved May 30, 2012, from
http://www.petoskeyschools.org/hunt.ja.t/SponsorshipObjectivesII.pdf
Plachta, D. (2012). Corporate sponsorship: Managing your brand assets. Retrieved
May 30, 2012, from http://bedfordgroupconsulting.com/resources/whitepapers/sports-marketing/
SponsorMap. (2010, June 2). SponsorMap as an add-on for a brand tracker.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.11 Promotional Investments
Planning Guide Sheets
Retrieved May 30, 2012, from http://www.sponsormap.com/sponsormap-as-aadd-on-for-a-brand-tracker/
Smolianov, P., and Aiyeku, J. (2009). Corporate marketing objectives and
evaluation measures for an integrated television advertising and sports event
sponsorships. Retrieved May 30, 2012, from
http://www.tandfonline.com/doi/abs/10.1080/10496490902901977
1.11/ PR:155 Assessment – Promotional Investments
70.Wheelz wants to market its product line of in-line skates to young males under the age of 35. Which of
the following sponsorship opportunities would best attract the exposure the company seeks on a
very limited budget:
A. Olympic opening ceremony
C. Pro-football game
B. Extreme-sporting event
D. Affinity-sporting event
PR:155
71. What type of sponsorship objective involves bartering for goods and services?
A. Cost avoidance
C. Activation
B. Revenue generation
D. Promotion
PR:155
1.11/ PR:155 Assessment KEY– Promotional Investments
70. B
Extreme-sporting event. Extreme sports (e.g., skateboarding, surfing, snowboarding, skiing, and inline skating) have been gaining in popularity over the past decade. They are most often enjoyed by
a viewing audience that is made up of males 34 and under. It only makes sense that a
manufacturer of in-line skates would benefit the most from sponsoring an extreme-sporting event,
particularly one that includes in-line skating. Pro-football games appeal to a much larger (and often
older) male audience, and their sponsorships are quite costly. The opening ceremony of the
Olympics is watched by billions of people worldwide, thereby making a sponsorship opportunity for
a business on a limited budget cost prohibitive. Affinity-sporting events appeal to individuals who
follow nontraditional sports, such as bass fishing and rock climbing. Although they provide great
sponsorship opportunities for small businesses, WheelZ would receive the most benefit from
recognition that is consistent with its product line of in-line skates.
SOURCE: PR:155
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (pp. 80-82).
Mason, OH: South-Western.
71. A
Cost avoidance. An event organization must determine what it wants from its sponsors before it can
develop a sponsorship program—it must set sponsorship objectives. A common type of objective is
cost avoidance, which means that the event will do what it can to reduce its expenses. One way to
do this is to barter for goods and services. For example, an event organization might consider
providing a printing company with a free, full-size ad in a program if the printing company will print
the event program free of charge. In this situation, the event organization is avoiding paying for the
program's printing costs. Revenue generation objectives focus on obtaining money from sponsors.
Activation objectives involve using a combination of strategies to develop a relationship between
the event and the sponsor that creates awareness (e.g., brand, event), drives ticket sales, etc. Cost
avoidance, revenue, and activation objectives might include promotion-oriented goals for the event
and the sponsor.
SOURCE: PR:155
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 144147). New York: John Wiley & Sons.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Briefing: Setting Sponsorship Objectives
Page 5-28
Types of
Sponsorship
Objectives
Two types of sponsorship objectives are:
 Direct sponsorship objectives, which have a short term impact on
consumer behavior and are focused on increasing sales
 Indirect sponsorship objectives, which lead to the long-term growth of the
sponsor by generating product awareness and image before people buy
the product
Objectives for
Sponsoring
Sports/Events
Corporations sponsor sports/events to:
Benefits
Associated
with Corporate
Sponsorship
Objectives
Sponsorships gives the sports marketer the resources to:
Evaluating
Sponsorship
Objectives
Methods to evaluate the effectiveness of sponsorship include:











Establish or improve their image
Promote their products (and increase sales)
Display goodwill
Obtain access and exposure to the events’ target markets
Outpace competition (become a sponsor before one’s competitors do, thus
blocking them out)
Package their product
Promote their product
Deliver their product
Media exposure
o Evaluating the number of stories and mentions in the media
Sales figures pre-and post-event
Surveys and in-depth interviews
o Gauging the image, attitudes, and awareness of events, sponsors, and
products
Considerations Potential sponsors must ask how a particular sport/event will achieve marketing
and organizational goals:
in Setting
 What is the financial cost of the sponsorship?
Sponsorship
 What is the fan attendance at the event, and what are the fans’
Objectives



demographics?
What is the length of the contract?
What type of media coverage will there be (e.g., TV, radio, etc.)?
What are the sponsorship benefits?
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM II 1.11 Promotional Investments
Planning Guide Sheets
Setting
Sponsorship
Objectives
A “buying center”—which consists of employees responsible for evaluating and
selecting sponsorship options—should be established. Four roles in this buying
center include:




Gatekeepers
o Control the flow of information to the others
o Act as an initial filtering device
Influencers
o Have input into the decision, usually based on their connections with
the sports entity requesting sponsorship
Decision maker(s)
o Are ultimately responsible for accepting or rejecting proposals
Purchasers
o Are responsible for negotiating contracts and carrying out the terms of
the sponsorship once the decision is made
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-30
Knowledge/
Skill
Statement
Performance
Element 1.12
Understands the concepts and actions needed to determine client needs and wants
and respond through planned, personalized communication that influences
purchase decisions and enhances future business opportunities
Performance
Indicator
Prospect for corporate sponsors (SE:324)
Objectives
a.
b.
c.
d.
Performance
Activity
Prospect for corporate sponsors to renovate the school’s football stadium. Write an
analysis of the situation, and present it to your instructor for review.
Perform pre-sales activities to facilitate sales presentation.
Explain the importance of ongoing prospecting for corporate sponsors.
Discuss factors to consider in selecting potential corporate sponsors.
Identify techniques for identifying potential corporate sponsors.
Demonstrate procedures for prospecting for corporate sponsors.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp. 178-179). New York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
97, 309]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 336337]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [p. 132]. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
301-304, 309]. Morgantown, WV: Fitness Information Technology.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [p. 348].
Upper Saddle River, NJ: Pearson Prentice Hall.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
166-168, 186-190, 206-207). New York: John Wiley & Sons.
Software/
Online
The Active Network. (2012). Building and attracting event sponsors. Retrieved May
30, 2012, from http://www.activenetwork.com.au/event-managementresources/articles/how-to-get-sponsors-for-an-event.htm
Brockmeier, J. (2009, August 31). Corporate sponsors and event funding: Ask early,
not often. Retrieved May 30, 2012, from
http://dissociatedpress.net/2009/08/31/corporate-sponsors-and-event-fundingask-early-not-often/
Brookins, M. (2011, August 9). How to get sponsors for your event. Retrieved May
30, 2012, from http://www.ehow.com/how_2203053_sponsors-event.html
Hard, R. (2012). Special event planners identify sponsorship categories for
fundraising events. Retrieved May 30, 2012, from
http://eventplanning.about.com/od/eventplanningbasics/a/event-sponsors.htm
Kiel, K.A. (2011). 7 tips for securing sponsors for your fundraising event. Retrieved
May 30, 2012, from http://www.thefundraisingauthority.com/fundraisingevents/securing-sponsors-for-your-event/
Mojica, R. (1995-2012). How to find, charm, and keep corporate sponsors.
Retrieved May 30, 2012, from http://www.idealist.org/info/Nonprofits/Dev2
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-31
1.12/SE:324 ASSESSMENT – Pre-sales Activities
93.Sport/Event marketers often identify the sponsorship potential of a specific business by researching
the company's sponsorship history and understanding its
A. sponsorship objectives.
C. financial policies.
B. manufacturing methods.
D. quantity standards.
94. Which of the following would an event marketer most probably contact when seeking sponsorship
for an upcoming auto race:
A. Nonprofit organizations
C. Athletic competitors
B. Related businesses
D. Charitable organizations
1.12/SE:324 ASSESSMENT KEY – Pre-sales Activities
93. A
Sponsorship objectives. Sport/Event organizations often qualify their sponsorship prospects so they
do not expend energy appealing to businesses that will mostly likely not consider sponsorship
options. To determine if a business is a potential sponsor, the sport/event organization often looks
to the business's sponsorship history (e.g., who, when, how much). When developing sponsorship
relationships, it is important for the sport/event organization and sponsors to have compatible
images and goals. Therefore, it is important for the sport/event organization to understand the
potential sponsors' sponsorship goals. Sponsors do not always manufacture or produce goods.
Financial policies are the rules that employees must follow regarding company financial matters.
Quantity standards are the established specifications used to measure the amount of work
produced.
SOURCE: SE:324
SOURCE: SponsorVision® (2002). Professional sponsorship selling handbook (p. 21). Tacoma,
WA: Author.
94. B
Related businesses. Related businesses are those businesses that have some association with the
specific event. Related businesses often are interested in sponsoring events because there is a
logical connection between their products and the type of event. In the example of auto racing,
related businesses might include automobile dealerships and automotive supply companies. Also,
the customers of related businesses are more likely to attend the events, which allows the
businesses to reach their target market. Athletic competitors are the individuals who compete in
sporting events. Charitable organizations often receive revenue from events organized for the
specific purpose of supporting the charity. Nonprofit organizations often do not have additional
funds that could be used for event sponsorship and are frequently the recipients of funds raised
through events.
SOURCE: SE:324
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (1993). Sport marketing (pp. 216-217). Human
Kinetics Publishers.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Knowledge/
Skill
Statement
Understands the concepts and actions needed to determine client needs and wants
and respond through planned, personalized communication that influences
purchase decisions and enhances future business opportunities
Performance
Element 1.13
Conduct post-sales follow-up activities to foster ongoing relationships with
customers.
Performance
Indicator
Develop proof-of-performance packages for sponsors (SE:325)
Objectives
a.
b.
c.
d.
e.
f.
g.
Performance
Activity
Page 5-32
Define the term “proof-of-performance package.”
Explain the purposes for developing proof-of-performance packages for
sponsors.
Describe ways that proof-of-performance packages support sponsorship
sales.
Discuss the components of proof-of-performance packages.
Explain sources of information that are useful in developing proof-ofperformance packages.
Identify measures that can be used in developing proof-of-performance
packages.
Demonstrate procedures for developing proof-of-performance packages for
sponsors.
Collaborate with a sport/event director to develop a proof-of-performance package
for sponsors. Write a synopsis of your findings, and submit it and the proof-ofperformance package to your instructor for review.
Resources
Textbooks
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
197-205). New York: John Wiley & Sons.
Software/
Online
Allen, S. (n.d.). 12 steps to sponsorship success. Retrieved May 30, 2012, from
http://www.evancarmichael.com/Women-Entrepreneurs/2856/12-Steps-ToSponsorship-Success.html
CBS Outdoor. (2012). Proof of performance. Retrieved May 30, 2012, from
https://www.cbsoutdoor.com/tools/proofofperformance.aspx
Garland, R; Charbonneau, J.; & Macpherson, T. (2008). Measuring sports
sponsorship effectiveness: Links to existing behavior. Retrieved May 30, 2012,
from
http://businessperspectives.org/journals_free/im/2008/im_en_2008_1_Garland.
pdf
1.13/SE:325 Assessment – Client Needs and Wants
1. Why should sport/event marketers develop proof-of-performance packages for sponsors?
A. To provide information about the facility
C. To list the important participants
B. To explain the type of sport/event
D. To help sponsors justify the investment
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-33
1. D
To help sponsors justify the investment. Sponsors expect a certain return on their investment when
they contribute to a sport/event. To help sponsors justify their investment, sport/event marketers
should develop proof-of-performance packages that describe the benefits the sponsors received.
For example, a proof-of-performance package might explain the number of advertising exposures
and translate that information into the number of potential customers that were reached. The
package might describe how the sponsor's brand or image was promoted. Besides the number of
people who attended the event, the proof-of-performance package might include an estimate of the
number of people who viewed the event on television or read about it in the newspaper. The goal is
to reinforce the belief that sponsoring a particular sport/event was a worthwhile investment.
Marketers explain the sport/event, list important participants, and provide information about the
facility during the process of seeking sponsorships.
SOURCE: SE:325
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 278-279].
Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-34
Knowledge/
Skill
Statement
Understands the concepts and actions needed to determine client needs and wants
and respond through planned, personalized communication that influences
purchase decisions and enhances future business opportunities
Performance
Element
Employ sales processes and techniques to enhance customer relationships and to
increase the likelihood of making sales.
Performance
Indicator 1.14
(Part 1)
Objectives
Sell venue (SE:319)
Performance
Activity
Note to the Instructor: Review and present the Selling a Venue Briefing
(p. 5-39) to students in a lecture or discussion format.
a.
b.
c.
Explain considerations in selling a venue.
Discuss incentives that can be offered when selling a venue.
Demonstrate procedures for selling a venue.
Identify the features/benefits of a local venue in which a sport/event of your choice
could be held. Determine what, if any, incentives you will offer the customer. Roleplay a sales situation in which you sell the venue to a classmate. Switch roles with
the classmate so that your classmate assumes the sales-person’s role. Debrief
identifying strengths and weaknesses of the presentations.
Resources
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp. 306-308). New York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [p.
204]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 158159, 351-357]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 314-316, 319-321]. Champaign, IL: Human
Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
23-25]. Morgantown, WV: Fitness Information Technology.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
99-109). New York: John Wiley & Sons.
Software/
Online
Crompton, J., & Howard, D. (2003). The American experience with facility naming
rights: Opportunities for English professional football teams. Retrieved May 30,
2012, from http://www.tandfonline.com/doi/abs/10.1080/1360671032000148585
McCollough, L. (n.d.). Sell your venue’s uniqueness. Retrieved May 29, 2012, found
at http://www.acomonline.org/HotelExecutive2_9.06.pdf
Schley, S. (2011, September 1). Sports biz: Brother, can you spare a luxury suite?
Retrieved May 30, 2012, from http://www.cobizmag.com/articles/sports-bizbrother-can-you-spare-a-luxury-suite1
Steinbach, P. (2008, August). Concessions – Concessions contracts capitalizing on
consumers’ brand loyalty. Retrieved May 30, 2012, from
http://athleticbusiness.com/articles/article.aspx?articleid=1838&zoneid=37
1.14 (Part 1)/SE:319 ASSESSMENT
83.
One reason it is important to sell the venue is because the venue is part of
the
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
A. market.
B. facility.
Page 5-35
C. location.
D. product.
1.14 (Part 2)/SE:319 ASSESSMENT KEY
83.
D
Product. The venue is the building or place where the sport or event occurs.
Therefore, the venue is part of the product because spectators experience
the sport or event in that facility or location. Selling the venue is part of selling
the product because if spectators are not satisfied with the venue, they may
not attend the sport or event. For example, if a concert hall is in poor
condition or located in an unsafe part of town, people may not buy tickets to a
concert because they do not like the venue. The venue is the facility or
location. The market is a customer or a potential customer who has an
unfulfilled desire and is financially able and willing to satisfy that desire.
SOURCE: SE:319
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing
(2nd ed.) [p. 125]. Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Briefing: Selling a Venue
Page 5-36
Considerations Sportscape is the physical surroundings of a venue that impact spectators’ desire
to attend, stay at, and ultimately return to a venue and/or event. Factors
in Selling a
impacting the overall sportscape of the venue include:
Venue

Newness of the venue

Aesthetics or beauty of the venue

Seat comfort (Comfortable seating draws more fans.)

Ease of layout (i.e., degree to which spectators can move freely about the
venue)

Cleanliness of venue (Fans are more likely to attend a clean venue.)

Perceived crowding (Fans are less likely to attend a crowded venue)

Adequate parking, access to public transportation (An ease of entry/egress
results in spectators being willing to come to and return to the event.)

Reasonably priced snack foods
Incentives to
Offer When
Selling a
Venue
Incentives to offer when selling a venue include:
 Sponsor naming rights for venue
 Signage and exclusive advertising (i.e., sponsor’s competitors are not
allowed to advertise at the venue)
 Information booths/tents, which are a source of sales leads
 Activity centers promoting the sponsor’s goods or services
 Exclusive sales rights of sponsor’s products or services (e.g., a beer
company sponsor being the only vendor of beer on the facility)
Procedures to
Follow When
Selling a
Venue
When presenting a venue to a sponsor, emphasize the following:








Sportscape of the venue
Match-up between event’s needs and venue’s assets
Giveaways (e.g., special seating, event apparel, VIP lounge, etc.)
Ability to match sponsor’s objectives with layout of venue
Signage promoting sponsor
Sponsor as sole advertiser
Naming rights given to sponsor
Uniqueness of venue
1.14 (Part 1)/
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-37
Knowledge/
Skill
Statement
Understands the concepts and actions needed to determine client needs and wants
and respond through planned, personalized communication that influences
purchase decisions and enhances future business opportunities
Performance
Element
Employ sales processes and techniques to enhance customer relationships and to
increase the likelihood of making sales.
Performance
Indicator 1.14
(Part 2)
Objectives
Sell sport/event sponsorships (SE:321, SE LAP 127)
a.
b.
c.
d.
e.
Performance
Activity
Explain the importance of developing a mutually rewarding business
relationship when selling sponsorships.
Identify frequently encountered problems with sponsorship sales.
Discuss the importance of creating value for sponsors.
Describe considerations in the sponsorship sales process.
Demonstrate procedures for selling sponsorships.
Participate in a role-play situation in which you sell a sport/event sponsorship to a
classmate. Reverse roles. Provide feedback to each other identifying the strengths
and weaknesses of the sales situation.
Resources
LAPs
MBA Research and Curriculum Center. (2005). Make the match (Selling
sponsorships) [LAP: SE-127]. Columbus, OH: Author.
MBA Research and Curriculum Center. (2005). Make the match (Selling
sponsorships): Instructor copy [LAP: SE-127]. Columbus, OH: Author.
Textbooks
Farese, L.S., Grossman, D.A., Nicholson, G., & Wardinski, P.A. (2005). Sports and
entertainment marketing (pp. 179-182). New York: Glencoe/McGraw-Hill.
Kaser, K., Oelkers, D.B. (2008). Sports and entertainment marketing (3rd ed.) [pp.
68-69, 309]. South-Western, Cengage Learning.
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [pp. 336337]. Champaign, IL: Human Kinetics.
Pedersen, P.M., Parks, J.B., Quarterman, J., & Thibaoult, L. (2011). Contemporary
sport management (4th ed.) [pp. 264-265]. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stotlar, D.K. (2007). Fundamentals of sport marketing (3rd ed.) [pp.
301-306]. Morgantown, WV: Fitness Information Technology.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 331333]. Upper Saddle River, NJ: Pearson Prentice Hall.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
144-145, 147-148, 202-205). New York: John Wiley & Sons.
Software/
Online
Allen, S. (n.d.). 12 steps to sponsorship success. Retrieved May 30, 2012, from
http://www.evancarmichael.com/Women-Entrepreneurs/2856/12-Steps-ToSponsorship-Success.html
Brookins, M. (2011, August 9). How to get sponsors for your event. Retrieved May
30, 2012, from http://www.ehow.com/how_2203053_sponsors-event.html
Callaway, C. (2011, July 15). How to contact businesses for sponsorship. Retrieved
May 30, 2012, from http://www.ehow.com/how_8742272_contact-businessessponsorship.html
Friedman, S. (2012). Sponsorship: A key to powerful marketing. Retrieved May 30,
2012, from
http://marketing.about.com/od/eventandseminarmarketing/a/sponsorship.htm
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-38
Hunt, J. (n.d.). Sponsorship objectives. Retrieved May 30, 2012, from
http://www.petoskeyschools.org/hunt.ja.t/SponsorshipObjectivesII.pdf
MBA Research and Curriculum Center. (2005). Make the match (Selling
sponsorships) [LAP: SE-127: Presentation Software]. Columbus, OH: Author.
Plachta, D. (2012). Corporate sponsorship: Managing your brand assets. Retrieved
May 30, 2012, from http://bedfordgroupconsulting.com/resources/whitepapers/sports-marketing/
1.14 (Part 2)/SE:321 ASSESSMENT
88.
Your hockey team receives free skates from Nike as part of Nike's
payment of its sponsorship fee. This arrangement is known as
A. exploitation.
C. exclusivity.
B. relationship marketing.
D. value in kind
(VIK).
SE:321
89.
To create or maintain a certain image, companies sponsor
sport/event organizations that display characteristics they want consumers to
associate with their products. This is one way of enhancing
A. relationship marketing.
C. exclusivity.
B. sales and sampling opportunities.
D. public relations.
SE:321
90.
Bank of America is the only bank affiliated with your sport/event
organization. This benefit is called
A. value in kind (VIK).
C. "ownership."
B. exclusivity.
D. presenting
sponsorship.
SE:321
91.
Taco Bell doesn't want its message to get lost among the
messages of your team's other sponsors, so you offer to name the pregame
show "The Taco Bell Pregame Report." This benefit is called
A. sales and sampling opportunities.
C. exclusivity.
B. "ownership."
D. fund-raising
opportunities.
SE:321
92.
Which of the following is the first step in a sponsorship
presentation:
A. Create interest in your organization or event.
B. Give event details.
C. Create interest in the sponsorship opportunity.
D. Explain how the prospective sponsor can get involved.
SE:321
1.14 (Part 2)/SE:321 ANSWER KEY
88.
D
Value in kind (VIK). VIK is a benefit that gives sport/event organizations lower
costs on the goods and services they need. This arrangement allows a
sponsor to pay part or all of its fee with goods or services rather than cash.
Nike providing free skates to a hockey team it sponsors is an example of a
VIK arrangement. Exploitation is a sponsor's investment in advertising and
promoting the organization or event above and beyond the basic partnership.
Relationship marketing is a strategy in which businesses spend time with
current and prospective clients outside the office setting to enhance the
partnership. Exclusivity is the sponsor's privilege of being the only company in
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-39
its particular category of goods or services.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
89.
D
Public relations. When companies sponsor sport/event organizations that
display characteristics they want consumers to associate with their products,
they enhance public relations. Most sponsors are trying to either create or
maintain a certain image. Associating with a sport/event organization helps
them do so. For example, luxury car makers like to associate with sports that
consumers view as "classy," such as golf or sailing. Relationship marketing is
a strategy in which businesses spend time with current and prospective
clients outside the office setting to enhance the partnership. It enhances
business-to-business relations, not public relations. Associating with a
sport/event organization because of its characteristics and qualities does not
have an impact on exclusivity or sales and sampling opportunities.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
90.
B
Exclusivity. Exclusivity is the sponsor's privilege of being the only company in
its particular category of goods or services. By being the only bank affiliated
with your sport/event organization, Bank of America is enjoying exclusivity.
Value in kind (VIK) is an arrangement in which the sponsor pays part or all of
its fee with goods or services. "Ownership" is the sponsor's opportunity to
"own" part of the event, such as the pregame show or the MVP award.
Presenting sponsorship is a partnership in which the sponsor's name
succeeds the event's name, such as the Grand Ole Opry presented by
Cracker Barrel Old Country Store.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
91.
B
"Ownership." "Ownership" is the sponsor's opportunity to "own" part of the
event, such as the pregame show or the MVP award. Naming the pregame
report for Taco Bell gives the company "ownership" in your event. Exclusivity
is the sponsor's privilege of being the only company in its particular category
of goods or services. The pregame show doesn't affect exclusivity, sales and
sampling opportunities, or fund-raising opportunities.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
92.
A
Create interest in your organization or event. The first step in a sponsorship
presentation is to create interest in your organization or event. Creating
interest in the sponsorship opportunity, giving event details, and explaining
how the prospective sponsor can get involved all come after this step.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-40
Knowledge/
Skill
Statement
Performance
Element
Understands the concepts and strategies needed to communicate information about
products, services, images, and/or ideas to achieve a desired outcome
Performance
Indicator 1.15
Write/Prepare sponsorship proposal (PR:211)
Objectives
a.
b.
c.
d.
e.
Manage promotional activities to maximize return on promotional investments.
f.
Performance
Activity
Define the term “sponsorship proposal.”
Discuss the need for sponsorship proposals.
Identify components of sponsorship proposals.
Describe characteristics of effective sponsorship proposals.
Explain the importance of using statistics to support claims in sponsorship
proposals.
Demonstrate procedures for writing a sponsorship proposal.
Note to the Instructor: Review and present the Writing Sponsorship
Proposals Briefing (pp. 5-44—5-46) to students in a lecture or discussion
format.
Collaborate with a classmate to write/prepare a sponsorship proposal for a
sport/event of your choice. Share the proposal with the class, and obtain feedback.
Submit the sponsorship proposal to your instructor for review.
Resources
Textbooks
Mullin, B.J., Hardy, S., & Sutton, W.A. (2007). Sport marketing (3rd ed.) [p. 336].
Champaign, IL: Human Kinetics.
Shank, M.D. (2009). Sports marketing: A strategic perspective (4th ed.) [pp. 331333]. Upper Saddle River, NJ: Pearson Prentice Hall.
Supovitz, F. (2005). The sports event management and marketing playbook (pp.
186-188, 197-201). New York: John Wiley & Sons.
Software/
Online
The Active Network. (2012). Building and attracting event sponsors. Retrieved May
30, 2012, from http://www.activenetwork.com.au/event-managementresources/articles/how-to-get-sponsors-for-an-event.htm
AFL. (2012). Sponsorship. Retrieved May 29, 2012, from
http://www.aflcommunityclub.com.au/index.php?id=262
Hard, R. (2012). Special event planners identify sponsorship categories for
fundraising events. Retrieved May 30, 2012, from
http://eventplanning.about.com/od/eventplanningbasics/a/event-sponsors.htm
Nakate, S. (2011, July 30). Sponsorship proposal template. Retrieved May 29,
2012, from http://www.buzzle.com/articles/sponsorship-proposal-template.html
Singh, V. (2009, January 30). Sponsorship Proposals: 10 ideas that will get you
cash in this recession. Retrieved May 29, 2012, from
http://www.allaboutpresentations.com/2009/01/sponsorship-proposals-10-ideasthat.html
1.15/ PR:211 ASSESSMENT
75.
When writing a proposal for a potential sponsor, sport/event
marketers should clearly emphasize sponsorship value and
A. deadlines.
C. benefits.
B. liability.
D. confidentiality.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-41
1.15/PR:211 ASSESSMENT KEY
75.
C
Benefits. Sponsorship is defined as an agreement that allows a company to
pay a fee to a team or an event for the right to affiliate itself with that team or
event. When selling sponsorships, it is important to explain to prospective
sponsors what they will get out of their financial investment in terms of
benefits and value. Sponsors are often concerned with factors such as their
image, amount of exposure, and the level of hospitality that they receive.
Liability is defined as the debts, usually money, that an individual or business
owes to another entity. Deadlines often refer to due dates to make a decision
or complete an activity. Although deadlines are often a consideration in some
situations, it is generally not the primary focus of the sponsorship proposal.
Confidentiality refers to a level of privacy. Businesses generally become
sponsors to generate name recognition or reinforce brand awareness rather
than secure their privacy.
SOURCE: PR:211
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing
(2nd ed.) [pp. 274, 277]. Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
What Is a
Sponsorship
Proposal?
Planning Guide Sheets
A suggested marketing exchange with benefits for both the sponsor and
event/sport.


Why Is a
Sponsorship
Proposal
Needed?
Page 5-42
The sponsor benefits by being able to be associated with the sport or
event
The event/sport benefits by receiving funding and/or product.
A formal sponsorship proposal:
 Shows the professionalism of event organizers
 Serves as the basis for discussion among corporate decision makers
 Is a way to market the event for sponsorship
Components of A sponsorship proposal includes:
 Sponsorship objectives – How will the sponsorship benefit the corporation
a Sponsorship
being queried? For maximum results the proposal should show maximum
Proposal

benefit to the sponsor’s institutional goals and objectives. These
objectives may be to:
o Increase product awareness—This results in increased sales of
sponsor’s product or services.
o Stamp out competing advertisers—Sponsorship may guarantee that
only the sponsor is free to advertise during the event.
o Reaching new target markets—The sponsorship should match the
demographics of the target audience with products or services the
sponsor generates. This is called the match-up hypothesis. For
example, financial advisor companies sponsor golf tournaments while
beer producers sponsor events attended by younger people, i.e.
baseball and football.
o Image building, improving how consumers see the sponsor
Sponsorship budgets—Without money, the most meaningful objectives will
never be met. If the objectives are considered sound, managers will find a
way to allocate funds to the sponsorship.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Characteristics
of Effective
Proposals
Planning Guide Sheets
Page 5-43
Effective sponsorship proposals answer the following questions:







What is the benefit to the sponsor?
o Build brand awareness.
o Generate sales leads.
o Build corporate image.
Who is the audience in attendance?
o Match-up hypothesis: Demonstrate that audience demographics are
favorable to the sponsor’s goods or services.
o Generate a list of audience demographics to demonstrate to the
sponsor that the audience is receptive to their goods or services. (e.g.,
Real estate companies do not sponsor rock concerts because teens
are not their target audience.)
Why will the audience come to the event?
o Have a marketing plan.
o Demonstrate how crowd will be drawn in to event.
o Show media plan: number of ads, types of ads, social media.
How will sponsorship target the audience?
o Show how sponsor’s brand will be used.
 T-shirts
 Banners
 Signage
 Program of events
What are the credentials of the organizer?
o Show sponsor that the event will be executed as planned.
o List relevant event executives and their experience.
o Show successes of previous events.
o Identify previous sponsors.
o Include numbers of attendees to previous events.
Who are the other sponsors?
o Avoid having competitor as co-sponsor.
o Show how other sponsors do not detract from this sponsor.
What is the cost?
o Last item on proposal
o Cost-benefit analysis – Use previous events to show how sponsorship
increased sales/raised brand awareness/generated positive publicity.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 5
Planning Guide Sheets
Page 5-44
Characteristics
of Effective
Proposals
(cont’d)
Effective sponsorship proposals also:
 Identify the competition.
o Show how similar events have helped sponsors.
o Show how competition is marketing their event and how yours is
better.
 Generate ideas to help the sponsor.
o Innovative ways to maximize benefits per dollar spent
o Special activities to promote sponsor’s project
o Souvenir sales with sponsor’s brand
 Market your event.
o Include package of images from previous events.
o Include testimonials from other sponsors, competitors, audience.
o Include PR and news clippings showing success.
 Focus on benefits to sponsor, not on image of event.
o Sponsorship decisions are based on numbers, not on “feeling good”
about the event.
o Demonstrate how sponsorship will solve problems for the sponsor.
Importance of
Statistics to
Support
Claims in
Proposals
Corporations focus on profits, not community service. Show how sponsoring an
event/sport will benefit the corporation’s bottom line. Include:
Writing a
Sponsorship
Proposal
Basic rules for writing a sponsorship proposal are:
 Give yourself plenty of lead time.
o At least six months before event for small to medium budgets
o At least one year for large budgets
 Keep proposal to one or two pages.
 Demonstrate benefits to sponsor.
 Demonstrate return on investment.
 State contract length and costs to sponsor.
 Find out to whom the proposal should be addressed and their official
title.—Spell the names and addresses correctly.
 Find out the company's sponsorship criteria.—What do they want out of a
sponsorship relationship?
 Type your proposal, and take care with the layout.
 Be accurate and precise with your information.—Busy people do not want
to spend hours reading a proposal, trying to find out what is being offered.
 Make an appointment to 'sell' your proposal in person.
 Be prepared when making your presentation.—Sell the sponsorship.



Before and after sales figures from previous sponsors
Number of sales leads generated by previous sponsors
Number of positive news articles from previous or similar events
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 6
Introduction
to Projects
Projects for Grand Slam
Page 6-45
Instead of using traditional classroom instructional methods (i.e., lectures),
teachers can incorporate hands-on projects that become the instructional method
through which students acquire understanding of the content. To that end,
learning outcomes from various instructional areas are grouped together as the
curricular backbone of multiple projects that could be incorporated into the Grand
Slam: Advanced Sport/Event Marketing course. Students may address these
learning outcomes simultaneously, rather than in the sequential manner occurring
in traditional courses. The learning outcomes, therefore, are not specified for
coverage during a specific week of the semester, but are tied to projects and can
be acquired at any point during the project.
In addition to the performance indicators addressed in each project, additional
components are included to guide instruction. These components include:
Project Title
Each project is identified with a project title that captures the intent of the
activity. The two projects provided in Section 6 of the Grand Slam: Advanced
Sport/Event Marketing course guide are:
And Now a Word From Our Sponsor. . .
The Main Event
Overview
A short summary of each project is provided.
Timeframe
A number of weeks for each project is specified to guide teachers in allocating
class time for students to master the performance indicators and complete all
project activities. The timeframes are flexible to allow teachers leeway with
scheduling.
Briefings
For some topics, instructors should provide mini-lectures, referred to as
Briefings. A topical outline for each Briefing is provided with the corresponding
planning guide sheet in Section 5.
Entry Events
To catch students’ attention and get them interested in the projects, an entry
event has been recommended for each project.
Driving Questions
Each project addresses a “driving question” that encapsulates the purpose of
the activity, the problem to be solved, or the question to be answered.
Checkpoints
These represent the various opportunities for student assessment:
deliverables, quizzes, tests, and exams.
Instructors should make every effort to adhere to the timeframe specified so that
students have adequate time to master the performance indicators associated
with projects.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 6
Projects for Grand Slam
Project Title
And Now a Word From Our Sponsor. . .
Overview
And Now a Word From Our Sponsor. . . familiarizes students with processes and
procedures used to identify and sell to prospective sport/event sponsors. During the
project, students work in groups to help local sport/event directors locate and build
relationships with businesses interested in becoming sponsors for the different
games and events. With the assistance of its partnering sport/event director, each
group develops a proof-of-performance package for sponsors, prospects for
corporate sponsors, and sells sport/event sponsorships for the particular
sport/event to local businesses.
Timeframe
3 ½ weeks
Performance
Indicators
Students should master the following performance indicators during the project
through their research efforts or through briefings. The page numbers for the
planning guide sheets are cited after each statement.
Page 6-46

Prospect for corporate sponsors (SE:324) (SP) (pp. 5-34 – 5-35)

Sell sport/event sponsorships (SE:321, SE LAP 127) (SP) (pp. 5-40 – 5-41)

Develop proof-of-performance packages for sponsors (SE:325) (SP)
(p. 5-36)
Briefings
There are no briefings associated with this project.
Entry Event
To get students thinking about sport/event sponsorships, show them the slideshow
entitled “NASCAR Sponsors: Good, Bad, Bizarre,” located at
http://www.ocregister.com/articles/cars-341644-sport-sell.html?pic=1. As students
watch the slideshow, ask them to keep a list of the cars’ different sponsors—
including sponsors who appear on the cars but aren’t mentioned in the captions.
After viewing the slides, ask the students to discuss ways in which sponsorships
benefit the drivers, racing teams, and the sponsors themselves. In addition to
identifying the advantages of sponsorships, encourage them to talk about possible
disadvantages of a sponsorship. Finally, ask the driving question.
Driving
Question
What area businesses are interested in sponsoring local sports/events?
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Section 6
Checkpoints
Projects for Grand Slam
Details
Finding a
Sport/Event
Director to
Help
Divide the class into groups of four students each. Instruct each
group to develop a list of four to six local sports/events that are
likely to need and/or use sponsors.
Learning
More About
the
Sport/Event
After the groups have secured a sport/event partner to work
with, group members should conduct primary and secondary
research to learn more about the sport/event (e.g., nature of
the sport/event product, target audience, sport’s/event’s past
use of sponsors, etc.). Each group should compile its findings
in a written report and submit it to the instructor for review.
Developing
Proof-ofPerformance
Packages
At this point in the project, each group should develop a
multimedia proof-of-performance package for possible
sport/event sponsors. Push students to be creative and
incorporate multiple contemporary media (e.g., print, video,
etc.) in their work.
Page 6-47
Assessment
Complete/
Incomplete
After identifying the different sports/events, group members
should contact the individual(s) in charge of these
sports/events and ask these individuals if they are interested in
receiving assistance in identifying and securing new sponsors.
Hopefully, at least one sport/event director will be interested in
having the group of sport/event marketing students help
him/her. Hence, each group of students should partner with the
organizers of a different sport/event.
Each group should present and explain its proof-ofperformance package to the class and instructor for input and
advice. Following its presentation, each group should revise its
proof-of-performance package as appropriate, based on any
feedback received.
After revising their work, students should give oral
presentations to their partnering sport/event directors to
present their proof-of-performance packages. They should note
the directors’ comments and suggestions and modify their work
as necessary to satisfy the directors. Students should submit
their finalized proof-of-performance packages to the instructor
for review.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Written Report
Rubric
(pp. 5-24—5-25)
Quiz:
Developing
Proof-ofPerformance
Packages for
Sponsors
Section 6
Checkpoints
Prospecting
for Corporate
Sponsors
Projects for Grand Slam
Details
Lead a class discussion to identify possible corporate sponsors
in the local area. These might be businesses that have
sponsored sports/events in the past, they might be new
businesses, or they might be established businesses that for
whatever reason have not acted as corporate sponsors for any
sport/event in the past. After listing these possible sponsors on
the board/screen, direct each group to identify the six to 10
businesses that it believes would “fit” best with the group’s
sport/event.
Following this activity, each group should conduct further
research to determine whether the businesses that it selected
truly are likely potential sponsors for its sport/event. Group
members should write an analysis of their conclusions and
present it to the instructor and class for feedback. If multiple
groups identified the same business as a good potential
sponsor, help the class to determine which group—or both—
should contact the business about sponsoring a sport/event.
If the instructor and/or students deem it necessary, each group
should inform its partnering sport/event director of its
prospective corporate sponsors.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 6-48
Assessment
Quiz:
Prospecting for
Corporate
Sponsors
Section 6
Checkpoints
Selling
Sport/Event
Sponsorships
Projects for Grand Slam
Details
Direct each group to contact its prospective sponsors and set
appointments to meet with business owners, managers, or
other responsible staff to discuss sponsoring a local
sport/event. After setting the appointments, each group should
develop a sales presentation to sell the sport/event
sponsorship to each business it will be visiting. (Encourage
each group to set appointments with at least three different
businesses.)
Each group should participate in a role-play situation in which
group members sell a sport/event sponsorship to the instructor
and/or classmates. The instructor and/or class should provide
feedback to the group identifying the strengths and
weaknesses of its sales presentation. Students should modify
their sales presentations as appropriate.
Following its practice session, each group should meet with its
prospective sponsor and attempt to sell a sport/event
sponsorship to each. Students should report the outcome(s) of
these meetings to the instructor and partnering sport/event
directors. Since formalizing the sponsorships now becomes
each sport/event director’s responsibility, students should
provide as much information as possible about their meetings
with interested businesses (e.g., names of the individuals they
met with, any specific requests that these
individuals/businesses made, etc.). That way, the sport/event
directors can take over the process smoothly and successfully.
Encourage the sport/event directors to let the students know
the outcome of the work they started. Ask them to tell the
students which businesses signed on as corporate sponsors,
what special arrangements were made with the different
businesses, etc. That way, students learn how they, ultimately,
assisted the sport/event directors in securing corporate
sponsors.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page 6-49
Assessment
Quiz:
Selling
Sport/Event
Sponsorships
Section 6
Projects for Grand Slam
Appendix A
Sample Semester Exams
for Grand Slam:
Advanced Sport/Event Marketing
Page 6-50
SEM2 Mid-Term Assessment (Unit A)
1. Which of the following is an unfair, anticompetitive trade practice in sport/event marketing:
A. Trademark infringement
C. Employee strike
B. Loss prevention
D. Sponsorship exclusivity
BL:058
2. Which law makes restraining free trade and competition illegal?
A. The Sherman Antitrust Act
C. The National Labor Relations Act
B. The Lanham Act
D. The Sports Broadcasting Act of 1961
BL:058
3. When a league blocks the broadcast of a certain game in a certain territory, it is known as a(n)
A. antitrust violation.
C. injunction.
B. blackout.
D. right of publicity.
BL:058
4. Which of the following is an unacceptable place to use an athlete's or celebrity's identity without
his/her permission:
A. In a magazine
C. In a book
B. On your company's advertisements
D. On the news
BL:058
5. The best way to avoid buying counterfeit tickets to a game/event is to purchase them
A. from reputable scalpers.
C. at an online auction site.
B. several months in advance.
D. at official ticket outlets.
BL:058
6. Which of the following presents the greatest challenge for U.S. companies when developing a plan
to sell movies in foreign countries:
A. Language barrier in promotion
C. Uncertainty about government policies
B. Cost of foreign monetary exchange
D. Lack of interest by foreign customers
EC:059
7. When a sporting-goods manufacturer decides to sell to businesses located in another country, it
should consider the country's
A. profit margins.
C. cost of goods.
B. trade restrictions.
D. selling motives.
EC:059
8. Which of the following are trade barriers that are likely to limit a sport-equipment manufacturer's
ability to export its products to foreign countries:
A. Trade agreements and industrialization
C. Quotas and tariffs
B. Licenses and outputs
D. Globalization and embargoes
EC:059
9. Salaries, contracts, and profit sharing are often the issues that create conflicts between sports'
leagues and
A. team owners.
C. individual managers.
B. sponsoring organizations.
D. players' associations.
EC:053
10. When professional athletes negotiate salaries, playing conditions, and contract terms as a single
unit, their union is engaging in
A. competitive advantage.
C. free agency.
B. labor resistance.
D. collective bargaining.
EC:053
11. When negotiations between a players' union and the owners' organization cannot be reached, the
players might vote to determine if they should
A. go on strike.
C. become free agents.
B. play for international leagues.
D. ask for fan support.
EC:053
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
12. Which of the following is an example of range:
A. Most consumers buy four CDs per month.
B. Consumers buy an average of five CDs per month.
C. Consumers buy between three and seven CDs per month.
D. Half of all consumers buy more than five CDs per month.
IM:191 (SUPPLEMENTAL)
13. What do researchers often use to summarize and interpret vast amounts of numeric information?
A. Research questionnaires
C. Hypothetical samples
B. Descriptive statistics
D. Independent variables
IM:191 (SUPPLEMENTAL)
14. A business that conducts research and finds that most of its customers visit the business four times
a week has identified the
A. median.
C. mean.
B. mode.
D. range.
IM:191 (SUPPLEMENTAL)
15. Which of the following must coincide when using descriptive statistics in order to have normally
distributed data:
A. Range, dispersion, confidence interval
B. Ordinal, nominal, binomial
C. Mean, median, mode
D. Standard deviation, percentiles, pictorial representations
IM:191 (SUPPLEMENTAL)
16. When making marketing decisions, businesses often analyze research that is expressed as a
mean, median, or mode, which are estimates often referred to as the
A. predictability curve.
C. central tendency.
B. graphic representation.
D. distribution share.
IM:191 SUPPLEMENTAL)
17. One of the main portions of a marketing report describes the research methods and the
A. industry review standards.
C. technical terminology.
B. data collection procedures.
D. consulting expenses.
IM:192
18. Which of the following is a characteristic of an effective marketing report:
A. Explains role of executive management
C. Provides industry review information
B. Contains names of contributing editors
D. Answers specific research questions
IM:192
19. The main portion of a marketing report that explains the research findings should include
A. summaries and recommendations.
C. data-collection procedures.
B. technical appendixes and indexes.
D. supporting tables and graphs.
IM:192
20. When writing marketing reports, researchers should make sure that they include a section about
A. populations.
C. regulations.
B. qualifications.
D. limitations.
IM:192
21. Copies of questionnaires, interview forms, and other technical documents are often included in
what part of a marketing report?
A. Analysis
C. Summary
B. Introduction
D. Appendix
IM:192
22. An effective method of presenting complex report findings and recommendations to a large group
of managers involves the use of
A. scientific data.
C. informal outlines.
B. computer software.
D. handmade graphics.
IM:193
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
23. Stephanie has completed a market-research project to identify changing consumer trends that will
affect her company and its market position. She has learned many interesting demographic trends
occurring in the population. What type of data should she include in her report to management?
A. Information that is relevant to the marketing decisions that management must make
B. All the information collected so management can decide what is important
C. Information that applies only to people not currently part of the target market
D. Information that applies only to the company's current target market
IM:193
24. What part of a marketing-research report would be mentioned only briefly in an oral presentation?
A. Research methods
C. Pertinent data
B. Relevant information
D. Research findings
IM:193
25. An effective technique to use when giving an oral presentation of report findings and
recommendations is to keep the presentation
A. relatively simple.
C. free from detail.
B. technically oriented.
D. on a complex level.
IM:193
26. Businesses collect marketing information from other sources in order to find out what is happening
in the
A. research department.
C. parent corporation.
B. external environment.
D. internal organization.
IM:187
27. Businesses often collect marketing information from customers in order to learn which products
A. earn the highest profits.
C. sell best in certain locations.
B. meet specific design standards.
D. qualify for vendor discounts.
IM:187
28. A business that randomly surveys 200 customers to learn their opinions about a new product is
collecting __________ marketing information.
A. scientific
C. primary
B. confidential
D. technical
IM:187
29. The first step that a business should take when collecting marketing information from its customers
is to
A. develop a rating scale.
C. obtain secondary data.
B. determine the survey method.
D. define research objectives.
IM:187
30. What should businesses try to achieve when manipulating data for information analysis?
A. Exploratory research
C. Program development
B. Secondary information
D. Accurate interpretation
NF:185
31. Which of the following is useful marketing information that a business might obtain by analyzing a
customer database:
A. Expense involved in developing a customer database
B. Average customer is married, owns home, earns $50,000 a year
C. Federal identification numbers for current and past customers
D. Total sales for each month of the previous year
NF:185
32. When marketing researchers review the level of affiliation between two variables, they are
evaluating the ___________ of data components.
A. affirmation
C. sensitivity
B. predictability
D. correlation
NF:185
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
33. When analyzing the historical data in a data warehouse, which of the following is true of its data:
A. Related data are grouped together in folders.
B. The data change as modifications are made to the database.
C. The data are static.
D. Data maintain the uniqueness provided in their operational applications.
NF:185
34. Which of the following is a trend in the sport/event industry:
A. Premium seating options are yielding less revenue for sport/event facilities than other
types of seating.
B. Relationship marketing is becoming less important to sport/event organizations as
technology evolves.
C. Due to the high level of media clutter, fewer businesses are participating in sport/event
sponsorships.
D. Sport/Event facilities are evolving into complete entertainment centers with interactive
activities.
NF:065
35. The NHL, the NFL, and the CFL are becoming more interested in investing in the development of
recreational sports for youths in order to
A. appeal to low-income individuals.
C. comply with local regulations.
B. encourage sedentary lifestyles.
D. attract more fans.
NF:065
36. One reason that seat licenses and premium seating are growing trends in sport/event marketing is
because these practices are
A. sales policies.
C. advertising methods.
B. pricing strategies.
D. revenue sources.
NF:065
37. An event organizer is most likely to receive grant or foundation funding if the event
A. benefits the community.
C. includes celebrity appearances.
B. has national media coverage.
D. appeals to a large target market.
SE:348
38. What does trade dress protect?
A. The distinctive logo/graphics of a good or service
B. The distinctive slogan of a good or service
C. The distinctive appearance/image of a good or service
D. The distinctive name of a good or service
PM:153
39. Professional sport franchises' marks are considered service marks because of
A. the food and souvenir stands at sporting events.
B. the agility of professional athletes.
C. ticket sales.
D. the entertainment value of sporting events.
PM:153
40. What should every sport organization do before registering a trademark?
A. Hire "logo cops" to look for counterfeit merchandise
B. Conduct a trademark search for conflicting/similar marks
C. Develop a licensing program
D. Offer guidelines for consumers on how to distinguish real products from fake
PM:153
41. What does the license grant portion of the license agreement specify?
A. The exact begin and end dates of the contract and processes for contract renewal
B. Procedures to review the licensee's work
C. Which properties are being licensed and what types of merchandise will be produced
D. Details regarding payments
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
42. What portion of the license agreement specifies the exact begin and end dates of the contract?
A. License grant
C. Warranties and obligations
B. Term
D. Restrictions and requirements
PM:153
43. The selection of a particular entertainer to endorse a new product should be directly linked to the
company's
A. distribution.
C. image.
B. profitability.
D. personality.
PM:151
44. When an event planner seeks celebrity endorsements for an upcoming event, s/he should make
sure they are credible and
A. resourceful.
C. neutral.
B. innovative.
D. trustworthy.
PM:151
45. What do athletes sometimes hire to help them organize charity tournaments?
A. Marketing firms
C. Agents
B. Sponsors
D. Recruiters
PM:143
46. A sport/event planner contacting a local business about supporting an upcoming tennis tournament
is an example of following up with potential
A. participants.
C. paying customers.
B. corporate sponsors.
D. spectators.
SE:323
47. The National Hockey Association has just drafted Ty Hartman. Ty hires Amanda Bingham to help
him make sound business decisions, and to negotiate endorsement contracts with well-known
companies. Amanda is Ty's
A. sponsor.
C. mentor.
B. agent.
D. publicist.
PM:143
48. A business that uses advertised specials to attract customer interest should use displays to
__________ that interest.
A. reinforce
C. surmount
B. overcome
D. displace
PR:076
49. Which of the following is an example of coordinating promotional activities:
A. A business advertises a product and mails free samples to consumers.
B. A business develops an annual schedule for window displays.
C. A famous athlete endorses a product in television and magazine ads.
D. Members of the distribution channel share advertising costs.
PR:076
50. Many businesses coordinate a wide variety of promotional activities such as advertising, special
events, and displays in order to
A. spread out promotional funds.
C. maintain appearances.
B. reach a large audience.
D. keep employees occupied.
PR:076
51. Which of the following might a business lose if it fails to inform its employees about the goods and
services being promoted:
A. Sales
C. Basics
B. Image
D. Credit
PR:076
52. A business coordinates its advertising, visual merchandising, and special events in order to
A. develop policies.
C. attract customers.
B. forecast sales.
D. improve relations.
PR:076
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
53. In which of the following situations might a business decide to increase the percent of net sales
that it allocates to its promotional budget:
A. Radio stations are charging more.
C. Consumers want more coupons.
B. Suppliers want more coverage.
D. Competitors are spending more.
PR:098
54. A guideline to follow when preparing promotional budgets is to keep them flexible because they are
A. concepts.
C. forecasts.
B. objectives.
D. techniques.
PR:098
55. How much would a business budget for promotion next year if it allocates 10% of expected sales
for promotional activities, this year's sales were $2.5 million, and the business estimates a 5%
increase in sales for the coming year?
A. $262,500
C. $250,000
B. $255,000
D. $265,500
PR:098
56. What is the primary factor that marketers must consider when allocating funds to the promotional
budget?
A. Promotional mix
C. Inventory levels
B. Corporate accounting system
D. Organization's size
PR:098
57. A small start-up company that sells its products to other businesses might consider allocating a
large portion of its promotional budget to __________ activities.
A. publicity
C. research
B. advertising
D. personal selling
PR:098
58. To obtain operating funds, a not-for-profit sport camp for underprivileged children might seek
A. grant or foundation monies.
C. capital-improvement loans.
B. celebrity endorsements.
D. tax refunds from the community.
SE:348
59. The main characteristic of a full-service advertising agency is that it
A. does not limit its services to promotion.
B. does not provide services to individuals.
C. specializes in providing creative services.
D. specializes in buying media time and space.
PR:081
60. One of the benefits to a business of using an advertising agency is that the
A. business can promote its products less expensively.
B. agency has an objective view of the marketplace.
C. business will not need to prepare a promotional budget.
D. agency may represent one of the business's competitors.
PR:081
61. Which of the following is a factor that businesses often consider when selecting advertising
agencies:
A. Accounting system
C. Work environment
B. Performance record
D. Staff organization
PR:081
62. A characteristic of a full-service advertising agency is that it contains a
A. creative department.
C. printing facility.
B. television studio.
D. talent agency.
PR:081
63. One reason why many businesses contract with advertising agencies is to obtain
A. marketing strategies.
C. copywriting services.
B. free publicity.
D. operational advice.
PR:081
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
64. Which of the following is an example of publicity in the sport/event industry:
A. The national soccer league secures advertising spots on network television stations.
B. A business owner purchases baseball uniforms and equipment for a Little League team.
C. A local newspaper prints a human-interest story about a college volleyball player.
D. The International Olympic Committee elects a new president to its governing board.
PR:136
65. Sport/Event marketers use public-relations strategies to create and maintain
A. low profiles.
C. specific images.
B. suitable illusions.
D. indifferent attitudes.
PR:136
66. The primary objective of developing sport/event public-relations strategies is to
A. encourage local businesses to purchase more tickets, concessions, and merchandise.
B. develop positive relationships with corporate sponsors and advertisers.
C. promote publicity efforts with key members of the media and business community.
D. establish a feeling of goodwill with all of the organization's fan bases.
PR:136
67. Which of the following statements is true regarding the importance of fan support to sport/event
activities:
A. Without ongoing fan support, a performer's popularity or an organization's profitability
decreases.
B. Building fan support involves public-relations strategies designed to increase short-term
sales.
C. Large sport/event organizations are usually more successful in building fan support than
smaller organizations.
D. Most sport/event marketers consider spectators their most important fan base.
PR:136
68. Sport/Event organizations need to build positive relationships with the media because they have
A. the means to spread news to the masses.
B. very few regulations that they must follow.
C. the ability to control advertising sponsors.
D. little control over what is considered newsworthy.
PR:136
69. Sending newsletters, acknowledging efforts, providing extra benefits, and asking opinions are ways
that event organizers
A. improve their brands.
C. encourage vendor loyalty.
B. advertise their products.
D. service their sponsors.
SE:326
70. Wheelz wants to market its product line of in-line skates to young males under the age of 35.
Which of the following sponsorship opportunities would best attract the exposure the company
seeks on a very limited budget:
A. Olympic opening ceremony
C. Pro-football game
B. Extreme-sporting event
D. Affinity-sporting event
PR:155
71. What type of sponsorship objective involves bartering for goods and services?
A. Cost avoidance
C. Activation
B. Revenue generation
D. Promotion
PR:155
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
72. Which of the following is an example of a sport/event community outreach project:
A. The XYZ magazine publishes a story about a high-profile rock star who has survived
cancer.
B. A soccer team works with local businesses and the media to create school mediation
programs.
C. A well-known track star speaks to government legislators about athletes' illegal use of
steroids.
D. The coordinator of an annual jazz festival applies for operating permits with government
officials.
PR:195
73. What is a benefit to a sports team of coordinating outreach projects with local community
organizations?
A. Generates public support for a team
C. Decreases the need to advertise
B. Attracts athletes from other sports
D. Improves relations with the media
PR:195
74. When should sport/event organizers consider hiring a promotional agency?
A. Before corporate sponsors have been secured
B. If a large event is scheduled in many cities over time
C. After a small event has established a positive reputation
D. Upon hiring additional personnel to oversee promotional efforts
PR:210
75. When writing a proposal for a potential sponsor, sport/event marketers should clearly emphasize
sponsorship value and
A. deadlines.
C. benefits.
B. liability.
D. confidentiality.
PR:211
76. When preparing a sponsorship agreement, it is important for the sport/event to include detailed
information concerning the sponsor's
A. marketing rights.
C. financing sources.
B. selling policies.
D. hiring practices.
PR:212
77. A sponsorship agreement between a sport team and a local business should
A. benefit both parties.
C. guarantee results.
B. provide tangible rewards.
D. include third-party input.
PR:212
78. An athletic shoe company that has no association with the Olympic games runs a television
commercial congratulating a track star for winning two gold medals. This is an example of
A. sales promotion.
C. ambush marketing.
B. copyright infringement.
D. nondesignated sponsorship.
PR:198
79. Which of the following is an example of a viral marketing strategy:
A. A blimp displaying a sporting-goods retail chain logo flies over a football stadium.
B. A stadium banner shows a graphic of an ice-cold glass of a favorite soft drink.
C. An e-mail sender asks the message receiver to forward the message to 10 friends.
D. A local restaurant places a poster of a supplier's product near the building entrance.
PR:199
80. Which of the following is an example of using a special event as a sales-promotion strategy to
increase ticket sales:
A. Advertising prices in a community publication
B. Holding a contest during a game or performance
C. Using telemarketers to contact a target audience
D. Planning an interview with a popular columnist
PR:213
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
81. Which of the following is an example of a sales promotion that uses a special event to increase
high attendance rates at a professional baseball game:
A. Baseball statistics and articles are printed in the team's program.
B. Free autographed baseballs are given to the first 100 attendees on little-league day.
C. The team's logo merchandise is sold in the retail store located in the stadium.
D. Concession stands offer bundled food and beverage items for a low price.
PR:213
82. What variable might increase attendance at a professional soccer game?
A. A postgame dinner for team players and their families
B. Mass distribution of the team's sports program to the fans and media
C. Offering a wide variety of food and beverages at the concession stands
D. A pregame autograph and photo session for fans with the team's players
PR:214
83. One reason it is important to sell the venue is because the venue is part of the
A. market.
C. location.
B. facility.
D. product.
SE:319
84. An important part of negotiating a sport/event sponsorship contract involves both the sport/event
and the sponsor agreeing on the
A. date and time of the sport/event.
C. size and interest of the audience.
B. fee and payment schedule.
D. cost of planning and production.
SE:322
85. Which of the following is an activity that agents perform on behalf of the athletes they represent:
A. Team contract negotiations only
C. Various contract negotiations
B. Hall of fame endorsements
D. Team valuation services
PM:143
86. Immediately following a meeting with a potential event sponsor, an event organizer should
A. adjust the pricing options in order to obtain the sale.
B. fax a copy of the proposal to the decision maker.
C. ask the meeting participants for sponsorship referrals.
D. send a thank-you card to each of the meeting participants.
SE:323
87. Because a prospective sponsor may have questions about the sponsorship proposal, an event
organizer should plan to
A. reinforce important deadlines.
C. evaluate sponsorship activities.
B. conduct follow-up activities.
D. discuss sponsorship benefits.
SE:323
88. Your hockey team receives free skates from Nike as part of Nike's payment of its sponsorship fee.
This arrangement is known as
A. exploitation.
C. exclusivity.
B. relationship marketing.
D. value in kind (VIK).
SE:321
89. To create or maintain a certain image, companies sponsor sport/event organizations that display
characteristics they want consumers to associate with their products. This is one way of enhancing
A. relationship marketing.
C. exclusivity.
B. sales and sampling opportunities.
D. public relations.
SE:321
90. Bank of America is the only bank affiliated with your sport/event organization. This benefit is called
A. value in kind (VIK).
C. "ownership."
B. exclusivity.
D. presenting sponsorship.
SE:321
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
SEM2 Mid-Term Assessment (Unit A)
91. Taco Bell doesn't want its message to get lost among the messages of your team's other sponsors,
so you offer to name the pregame show "The Taco Bell Pregame Report." This benefit is called
A. sales and sampling opportunities.
C. exclusivity.
B. "ownership."
D. fund-raising opportunities.
SE:321
92. Which of the following is the first step in a sponsorship presentation:
A. Create interest in your organization or event.
B. Give event details.
C. Create interest in the sponsorship opportunity.
D. Explain how the prospective sponsor can get involved.
SE:321
93. Sport/Event marketers often identify the sponsorship potential of a specific business by
researching the company's sponsorship history and understanding its
A. sponsorship objectives.
C. financial policies.
B. manufacturing methods.
D. quantity standards.
SE:324
94. Which of the following would an event marketer most probably contact when seeking sponsorship
for an upcoming auto race:
A. Nonprofit organizations
C. Athletic competitors
B. Related businesses
D. Charitable organizations
SE:324
95. By assigning a staff member to communicate and coordinate activities with each of its sponsors, a
sport/event organization facilitates goodwill by
A. creating expanded advertising opportunities. C. processing special orders.
B. maximizing mass-media exposure.
D. providing efficient, ongoing service.
SE:326
96. Obtaining the right to name a sport or entertainment event is often one of the objectives of a(n)
A. franchise arrangement.
C. affiliation.
B. sponsorship.
D. licensing agreement.
PR:155
97. Why should sport/event marketers develop proof-of-performance packages for sponsors?
A. To provide information about the facility
C. To list the important participants
B. To explain the type of sport/event
D. To help sponsors justify the investment
SE:325
98. What do amateur sport organizations often solicit in order to be able to operate?
A. Grant money
C. Free publicity
B. Media coverage
D. Playing time
SE:348
99. Which of the following is an example of a governing body in the sport industry:
A. International Olympic Committee
C. Washington Nationals Baseball Team
B. NCAA Men's Basketball Championship
D. Rahal Letterman Lanigan Racing
PD:279
100. Marketers often develop and publish a promotional calendar of events in order to use the calendar
as a(n)
A. pricing document.
C. advertising tool.
B. policy guide.
D. operating system.
PR:209
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
1. A
Trademark infringement. Trademark infringement is an unfair, anticompetitive trade practice. Loss
prevention, employee strikes, and sponsorship exclusivity are all legal issues in sport/event
marketing and are not unfair or anticompetitive trade practices.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
2. A
The Sherman Antitrust Act. During the nineteenth century, much of the economic power in the
United States was concentrated in a very small number of companies. To counteract the trend and
open up the market to competition, Congress passed the Sherman Antitrust Act based on its
constitutional power to regulate commerce between the states. The Sherman Act makes
restraining free trade and competition illegal. One company or group of companies cannot hold a
monopoly over a certain industry. The Lanham Act regulates trademarks. The National Labor
Relations Act gives all workers the right to organize into unions to collectively bargain and strike.
The Sports Broadcasting Act of 1961 allows professional sport leagues to pool their broadcasting
rights and sell them as a package to television networks.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
3. B
Blackout. When a league blocks the broadcast of a certain game in a certain territory, it is known
as a blackout. Since the Sports Broadcasting Act of 1961 gives leagues a limited antitrust
exemption, it is not an antitrust violation. An injunction is a court order that stops a certain activity
until a trial begins. Right of publicity laws give a person the exclusive right to use her/his name and
likeness for profit.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
4. B
On your company's advertisements. It's perfectly fine to use an athlete's or celebrity's identity in a
book, on a television news show, in a newspaper, or in a magazine; but sport/event marketers
must learn where to draw the line between freedom of expression and violations of right of privacy
and right of publicity. Using the identity on your company's advertisement would be unacceptable
without written consent and payment.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
5. D
At official ticket outlets. The best way to avoid buying counterfeit tickets to a game/event is to
purchase them at official ticket outlets. There is a chance of getting fake tickets even from a
"reputable" scalper or over the Internet. Buying tickets in advance does not ensure that the tickets
are real.
SOURCE: BL:058
SOURCE: BA LAP 10—Cover Your Bases
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
6. C
Uncertainty about government policies. Foreign governments may change the rules and
regulations of commerce at any time. Foreign customers are often interested in the entertainment
that the United States has to offer. The monetary systems would be built into the cost of
transactions. Although U.S. consumers do not favor movies in which the English has to be dubbed
in, foreign viewers appear not to mind watching English films with their language dubbed in.
Language translation is commonplace and easily accessible.
SOURCE: EC:059
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (p. 210).
Mason, OH: South-Western.
7. B
Trade restrictions. Trade restrictions are barriers that a nation imposes, which hinders a sportinggoods manufacturer's ability to do business in other nations. Types of trade restrictions include
tariffs, quotas, and embargoes. Suppose the sporting-goods manufacturer wants to sell baseball
gloves to a business in another country that has a very high tariff (tax) on sporting-goods. If the
tariff is too high, the costs (taxes) may exceed the benefits (e.g., profits) of selling the baseball
mitts to businesses in the other country. The sporting-goods manufacturer considers its profit
margins, its cost of goods, and its selling motives rather than those of the other country.
SOURCE: EC:059
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (pp. 77-79).
New York: Glencoe/McGraw-Hill.
8. C
Quotas and tariffs. Trade barriers are regulations, policies, and actions that limit trade among
nations. Quotas, tariffs, licenses, and embargoes are trade barriers. Quotas limit the quantity of
goods that move into or out of the country. Tariffs are taxes that countries place on imported
goods. Licenses are permits that a nation grants to businesses that want to import or export goods.
Some nations limit the number of licenses they grant. An embargo is a policy that suspends all
import-export trade with another country. Embargoes are used for political reasons or during
hostilities. Favorable trade agreements encourage trade among two or more countries.
Globalization is not a trade barrier, but the rapid and unimpeded flow of capital, labor, and ideas
across national borders. Industrialization is the changeover from producing goods by hand labor to
the use of machines and the organization of such production into industries. Outputs are the goods
and services produced as the result of combining inputs. Industrialization and outputs are not trade
barriers that nations implement to control imports and exports.
SOURCE: EC:059
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2009). Marketing essentials (pp. 76-80).
Woodland Hills, CA: Glencoe/McGraw-Hill.
9. D
Players' associations. In professional sports, the players' associations are the labor unions that
represent the athletes. The associations function the same as unions in other industries.
Consequently, the conflicts are often the same and usually involve salaries, contracts, and profit
sharing. The unions try to negotiate for higher salaries, better contracts, and more profit sharing for
players. On the other side, the sports' leagues represent the owners and managers, and their goal
is to control costs. Team owners and individual managers are represented by sports' leagues
rather than by players' associations. Sponsoring organizations are businesses or other groups that
pay to associate their names or products with a sporting event.
SOURCE: EC:053
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (pp. 278-279).
Mason, OH: South-Western.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
10. D
Collective bargaining. Collective bargaining is defined as the negotiating process in which union
leaders and sport organization (owner) representatives engage to determine the terms and working
conditions to be provided to athletes. Free agency refers to an athlete's ability to renegotiate
his/her contract with his/her existing team or with another team. Labor resistance is a general term
that might describe an unwillingness to cooperate. Players' unions are formed to protect the rights
and interests of players, which does not always include or result in resistance. Competitive
advantage is the advantage achieved by a nation from specializing in and producing goods and
services at which it is relatively most efficient.
SOURCE: EC:053
SOURCE: Graham, S., Neirotti, L.D., & Goldblatt, J.J. (2001). The ultimate guide to sports
marketing (2nd ed.) [pp. 302-304]. New York: McGraw-Hill.
11. A
Go on strike. The purpose of players' unions is to protect each player's rights and interests in terms
of playing conditions, contracts, and salaries as a single unit. If players and owners cannot agree
on terms (e.g., NHL and salary caps), the players might decide to not play or to go on strike. Since
games are not occurring, revenue is not being generated, employees are not working, and
consumer spending decreases. Free agency refers to an athlete's ability to negotiate his/her
contract with his/her existing team or with another team. Since contract requirements vary among
sport leagues, rules regarding players becoming free agents vary and, therefore, are not always a
union voting option. Depending on the terms of the players' contracts, players might decide to play
for international leagues individually rather than as a group or union. Players do not generally vote
to determine if they should ask for their fans' support.
SOURCE: EC:053
SOURCE: Parks, J.B., & Quarterman, J. (2003). Contemporary sport management (2nd ed.)
[pp. 302-304]. Champaign, IL: Human Kinetics.
12. C
Consumers buy between three and seven CDs per month. Range is the distance between the
smallest and largest value in a set of responses. In the example, three was the smallest number of
CDs purchased and seven was the largest number. The distance between three and seven is the
range. Range is often used to describe the relation between numbers, such as the variation
between the number of CDs purchased. Mean is the average, such as consumers buying an
average of five CDs per month. Mode is the most common response, such as most consumers buy
four CDs per month. Median is the exact middle, such as half of all consumers buying more than
five CDs per month.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Zikmund, W.G., & Babin, B.J. (2010). Exploring marketing research (10th ed.) [pp. 445446]. Mason, OH: South-Western Cengage Learning.
13. B
Descriptive statistics. Researchers often use descriptive statistics to summarize and interpret the
vast amounts of numeric information they collect. Descriptive statistics include measurements such
as mean, mode, median, range, and standard deviation. These types of measurements help
researchers to summarize numeric information in terms of number of responses, frequency of use,
average distribution, and various other relationships. Researchers often use questionnaires to
obtain numeric information. Researchers do not use hypothetical samples or independent variables
to summarize and interpret numeric information.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 525-527). Boston: Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
14. B
Mode. The mode represents the number that occurs the most often. In this example, the mode is
four because most of the business's customers visit the business four times a week. The mean is
the average number of times customers visit the business. The median is the middle number which
indicates that half of the customers visit more often and half of the customers visit less often.
Range is the distance between the fewest number of visits and the most number of visits.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Zikmund, W.G., & Babin, B.J. (2010). Exploring marketing research (10th ed.) [p. 445].
Mason, OH: South-Western Cengage Learning.
15. C
Mean, median, mode. Mean is the average, median is the exact middle, and mode is the most
common response. When the mean, median, and mode coincide in statistics, you have normally
distributed data that is indicated by a symmetrical, pictorial representation (curve). The alternatives
do not indicate normally distributed data.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Burns, A.C., & Bush, R.F. (2000). Marketing research (3rd ed.) [pp. 429-430, 498-501].
Upper Saddle River, NJ: Prentice Hall.
16. C
Central tendency. To obtain useful marketing information, researchers often survey a
representative group of the market segment (sample). After collecting the data, researchers assign
numerical values to the responses. The typical value (response) of the set of numerical values is
referred to as the central tendency. Researchers can measure central tendency as a mean,
median, or mode. To summarize the data, researchers might develop a visual representation of
central tendency in a chart or graph format. Predictability curve and distribution share are fictitious
terms.
SOURCE: IM:191 (SUPPLEMENTAL)
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (pp. 170171). New York: Glencoe/McGraw-Hill.
17. B
Data collection procedures. One portion of a marketing report contains a detailed explanation and
description of the research methods and how the data were collected. This section should explain
what types of secondary data were used and how the primary data were collected (questionnaire,
telephone survey, etc.). This section also should provide a description of the questions that were
asked and a profile of the people who were surveyed. A detailed description of research methods
and data collection procedures adds credibility to the report. Marketing reports do not describe
industry review standards or consulting expenses. Technical terminology is explained throughout
the report rather than in one specific section.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 613-615). Boston: Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
18. D
Answers specific research questions. One of the primary functions of a marketing report is to
communicate the information that answers specific research questions. Businesses conduct
research in order to obtain information that will help them solve problems and make marketing
decisions. An effective marketing report should answer the questions that relate to the specific
business problem for which the research was completed. An effective report answers questions by
interpreting and summarizing the research findings and offering recommendations. Marketing
reports do not need to contain the names of contributing editors, provide industry overview
information, and explain the role of executive management in order to be effective unless these
topics are related to the specific research questions.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 613-615). Boston: Irwin/McGraw-Hill.
19. D
Supporting tables and graphs. The main portion of a marketing report contains a detailed
explanation and analysis of the research findings. This section should include supporting tables
and graphs which present the research findings in an uncomplicated visual manner. Illustrating the
research findings in tables and graphs is a way of presenting complicated information in a format
that is easy for readers to see and understand. The main portion of a marketing report does not
contain appendixes and indexes, summaries and recommendations, or data-collection procedures.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 613-619). Boston: Irwin/McGraw-Hill.
20. D
Limitations. Marketing reports should contain a section about limitations because all research is
affected by certain outside events that have an effect on its accuracy. Limitations associated with
marketing research usually involve sampling bias, measuring errors, time constraints, and limited
finances. When preparing a marketing report, researchers should include information about these
limitations in order to present an honest and fair representation of the findings. Limitations are part
of any research project and should be presented openly in the report. Marketing reports usually do
not contain separate sections about qualifications, regulations, or populations, although those
topics may be discussed throughout the report.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 613-621). Boston: Irwin/McGraw-Hill.
21. D
Appendix. The appendix is the part of a marketing report that follows the main part of the report. It
often appears last and contains technical information and documents, such as copies of
questionnaires and interview forms, which are not necessary for the main report. In most cases,
the main part of the report refers to information that is provided in the appendix, which the reader
may, or may not, choose to read. It is additional information that further explains the main part of
the report. The summary provides an overview of the main points. The introduction usually
contains background information. The analysis is usually part of the main body of the marketing
report.
SOURCE: IM:192
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (p. 621). Boston: Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
22. B
Computer software. The use of computer software enables researchers to develop computergenerated presentations in order to effectively explain complex report findings and
recommendations to large groups. By using computer software, researchers can create a wide
range of multimedia presentations that include text, graphics, sound, and video. These
presentations hold the viewers' attention and graphically explain material that may be complex.
Also, computer-generated presentations can be shown to large groups and are more professional
looking than traditional presentation methods. The use of informal outlines and handmade graphics
are not effective ways of effectively explaining complex report findings to large groups.
Researchers may use computer software to create presentations that will explain scientific data.
SOURCE: IM:193
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 624-625). Boston: Irwin/McGraw-Hill.
23. A
Information that is relevant to the marketing decisions that management must make. When
presenting report findings and inclusions, the researcher should include the information that is
relevant to the marketing decisions to be made. Including all the information can overwhelm
decision makers with confusing findings. Editing the findings to exclude relevant information may
cause decision makers to draw incorrect conclusions.
SOURCE: IM:193
SOURCE: Kotler, P. (2000). Marketing management (10th ed.) [pp. 105-114]. Prentice Hall.
24. A
Research methods. An oral presentation includes the same information as the written report
although the oral presentation of this information is handled differently because there are
limitations on the amount of time available to give an oral presentation. Consequently, oral reports
focus on explaining the research findings, which include relevant information and pertinent data.
Explaining the research methods used to collect the information is not as important as explaining
other parts of the report. Therefore, the research methods would be mentioned only briefly, if at all,
in an oral presentation. In some situations, take-home copies of handouts that explain the research
methods and other parts of the written report might be available after the oral presentation.
SOURCE: IM:193
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (pp. 624-625). Boston: Irwin/McGraw-Hill.
25. A
Relatively simple. During an oral presentation of report findings and recommendations, the
audience has only a certain amount of time to hear and understand the information. Therefore, the
presenter needs to keep the oral presentation relatively simple and use words and phrases that are
easy to understand. The information needs to be organized in a simple and logical manner and
presented so that the audience will be able to grasp the meaning in the time allotted. Keeping the
presentation on a complex level or technically oriented might make it difficult for the audience to
understand the findings and recommendations. As a rule, simple is better. Although the
presentation should be fairly simple, it should still include enough detail to make the presentation
meaningful.
SOURCE: IM:193
SOURCE: Lesikar, R.V., Pettit, J.D., Flatley, M.E. (1999). Lesikar's basic business communication
(8th ed.) [pp. 463-465]. Irwin/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
26. B
External environment. It is important for businesses to collect marketing information from other
sources in order to find out what is happening in the external environment. They need to know
about the economy in general, any changes in demographics, legal or political situations, etc. This
type of information is not available from within the business but must be collected from outside
sources, such as industry or trade organizations, government agencies, and consumer reports.
Businesses use both external and internal information in order to make marketing decisions and
solve problems. Businesses collect internal information from their own research departments.
Internal information is also available from the parent corporation and the organization itself.
SOURCE: IM:187
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2009). Marketing essentials (pp. 612614). Woodland Hills, CA: Glencoe/McGraw-Hill.
27. C
Sell best in certain locations. Some products sell better in certain locations than in others because
different groups of consumers have different wants and needs. Businesses often collect marketing
information from a cross-section of customers in order to find out which products sell the best in
different locations. Businesses use this information in order to make their products available in the
locations where customers are most likely to want and buy them. Businesses, rather than
customers, will know if products meet specific design standards, earn the highest profits, and
qualify for vendor discounts.
SOURCE: IM:187
SOURCE: Churchill, G.A., Jr., & Peter, J.P. (1998). Marketing: Creating value for customers (2nd
ed.) [pp. 116-117]. Boston: Irwin/McGraw-Hill.
28. C
Primary. Primary marketing information is new information collected for the problem or project at
hand. Many businesses collect primary marketing information from customers because customers
are the ones who will buy and use the business's products. Knowing how customers feel about a
new product will help the business to more effectively market the product. Conducting random
surveys is one way to collect primary marketing information. The marketing information that
businesses collect from customers is not necessarily scientific, confidential, or technical.
SOURCE: IM:187
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (p. 57). Boston: Irwin/McGraw-Hill.
29. D
Define research objectives. Before collecting marketing data, a business must define the problem
or objective of the research. Once the researchers know why they are collecting the information,
they can determine where and how to collect it. Marketing research is not always obtained through
surveys or secondary data sources. Rating scales are often developed to measure or qualify
research results. Rating scales are generally developed after the research objectives are
determined.
SOURCE: IM:187
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2002). Marketing essentials (3rd ed.)
[pp. 523-524]. Woodland Hills, CA: Glencoe/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
30. D
Accurate interpretation. Businesses obtain a variety of information that must be analyzed in order
to make it useful. While manipulating the data for information analysis, businesses should try to
interpret it accurately in order to obtain information that will answer specific marketing questions.
Many times, businesses can manipulate the data to obtain the answers they want. This practice will
not help them solve problems or make good decisions if they interpret the data inaccurately.
Exploratory research is a method of obtaining information. Secondary information is information
that has already been collected for another purpose. Businesses develop a research program
before interpreting data.
SOURCE: NF:185
SOURCE: Hair, J.F., Jr., Bush, R.P., & Ortinau, D.J. (2000). Marketing research: A practical
approach for the new millennium (p. 613). Boston: Irwin/McGraw-Hill.
31. B
Average customer is married, owns home, earns $50,000 a year. The purpose of analyzing a
customer database is to identify specific characteristics that the business can use to market its
goods and services to customers. Businesses are better able to target their market if they know
what type of customer makes up the market. For example, a business probably would use different
techniques to sell to customers who are married, own their own homes, and earn $50,000 a year
than to customers who are single, rent, and earn $25,000 a year, because these types of
customers have different wants and needs. Federal identification numbers are provided to
businesses and do not provide useful marketing information. A customer database will not provide
information about total sales for each month or the expense involved in developing the database.
SOURCE: NF:185
SOURCE: Kotler, P., Bowen, J.T., & Makens, J.C. (2010). Marketing for hospitality and tourism
(5th ed.) [pp. 93, 114-121]. Upper Saddle River, NJ: Prentice Hall.
32. D
Correlation. In terms of marketing research, correlation is the dependency of one variable on
another variable or set of variables. The level of dependency can vary greatly. To predict means to
estimate. One cannot usually estimate until a pattern or correlation between variables has been
established. Sensitivity and affirmation are general terms that might describe an understanding
nature. To understand the relationship between variables, a correlation must first be
acknowledged.
SOURCE: NF:185
SOURCE: Shao, A. (2002). Marketing Research: An Aid to Decision Making (2nd ed.) [p. 494].
South-Western.
33. C
The data are static. Changes made to the data are recorded and tracked so that users can identify
changes that occur over time. Therefore, the data are static—they do not change. Related data are
linked together rather than being grouped together in folders. When data move into a data
warehouse, they are made consistent with each other rather than maintaining the uniqueness of
their various operational applications.
SOURCE: NF:185
SOURCE: Telecommand. (2009). Retrieved February 28, 2011, from
http://www.telecommand.com/content/data-warehousing
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
34. D
Sport/Event facilities are evolving into complete entertainment centers with interactive activities.
Facilities that have traditionally been used solely for sport events or concerts are now being used
for many other activities. For example, the Nationwide Arena in Columbus, Ohio serves as the
home playing rink for the NHL Blue Jackets as well as the arena football team, the Columbus
Destroyers. The facility also hosts several concerts during the year. Some facilities are expected to
add other types of amenities such as playgrounds, game rooms, and concessions for children.
Trends indicate that sponsorships are continuing to increase, premium seating (e.g., luxury boxes)
yields more revenue than other types of seating, and relationship marketing to fans is becoming
more important as technology evolves.
SOURCE: NF:065
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 387-389].
Champaign, IL: Human Kinetics.
35. D
Attract more fans. The National Hockey League (NHL), the National Football League (NFL), and
the Canadian Football League (CFL) have established programs encouraging youth participation in
their sports. It is hoped that as the youths and their parents become more involved in the sports,
they will want to follow and support major-league teams. The leagues do this to attract fans rather
than comply with local regulations. This is quite contrary to a sedentary lifestyle, which is basically
an unhealthy and inactive approach to living. Individuals who participate in recreational sports must
pay for necessary sporting equipment, lessons, entry fees, memberships, and so forth. Therefore,
marketing dollars are primarily targeted at higher income individuals.
SOURCE: NF:065
SOURCE: Kaser, K., & Oelkers, D.B. (2001) Sports and Entertainment Marketing (pp. 220-221).
South-Western Educational Publishing.
36. D
Revenue sources. Many sport/event facilities are using permanent seat licenses and premium
seating as revenue sources. These trends involve selling customers the right to buy tickets to
events, or selling luxury boxes and suites, and seats in special sections of stadiums and arenas.
Although premium seating is expensive, the demand continues to grow. Furthermore, stadiums
and arenas encourage premium seating because it generates a sizeable amount of income even
though that type of seating is a small part of the overall seating capacity. Consequently, many
stadiums and arenas target this market even though it accounts for a small percentage of ticket
buyers. Although these trends are a type of pricing strategy, they are used because they are ways
of generating revenue rather than because they are pricing strategies. These practices are not
advertising methods or sales policies.
SOURCE: NF:065
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 385-386].
Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
37. A
Benefits the community. Some event organizers ask the government or an independent
organization for money, or a grant, to support certain event activities. To receive a grant, the
requestor usually goes through an extensive application and interview process. Many applicants do
not receive grant or foundation money because of the limited availability of money, which makes
the process very competitive. Event organizers are more likely to receive grant or foundation
funding if the event benefits the community. For example, an event to raise awareness about
homelessness is more likely to receive grant money than a personal event, such as a family
reunion or a wedding. Although criteria to qualify for grant or foundation funding varies by
government agency or foundation organization, the amount of media coverage, the appearance of
celebrities, and size of a target market are not usually the most important considerations.
SOURCE: SE:348
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 7475). New York: John Wiley & Sons.
38. C
The distinctive appearance/image of a good or service. Trade dress is a particular type of
trademark that protects the distinctiveness of the appearance and image of a good or service.
Slogans, logos, graphics, and names are protected by trademarks.
SOURCE: PM:153
SOURCE: PM LAP 14—Permission Granted
39. D
The entertainment value of sporting events. Because of the entertainment value of sporting events,
professional sport franchises are considered a sport service, and their properties are considered
service marks. Ticket sales, athletic agility, and food/souvenir stands do not make professional
sport franchises a service.
SOURCE: PM:153
SOURCE: PM LAP 14—Permission Granted
40. B
Conduct a trademark search for conflicting/similar marks. Every sport organization needs to carry
out a thorough search before registering a trademark, to make sure no conflicting or similar marks
exist. Hiring logo cops, offering consumer guidelines, and developing a licensing program are all
steps a sport organization would take after registering a trademark.
SOURCE: PM:153
SOURCE: PM LAP 14—Permission Granted
41. C
Which properties are being licensed and what types of merchandise will be produced. The license
grant part of the contract specifies exactly which rights and properties are being licensed and what
types of merchandise will be produced. It also contains a description of the exclusivity of the
category. Details regarding payments are found in the compensation section. Procedures to review
a licensee's work are found in the quality control part of the contract. The exact begin and end
dates of the contract are found in the term section.
SOURCE: PM:153
SOURCE: PM LAP 14—Permission Granted
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
42. B
Term. The term section of the license agreement specifies the exact begin and end dates of the
contract and describes the processes for contract renewal. The license grant part of the contract
specifies exactly which rights and properties are being licensed and what types of merchandise will
be produced. The warranties and obligations section lists the reasons the license can be
terminated and spells out what will happen if either party violates the agreement. Restrictions and
requirements are a separate section of the license agreement.
SOURCE: PM:153
SOURCE: PM LAP 14—Permission Granted
43. C
Image. Image is how a company wants the public to perceive it. The selection of a celebrity
endorser will project a certain image to the public. Profitability refers to the ability of the company to
make money after expenses. Distribution refers to all of the activities involved in moving or
transferring the ownership of goods or services from producers to consumers. Personality involves
the personal traits of an individual.
SOURCE: PM:151
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (p. 146).
Mason, OH: South-Western.
44. D
Trustworthy. A celebrity endorsement is a statement of support or approval by a well-known
person. Event planners should seek celebrity endorsements for an event (e.g., fundraiser for a
charity) from people who have a good reputation and are known to be honest, credible, and
trustworthy. Selecting people with these attributes tends to enhance the event's image as credible
and trustworthy. The public is more likely to believe a respected, trustworthy person than someone
with questionable ethics. The celebrity does not need to be innovative or resourceful. It's beneficial
if the endorser has enthusiasm about the event rather than having a neutral attitude.
SOURCE: PM:151
SOURCE: Shank, M.D. (2002). Sports marketing: A strategic perspective (2nd ed.) [pp. 367-370].
Upper Saddle River, NJ: Prentice Hall.
45. A
Marketing firms. Organizing a charity tournament is a lot of hard work because of the many tasks
that must be considered: time, place, budget, promotion, concessions, sponsorship, prizes, etc.
Because athletes often don't have the time or the skills to carry out these tasks themselves, they
sometimes rely on marketing firms to get the work done successfully. Sponsors are businesses,
individuals, or organizations that pay the cost of promoting the charity tournament. Agents
represent athletes in the legal matters such as contract negotiations. Recruiters search for and
then try to convince talented athletes to play for a specific team.
SOURCE: PM:143
SOURCE: Kaser, K., & Oelkers, D.B. (2001) Sports and Entertainment Marketing (p. 123). SouthWestern Educational Publishing.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
46. B
Corporate sponsors. Sponsors are businesses or organizations that pay to associate their names
or products with a sporting event. Sport/Event planners often contact local businesses about
supporting upcoming events by either contributing money or supplies. Sponsors are important to
the success of events so it is important for sport/event planners to follow up with potential sponsors
to gain their support. Contacting a local business about supporting an upcoming tennis tournament
is not an example of following up with potential participants, paying customers, or spectators.
However, employees of the business might decide to attend because the business is a sponsor.
SOURCE: SE:323
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 275-276].
Champaign, IL: Human Kinetics.
47. B
Agent. Professional athletes often hire agents to help them with business matters. An agent is a
person who acts in the best interests of the principal or client. The principal or client (Ty) gives the
agent (Amanda) permission to make certain legal decisions on his behalf, such as negotiating
endorsement contracts with well-known companies (e.g., Gatorade). Sponsors are businesses,
individuals, or organizations that pay the cost of promoting an event. A mentor is an experienced
worker who acts as a guide to a new employee. Professional athletes and celebrities often hire
publicists to handle the media and publicity issues that affect them.
SOURCE: PM:143
SOURCE: Fullerton, S. (2007). Sports marketing (p. 17). Boston: McGraw-Hill/Irwin.
48. A
Reinforce. Customers are often drawn to a business because of its advertising, and the business's
displays should reinforce this interest. Effective displays should have a positive effect on customer
interest and promote the goods that are featured in advertised specials. Effective displays should
not surmount, displace, or overcome customer interest.
SOURCE: PR:076
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (p. 367).
New York: Glencoe/McGraw-Hill.
49. A
A business advertises a product and mails free samples to consumers. Promotional activities are
coordinated when two or more different types of activities, such as advertising and sales
promotion, are combined in order to achieve a goal. Cooperative advertising occurs when
advertising costs are shared by members of the distribution channel. Using the same theme for ads
in different media, such as an endorsement by an athlete, and developing a display schedule, are
examples that demonstrate only one type of promotional activity.
SOURCE: PR:076
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (p. 367).
New York: Glencoe/McGraw-Hill.
50. B
Reach a large audience. Businesses know that it is more effective to coordinate a wide variety of
promotional activities rather than relying on only one type in order to reach a large audience. Some
customers are more influenced by newspaper ads while others pay attention to special events.
Coordinating the various types often increases the appeal to a larger audience. Spreading out
promotional funds, keeping employees occupied, or maintaining appearances are not purposes of
coordinating promotional activities.
SOURCE: PR:076
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (p. 367).
New York: Glencoe/McGraw-Hill.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
51. A
Sales. The purpose of coordinating promotional activities is to bring customers into the business
and increase sales. Informing employees about the goods and services being promoted is an
activity that should be coordinated. If employees are not aware of the promotion or the goods and
services being promoted, they will not be able to help customers and persuade them to buy. By not
informing employees about the goods and services being promoted, the business runs the risk of
losing sales. Image is the way in which a business is viewed by others. Basics are staple goods.
Credit is the ability to obtain products or money based on a promise to pay later.
SOURCE: PR:076
SOURCE: Farese, L.S., Kimbrell, G., & Woloszyk, C.A. (2006). Marketing essentials (p. 367).
New York: Glencoe/McGraw-Hill.
52. C
Attract customers. Advertising, visual merchandising, and special events are types of promotional
activities that businesses coordinate in order to attract customers. One of the main functions of
promotion is to increase sales, which involves attracting customers to the business. Coordinated
promotional activities generate interest, build customers' desire for certain products, attract them to
the business, and increase sales. A business does not coordinate its advertising, visual
merchandising, and special events in order to forecast sales, develop policies, or improve relations.
SOURCE: PR:076
SOURCE: Kotler, P., & Armstrong, G. (2008). Principles of marketing (12th ed.)
[pp. 10-11, 12-17, 44-45]. Upper Saddle River, NJ: Prentice-Hall.
53. D
Competitors are spending more. One method of allocating money in a promotional budget is by
percent of net sales. When deciding to increase the percent of net sales that it allocates to its
promotional budget, a business might take into consideration how much the competition is
spending. For example, if competitors are spending 8% of net sales on promotion, a business
might want to increase its spending to at least 8% or even10% in order to match the competition or
exceed it. Businesses usually negotiate rates with radio stations in order to purchase the time they
want while staying within their budgets. Businesses adjust the amount of money they spend on
various promotional activities, such as coupons, in order to stay within budget. If suppliers want
more coverage, they may offer to participate in cooperative promotional activities.
SOURCE: PR:098
SOURCE: Longenecker, J.G., Moore, C.W., & Petty, J.W. (2003). Small business management:
An entrepreneurial emphasis (12th ed.) [pp. 425-426]. Cincinnati: Thomson/SouthWestern.
54. C
Forecasts. A forecast is a prediction. When businesses prepare promotional budgets, they are
predicting or estimating how much money they will spend over a period of time, usually a year, on
advertising and communication activities. The budget amount should be flexible because it will
need to be revised several times during the year based on the effectiveness of the promotions. If
certain promotional activities are working well, a business might want to increase spending in that
area. Remembering to keep the budgets flexible because they are forecasts will help a business to
spend its promotional dollars on the most effective activities. Objectives are goals to be reached.
Concepts are ideas. Techniques are methods used to attain goals or objectives.
SOURCE: PR:098
SOURCE: Investopedia.com. (2011). Promotional budget. Retrieved November 10, 2011, from
http://www.investopedia.com/terms/p/promotional-budget.asp#axzz1dJs4o9Jn
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
55. A
$262,500. Many businesses allocate funds for a promotional budget based on a percent of sales.
In this example, the business estimates a 5% increase in sales next year. To calculate next year's
sales, multiply current sales by the expected increase ($2,500,000 x 5% or .05 = $125,000). Then,
add the estimated increase to current sales to determine next year's projected sales ($2,500,000 +
$125,000 = $2,625,000). Determine the amount to budget for promotion by multiplying expected
sales by 10% ($2,625,000 x 10% or .10 = $262,500).
SOURCE: PR:098
SOURCE: Greene, C.L. (2012). Entrepreneurship: Ideas in action (5th ed.) [pp. 167-168]. Mason,
OH: South-Western Cengage Learning.
56. A
Promotional mix. The promotional mix refers to the combination of marketing communication
channels that a business uses to send its messages to consumers. Various combinations of
advertising, sales promotion, personal selling, and public relations are often used by businesses to
create the maximum amount of company and product exposure. When allocating funds to the
promotional budget, marketers must decide how much funding to allocate to the various
components to meet promotional objectives. The accounting system refers to the method, or set of
procedures, used in handling the business's financial information. The level of a company's
inventory varies and is not necessarily a factor when allocating funds to the promotional budget.
Disbursement of promotional funds is not necessarily dependent on the size of the organization.
SOURCE: PR:098
SOURCE: Boone, L.E., & Kurtz, D.L. (2004). Contemporary marketing (11th ed.) [p. 518]. Mason,
OH: Thomson/South-Western.
57. D
Personal selling. Personal selling is the form of promotion that determines client needs and wants
and responds through planned, personalized communication that influences purchase decisions
and enhances future business opportunities. Publicity is defined as any nonpersonal presentation
of ideas, goods, or services that is not paid for by the company or individual that benefits from or is
harmed by it. Advertising is any paid form of nonpersonal presentation of ideas, images, goods, or
services. Often, small start-up companies do not have the funds to support expensive advertising
and research initiatives. In addition, companies that sell to other businesses tend to emphasize
personal selling when developing the promotional mix strategies. Therefore, it is logical for these
companies to allocate more funding to personal selling activities.
SOURCE: PR:098
SOURCE: Boone, L.E., & Kurtz, D.L. (2004). Contemporary marketing (11th ed.) [p. 518]. Mason,
OH: Thomson/South-
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
58. A
Grant or foundation monies. Many nonprofit groups rely on government support or contributions so
they can operate. An organization that serves the community by running a sport camp for
underprivileged children may qualify for grant or foundation monies. To obtain grant or foundation
moneys, the not-for-profit organization usually goes through an extensive application and interview
process, so the requestor should be familiar with and meet the necessary criteria for funding.
Capital-improvement loans could be costly to the organization. The government, rather than the
community, gives tax refunds to those who qualify. Celebrity endorsements do not provide
operating funds.
SOURCE: SE:348
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 7475). New York: John Wiley & Sons.
59. A
Does not limit its services to promotion. The full-service agency offers its clients a complete line of
services that are not limited to promotion but include other kinds of services such as marketing.
The full-service agency may be an industrial agency that represents only businesses that sell to
other businesses or a general agency that provides services to individuals, organizations,
businesses that sell to consumers, and businesses that sell to other businesses. A boutique
agency specializes in providing creative services. A media-buying agency specializes in buying
media time and space.
SOURCE: PR:081
SOURCE: Lane, W.R., King, K.W., & Russell, J.T. (2005). Kleppner's advertising procedure (16th
ed.) [pp. 142-148]. Upper Saddle River, NJ: Pearson/Prentice Hall.
60. B
Agency has an objective view of the marketplace. One of the benefits to the business of using an
advertising agency is that the business can expect the agency to have an open and objective view
of conditions in the marketplace. A company advertising employee might hesitate to advise
company executives, but agency employees are outsiders paid to give advice, even when it is not
what the business wants to hear. The agency may represent one of the business's competitors, but
agencies try to avoid representing near competitors as it would be difficult for them to be equally
enthusiastic about very similar products such as Coke and Pepsi. Using an advertising agency
does not necessarily reduce the business's promotional expenses and does not eliminate the need
for a promotional budget.
SOURCE: PR:081
SOURCE: Wells, W., Burnett, J., & Moriarty, S. (2000). Advertising: principles and practice (5th
ed.) [pp. 78-79]. Upper Saddle River, NJ: Prentice Hall.
61. B
Performance record. One factor that businesses often consider when selecting advertising
agencies is the agency's performance record. A business would want to know if an agency has a
reputation for successfully handling advertising programs. A business might also want to review the
agency's previous work and talk with other clients. It is important for a business to select an
advertising agency that can meet its specific needs. Businesses do not consider the accounting
system, work environment, or staff organization when selecting an advertising agency.
SOURCE: PR:081
SOURCE: Lane, W.R., & Russell, J.T. (1999). Kleppner's advertising procedure (14th ed.)
[pp. 158-159]. Upper Saddle River, NJ: Pearson/Prentice Hall.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
62. A
Creative department. The creative department often is the most important part of a full-service
advertising agency. Clients often select specific agencies because of their creative abilities. The
creative department develops ideas, writes copy, handles the graphics, etc. These activities often
are the basis of the agency. Most full-service advertising agencies do not have television studios,
printing facilities, or talent agencies on the premises.
SOURCE: PR:081
SOURCE: Lane, W.R., King, K.W., & Russell, J.T. (2005). Kleppner's advertising procedure (16th
ed.) [p. 145]. Upper Saddle River, NJ: Pearson/Prentice Hall.
63. C
Copywriting services. Businesses often hire advertising agencies to obtain the use of expert talent
in the various areas of advertising. Advertising agencies employee specialists who are able to
provide businesses with many services, such as creative writing. Businesses often do not have
employees on staff who have the training or talent to write effective copy for promotional or
marketing materials. By hiring advertising agencies, businesses are able to obtain the copywriting
services they need. Advertising agencies do not provide free publicity, marketing strategies, or
operational advice.
SOURCE: PR:081
SOURCE: Arens, W.F. (2004). Contemporary advertising (9th ed.) [pp.115-116]. Boston:
Irwin/McGraw Hill.
64. C
A local newspaper prints a human-interest story about a college volleyball player. Publicity is any
nonpersonal presentation of ideas, goods, or services that is not paid for by the individual or
organization that benefits from or is harmed by it. Since a newspaper article is a message that is
not paid for by the individual featured in the article, it is an example of publicity. Unless a message
is communicated (e.g., election of an official), it is not considered publicity. A business owner who
purchases baseball uniforms and equipment for a Little League baseball team is a sponsor.
Advertising is form of paid communication.
SOURCE: PR:136
SOURCE: PR LAP 19—Play to the Fans
65. C
Specific images. Public-relations strategies are developed to create and maintain a specific image
or impression about an individual, team, or organization with the various publics they encounter. A
low profile, suitable illusion, or indifferent attitude might be considered a desired or specific type of
image.
SOURCE: PR:136
SOURCE: PR LAP 19—Play to the Fans
66. D
Establish a feeling of goodwill with all of the organization's fan bases. Public relations is defined as
a function of business designed to establish and maintain positive relationships between a
business and its various publics. Creating goodwill is a part of establishing positive relationships.
Developing positive relationships with sponsors and advertisers is often a function of public
relations; however, it is not always the primary consideration. Some sport/event businesses do not
have corporate sponsors or advertisers. The way to build positive relationships with local
businesses and media is to establish goodwill rather than boost sales and encourage publicity.
Publicity is one way that public-relations people communicate a message.
SOURCE: PR:136
SOURCE: PR LAP 19—Play to the Fans
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
67. A
Without ongoing fan support, a performer's popularity or an organization's profitability decreases.
Fans purchase tickets, memorabilia, and sponsorships and support tax initiatives. These actions
contribute to the level of popularity or profitability. Although spectators make up a very important
fan base, it cannot be assumed that all sport/event marketers consider it the most important fan
base. Public-relations strategies are designed to maintain a certain image by creating a feeling of
goodwill. Small sport/event venues are often successful in building and maintaining fan support
(e.g., Green Bay Packers).
SOURCE: PR:136
SOURCE: PR LAP 19—Play to the Fans
68. A
The means to spread news to the masses. Television, radio, newspapers, magazines, and the
Internet are media tools that can distribute information very quickly to a lot of people. By
maintaining positive, trusting relationships with members of the media, sport/event marketers can
often influence the media to distribute positive publicity and encourage them to be fair when
unfavorable news breaks. The media (e.g., broadcast) are often subject to government regulation.
Advertising is a paid form of promotion. Members of the media have a lot of control over the
content of their publications or broadcasts.
SOURCE: PR:136
SOURCE: PR LAP 19—Play to the Fans
69. D
Service their sponsors. A sponsorship is an agreement that allows a company to pay a fee to a
team or an event for the right to affiliate itself with that team or event. Sponsorship fees help
finance an event. Providing good service to the sponsors is important because the sponsor is more
likely to sponsor future events. Good service might include extra public acknowledgement, keeping
the sponsors informed about the event through occasional newsletters, or simply asking the
sponsor for his/her opinion about the sponsorship arrangement or the event. Advertising products,
encouraging vendor loyalty, and brand improvement are not primary reasons for event organizers
to communicate information and provide extra benefits.
SOURCE: SE:326
SOURCE: Graham, S., Neirotti, L.D., & Goldblatt, J.J. (2001). The ultimate guide to sports
marketing (2nd ed.) [pp. 193-194]. New York: McGraw-Hill.
70. B
Extreme-sporting event. Extreme sports (e.g., skateboarding, surfing, snowboarding, skiing, and inline skating) have been gaining in popularity over the past decade. They are most often enjoyed by
a viewing audience that is made up of males 34 and under. It only makes sense that a
manufacturer of in-line skates would benefit the most from sponsoring an extreme-sporting event,
particularly one that includes in-line skating. Pro-football games appeal to a much larger (and often
older) male audience, and their sponsorships are quite costly. The opening ceremony of the
Olympics is watched by billions of people worldwide, thereby making a sponsorship opportunity for
a business on a limited budget cost prohibitive. Affinity-sporting events appeal to individuals who
follow nontraditional sports, such as bass fishing and rock climbing. Although they provide great
sponsorship opportunities for small businesses, WheelZ would receive the most benefit from
recognition that is consistent with its product line of in-line skates.
SOURCE: PR:155
SOURCE: Kaser, K., & Oelkers, D.B. (2001). Sports and entertainment marketing (pp. 80-82).
Mason, OH: South-Western.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
71. A
Cost avoidance. An event organization must determine what it wants from its sponsors before it
can develop a sponsorship program—it must set sponsorship objectives. A common type of
objective is cost avoidance, which means that the event will do what it can to reduce its expenses.
One way to do this is to barter for goods and services. For example, an event organization might
consider providing a printing company with a free, full-size ad in a program if the printing company
will print the event program free of charge. In this situation, the event organization is avoiding
paying for the program's printing costs. Revenue generation objectives focus on obtaining money
from sponsors. Activation objectives involve using a combination of strategies to develop a
relationship between the event and the sponsor that creates awareness (e.g., brand, event), drives
ticket sales, etc. Cost avoidance, revenue, and activation objectives might include promotionoriented goals for the event and the sponsor.
SOURCE: PR:155
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 144147). New York: John Wiley & Sons.
72. B
A soccer team works with local businesses and the media to create school mediation programs.
Community outreach projects can be short- or long-term programs and might involve the
participation and sponsorship of many entities. For example, a mediation and conflict resolution
program might involve soccer players speaking to students at schools. The media might sponsor
the event by providing air time for PSAs that publicize the program. In addition, local businesses
might become a financial sponsor or donate goods for student recognition programs, scholarships,
or events promoting the mediation program. A published story about a high-profile rock star is an
example of publicity. A track star who speaks to government legislators is engaging in lobbying
activities. An event coordinator who applies for operating permits is obeying the law.
SOURCE: PR:195
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 320-323,
338]. Champaign, IL: Human Kinetics.
73. A
Generates public support for a team. Sports teams that participate in community projects obtain
publicity from the local media. The favorable publicity creates a positive image of the team and
generates support from the public. Public support is a benefit to a sports team because it often
builds the fan base. As a result, the team earns more income. Most sports teams participate in
community projects because they know they will benefit on a long-term basis from a positive image
and strong public support. Coordinating local outreach projects does not necessarily improve
relations with the media, attract athletes from other sports, or decrease the need to advertise.
SOURCE: PR:195
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 320-323,
338]. Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
74. B
If a large event is scheduled in many cities over time. Because they tend to have extensive
resources, promoters or promotional agencies are often used by sport/event organizations to
coordinate and communicate information about various events. Ongoing scheduled events, such
as national or international concert tours, are generally more complicated to plan and execute due
to the variety of logistics related to different venues. If the sport/event organization does not have
the skilled personnel to execute complex promotional activities, it might consider hiring a
promotional agency. Although it is possible to use a promotional agency after an event has built a
positive reputation, it is not always necessary for small events. Many times, organizations
executing first-time events will hire a promotional agency. After a positive reputation has been
established and personnel understand procedures, the promotional agency might not be needed. A
promotional agency is generally not hired if the sport/event organization has hired skilled personnel
to execute activities. Because many factors (e.g., finances, event size, personnel, event type) are
considered when a sport/event organization hires a promotional agency, the level of committed
sponsorship is not always a consideration.
SOURCE: PR:210
SOURCE: Graham, S., Neirotti, L.D., & Goldblatt,J.J. (2001). The ultimate guide to sports
marketing (2nd ed.) [pp. 109-110]. McGraw-Hill.
75. C
Benefits. Sponsorship is defined as an agreement that allows a company to pay a fee to a team or
an event for the right to affiliate itself with that team or event. When selling sponsorships, it is
important to explain to prospective sponsors what they will get out of their financial investment in
terms of benefits and value. Sponsors are often concerned with factors such as their image,
amount of exposure, and the level of hospitality that they receive. Liability is defined as the debts,
usually money, that an individual or business owes to another entity. Deadlines often refer to due
dates to make a decision or complete an activity. Although deadlines are often a consideration in
some situations, it is generally not the primary focus of the sponsorship proposal. Confidentiality
refers to a level of privacy. Businesses generally become sponsors to generate name recognition
or reinforce brand awareness rather than secure their privacy.
SOURCE: PR:211
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 274, 277].
Champaign, IL: Human Kinetics.
76. A
Marketing rights. A sponsorship agreement is a legal document that specifies what a sponsor will
receive in return for affiliating itself with a sport/event. An important section of this document spells
out the marketing rights that a sponsor will receive, such as the right to be included in all of the
sport/event advertising or to use the sport/event name and logo on products. Both the sport/event
and the sponsor should have a clear understanding of these rights before signing the agreement.
Selling policies are general rules established by management to guide the personal selling effort
and outline how things must be done. Although sponsors pay a fee to affiliate with a sport/event,
the sponsorship agreement is not concerned with the sponsor's sources for obtaining financing.
The sponsor's hiring practices are not part of the sponsorship agreement.
SOURCE: PR:212
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 459462). New York: John Wiley & Sons.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
77. A
Benefit both parties. A sponsorship is an agreement that allows a company to pay a fee to a team
or an event for the right to affiliate itself with that team or event. A sponsorship agreement is a
contract that outlines the rights and responsibilities of the sport team and the sponsor. As a
contract, the sponsorship agreement should include provisions that benefit both participants, such
as financial support in exchange for organizational exposure. Benefits can be tangible or intangible,
but it is nearly impossible to guarantee that the arrangement will meet or exceed 100 percent of the
sponsor's expectations. Although it is possible to include third-party input (e.g., legal counsel), it is
not necessary.
SOURCE: PR:212
SOURCE: SponsorVision® (1990-2002). Professional sponsorship selling (pp. 5, 58-64). Tacoma,
WA: SponsorVision®.
78. C
Ambush marketing. Ambush marketing is a promotional technique whereby a nonsponsoring
business tries to associate with an event in order to gain recognition as a sponsor. There are many
strategies businesses can use to engage in ambush marketing. One strategy involves associating
with or sponsoring a specific athlete, performer, or team. Sponsoring a person or team is often less
expensive than sponsoring a large event such as the Olympics. When a nonsponsor places
advertising during a high-profile event and makes an association (e.g., congratulating a medal
winner) with someone or something related to the event, it is engaging in ambush marketing
tactics. Sales promotion refers to promotional activities other than advertising, personal selling, and
publicity that stimulate customer sales. Copyright infringement refers to individuals or organizations
that use copyrighted material and are not authorized to do so. Sponsorship is an agreement that
allows a company to pay a fee to a team or an event for the right to affiliate itself with that team or
event.
SOURCE: PR:198
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [p. 370].
Champaign, IL: Human Kinetics.
79. C
An e-mail sender asks the message receiver to forward the message to 10 friends. Viral marketing
is a web-based technique in which a marketer encourages people to send or forward its messages
to others, usually via e-mail. Viral marketing is a kind of online "word-of-mouth" promotional tactic.
Stadium banners, blimps, and posters are forms of outdoor advertising.
SOURCE: PR:199
SOURCE: Marketingterms.com. (n.d.). Viral marketing. Retrieved March 16, 2007, from
http://www.marketingterms.com/dictionary/viral_marketing/
80. B
Holding a contest during a game or performance. Sales promotion involves promotional activities
other than advertising, personal selling, and publicity that stimulate customer purchases. These
activities might include a special event such as holding a contest during a game or performance.
The purpose of the special event during a game or performance is to attract attention and increase
ticket sales. For example, several fans are selected to participate in a skill contest during halftime
in an attempt to win a large monetary prize. The contest encourages many people to buy tickets to
the event in the hope of being one of those selected. Advertising prices, using telemarketers, and
planning an interview are not sales-promotion strategies.
SOURCE: PR:213
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 264266). New York: John Wiley & Sons.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
81. B
Free autographed baseballs are given to the first 100 attendees on little-league day. Sales
promotions are promotional activities other than advertising, personal selling, and publicity that
stimulate customer purchases. A special event is any happening arranged for a special reason.
Sport organizations often develop sales promotions in conjunction with special events to attract
customers and increase attendance rates. In the example, the professional baseball organization
has established a special event for the area's little-league teams. This usually involves group sales
(little-league organizations), discounted ticket prices, and special recognition sometime during the
game. When the professional baseball organization gives away baseballs to the first 100 people
who enter the stadium gates, it is using sales promotion in conjunction with the little-league day
(event). Statistics and articles are content that usually appear in the team's program and are not
examples of a special event or a sales promotion. In addition, logo merchandise sold in the team's
retail store and bundled concession items are not examples of sales promotion or special events.
SOURCE: PR:213
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook (pp. 258261). New York: John Wiley & Sons.
82. D
A pregame autograph and photo session for fans with the team's players. Special promotional
events, such as autograph and photo opportunities, are productive ways to increase game
attendance. The appearance of celebrities, special half-time or intermission performances or
programs, and merchandise giveaways (e.g., baseballs given to the first 200 game attendees) are
tools commonly used to increase interest and game attendance. A postgame dinner for the team
players and their families does not generate an increase in event attendance. Although distribution
of the sports program may generate interest, it does not necessarily increase attendance. Many
fans like to eat at a sporting event; however, most do not attend primarily for food consumption
and, therefore, food is not a primary factor used to increase attendance to particular sporting
events.
SOURCE: PR:214
SOURCE: Helitzer, M. (1999). The dream job: Sports publicity, promotion and marketing (3rd ed.)
[p. 333]. Athens, OH: University Sports Press.
83. D
Product. The venue is the building or place where the sport or event occurs. Therefore, the venue
is part of the product because spectators experience the sport or event in that facility or location.
Selling the venue is part of selling the product because if spectators are not satisfied with the
venue, they may not attend the sport or event. For example, if a concert hall is in poor condition or
located in an unsafe part of town, people may not buy tickets to a concert because they do not like
the venue. The venue is the facility or location. The market is a customer or a potential customer
who has an unfulfilled desire and is financially able and willing to satisfy that desire.
SOURCE: SE:319
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [p. 125].
Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
84. B
Fee and payment schedule. Negotiating a sport/event sponsorship contract is often a complex
process. Both the sport/event and the sponsor want to negotiate the best deal. An important factor
usually is agreeing on the fee the sponsor will pay and the payment schedule. Depending on the
type of sport/event, a sponsor may negotiate to pay a certain amount in cash and then provide
complimentary goods and services that the sport/event needs to operate. The date and time of the
sport/event is usually established before a sponsorship contract is negotiated. Negotiating a
contract does not involve agreeing on the size and interest of the audience or the cost of planning
and producing a sport/event. The sport/event usually estimates total cost before seeking
sponsorships.
SOURCE: SE:322
SOURCE: Supovitz, F. (2005). The sports event management and marketing playbook
(pp. 206, 212-213). New York: John Wiley & Sons.
85. C
Various contract negotiations. An agent is a person who is authorized to act in the best interests of
a client (athlete). Agents help athletes make decisions about their careers. Some duties include
handling various contract negotiations for the athlete, including team contracts, compensation and
benefit packages, and endorsement contracts with businesses. The negotiations require the agent
to determine a monetary valuation of the athlete's services, rather than the team's services. The
agent also advises the athlete about personal conduct considerations, post-career financial
security, and second-career options. Hall of fame induction processes vary by sport, do not involve
all athletes, and do not usually require endorsements.
SOURCE: PM:143
SOURCE: Shank, M.D. (2002). Sports marketing: A strategic perspective (2nd ed.) [pp. 28-29].
Upper Saddle River, NJ: Prentice Hall.
86. D
Send a thank-you card to each of the meeting participants. An important part of the sales follow-up
process is sending thank-you cards to each person who participated in the sponsorship meeting.
Although it is a small gesture, a hand-written note thanking the participants for their time might
influence their decision about sponsoring the event. Taking the time to write a thank-you card
indicates that the event organizer values the business's support. The event organizer should fax a
copy of the proposal to the company's decision maker if a meeting participant requests it. In most
cases, the event organizer provides the potential sponsor with a written proposal before or during
the meeting. Not all sponsorship prospects request pricing adjustments. In addition, the event
organization's sponsorship objectives and policies determine whether pricing options are
adjustable. It is not appropriate to ask meeting participants for other sponsorship referrals without
first thanking them for the meeting.
SOURCE: SE:323
SOURCE: SponsorVision® (2002). Professional sponsorship selling (2nd ed.) [p. 50]. Tacoma:
WA, SponsorVision®.
87. B
Conduct follow-up activities. Follow-up is an important step in acquiring sponsors for an event.
Follow-up involves contacting the prospective sponsors to determine if they have any questions
about the proposal. Answering questions can clarify information (e.g., deadlines), correct
misunderstandings, and turn objections into selling points, which may sway an indecisive business
to sign on as an event sponsor. Sponsorship benefits should be discussed during the presentation
of the sponsorship proposal. An event organizer evaluates the success of sponsorship activities
after the event has taken place.
SOURCE: SE:323
SOURCE: SponsorVision® (2002). Professional sponsorship selling (2nd ed.) [p. 50]. Tacoma:
WA, SponsorVision®.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
88. D
Value in kind (VIK). VIK is a benefit that gives sport/event organizations lower costs on the goods
and services they need. This arrangement allows a sponsor to pay part or all of its fee with goods
or services rather than cash. Nike providing free skates to a hockey team it sponsors is an example
of a VIK arrangement. Exploitation is a sponsor's investment in advertising and promoting the
organization or event above and beyond the basic partnership. Relationship marketing is a strategy
in which businesses spend time with current and prospective clients outside the office setting to
enhance the partnership. Exclusivity is the sponsor's privilege of being the only company in its
particular category of goods or services.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
89. D
Public relations. When companies sponsor sport/event organizations that display characteristics
they want consumers to associate with their products, they enhance public relations. Most
sponsors are trying to either create or maintain a certain image. Associating with a sport/event
organization helps them do so. For example, luxury car makers like to associate with sports that
consumers view as "classy," such as golf or sailing. Relationship marketing is a strategy in which
businesses spend time with current and prospective clients outside the office setting to enhance
the partnership. It enhances business-to-business relations, not public relations. Associating with a
sport/event organization because of its characteristics and qualities does not have an impact on
exclusivity or sales and sampling opportunities.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
90. B
Exclusivity. Exclusivity is the sponsor's privilege of being the only company in its particular category
of goods or services. By being the only bank affiliated with your sport/event organization, Bank of
America is enjoying exclusivity. Value in kind (VIK) is an arrangement in which the sponsor pays
part or all of its fee with goods or services. "Ownership" is the sponsor's opportunity to "own" part
of the event, such as the pregame show or the MVP award. Presenting sponsorship is a
partnership in which the sponsor's name succeeds the event's name, such as the Grand Ole Opry
presented by Cracker Barrel Old Country Store.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
91. B
"Ownership." "Ownership" is the sponsor's opportunity to "own" part of the event, such as the
pregame show or the MVP award. Naming the pregame report for Taco Bell gives the company
"ownership" in your event. Exclusivity is the sponsor's privilege of being the only company in its
particular category of goods or services. The pregame show doesn't affect exclusivity, sales and
sampling opportunities, or fund-raising opportunities.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
92. A
Create interest in your organization or event. The first step in a sponsorship presentation is to
create interest in your organization or event. Creating interest in the sponsorship opportunity,
giving event details, and explaining how the prospective sponsor can get involved all come after
this step.
SOURCE: SE:321
SOURCE: SE LAP 127—Selling Sponsorships
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
93. A
Sponsorship objectives. Sport/Event organizations often qualify their sponsorship prospects so
they do not expend energy appealing to businesses that will mostly likely not consider sponsorship
options. To determine if a business is a potential sponsor, the sport/event organization often looks
to the business's sponsorship history (e.g., who, when, how much). When developing sponsorship
relationships, it is important for the sport/event organization and sponsors to have compatible
images and goals. Therefore, it is important for the sport/event organization to understand the
potential sponsors' sponsorship goals. Sponsors do not always manufacture or produce goods.
Financial policies are the rules that employees must follow regarding company financial matters.
Quantity standards are the established specifications used to measure the amount of work
produced.
SOURCE: SE:324
SOURCE: SponsorVision® (2002). Professional sponsorship selling handbook (p. 21). Tacoma,
WA: Author.
94. B
Related businesses. Related businesses are those businesses that have some association with the
specific event. Related businesses often are interested in sponsoring events because there is a
logical connection between their products and the type of event. In the example of auto racing,
related businesses might include automobile dealerships and automotive supply companies. Also,
the customers of related businesses are more likely to attend the events, which allows the
businesses to reach their target market. Athletic competitors are the individuals who compete in
sporting events. Charitable organizations often receive revenue from events organized for the
specific purpose of supporting the charity. Nonprofit organizations often do not have additional
funds that could be used for event sponsorship and are frequently the recipients of funds raised
through events.
SOURCE: SE:324
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (1993). Sport marketing (pp. 216-217). Human
Kinetics Publishers.
95. D
Providing efficient, ongoing service. When a sponsorship agreement has been signed, a
sport/event organization should maintain communication with a sponsor. By assigning a specific
person to work with the sponsor, the sport/event organization provides a central contact for the
sponsor. The employee works with the sponsor to coordinate promotional materials (e.g., signs,
graphics, copy) and to answer questions. By communicating on an ongoing basis, the sport/event
organization builds goodwill by providing good service. Advertising is a form of nonpersonal paid
promotion. Sponsorship does not necessarily expand advertising opportunities for sponsors
because the terms of each sponsorship agreement vary and advertising is not always a
component. Special orders are sales requests for items that are not normally stocked by a
business. Sponsorship does not necessarily maximize mass-media exposure for sponsors
because the terms of each sponsorship agreement vary and mass-media exposure is not always a
component.
SOURCE: SE:326
SOURCE: Supovitz, F., & Goldblatt, J. (2005). The sports event management and marketing
playbook (p. 214). John Wiley & Sons.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
96. B
Sponsorship. A sponsorship is an agreement that allows a company to pay a fee to a team or an
event for the right to affiliate itself with that team or event. One of the objectives of a sponsorship
may be to obtain the right to name a sport or entertainment event. For example, some companies
pay millions of dollars to name championship football games, such as Tostitos which sponsors the
Fiesta Bowl. As a result of the sponsorship, the game is known as the Tostitos Fiesta Bowl. A
licensing agreement is a written document that specifies the terms of a licensing arrangement. A
franchise arrangement is a contractual agreement between a parent company and a franchisee to
distribute goods or services. An affiliation is an association with an organization that does not
necessarily involve obtaining the right to name an event.
SOURCE: PR:155
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A.(2000) Sport marketing (2nd ed.) [pp. 264-265].
Human Kinetics Publishers.
97. D
To help sponsors justify the investment. Sponsors expect a certain return on their investment when
they contribute to a sport/event. To help sponsors justify their investment, sport/event marketers
should develop proof-of-performance packages that describe the benefits the sponsors received.
For example, a proof-of-performance package might explain the number of advertising exposures
and translate that information into the number of potential customers that were reached. The
package might describe how the sponsor's brand or image was promoted. Besides the number of
people who attended the event, the proof-of-performance package might include an estimate of the
number of people who viewed the event on television or read about it in the newspaper. The goal is
to reinforce the belief that sponsoring a particular sport/event was a worthwhile investment.
Marketers explain the sport/event, list important participants, and provide information about the
facility during the process of seeking sponsorships.
SOURCE: SE:325
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 278-279].
Champaign, IL: Human Kinetics.
98. A
Grant money. Many amateur sport organizations are nonprofit groups that rely on government
support or contributions so they are able to operate. These organizations often solicit grant money
from foundations or other groups that give money to worthy causes. For example, youth athletic
programs often solicit grant money from local foundations to purchase equipment and uniforms.
Amateur sport organizations do not solicit media coverage or free publicity in order to be able to
operate. Organizations solicit playing locations, such as school gymnasiums, rather than playing
time.
SOURCE: SE:348
SOURCE: Mullin, B.J., Hardy, S., & Sutton, W.A. (2000). Sport marketing (2nd ed.) [pp. 260-261].
Champaign, IL: Human Kinetics.
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
(Unit A) Mid-Term Assessment Key
99. A
International Olympic Committee. Governing bodies in the sport industry are responsible for
regulating and overseeing one or more sports. Some governing bodies, such as the International
Olympic Committee, oversee multiple sports, while other sport governing bodies (e.g., the National
Basketball Association) regulate just one sport each. Also, while some governing bodies like the
International Olympic Committee operate internationally, others oversee sport activities at the
national, state, or even local level. Regardless of the scope or level, sport governing bodies
commonly establish and enforce rules impacting player eligibility, player selection, equipment,
safety, drug use, etc. While the National Collegiate Athletic Association (NCAA) is a governing
body, the NCAA Men's Basketball Championship is not. Instead, it is a sport tournament. The
Washington Nationals Baseball Team and Rahal Letterman Lanigan Racing are not governing
bodies. The Washington Nationals are a baseball team located in Washington, D.C. Rahal
Letterman Lanigan Racing is an auto-racing team formerly known as Team Rahal.
SOURCE: PD:279
SOURCE: Olympist. (2010). International Olympic Committee (IOC). Retrieved May 23, 2012,
from http://www.olympist.org/summer-olympic-history/international-olympic-committeeioc.html
100. C
Advertising tool. A promotional calendar of events lists all of the dates and times of scheduled
events. The calendar can be printed in a convenient format and used as an advertising tool. For
example, small calendars can be mailed to potential customers or given to retailers to make
available to customers. Large calendars can be used as posters and distributed to related
businesses. The promotional calendar advertises the events and continues to remind customers of
the events throughout the season. A promotional calendar of events is not used as a policy guide
or an operating system. Although the calendar may contain pricing information, the calendar is not
used as a pricing document.
SOURCE: PR:209
SOURCE: Waters, S. (n.d.). Planning promotional events. Retrieved January 10, 2012, from
http://www.retail.about.com/od/marketingsalespromotion/a/prom_calendar.htm
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Appendix C
21st Century Skills
Grand Slam: Advanced Sport/Event Marketing Course Guide
© 2012, MBA Research and Curriculum Center®
Page C-2