Articles in this issue:

  • Ted Peetz

    Nicholas was finally getting settled at his new job as assistant director of marketing at the University of Nevada Las Vegas (UNLV). He believed his degree and internship experience with his alma mater’s athletic department had prepared him well for his new position. During his interview he discovered that part of his job responsibilities would include working on a task force charged with developing marketing strategies to increase student attendance at the university’s men’s basketball games. The athletic department had recently noticed a pattern occurring with student attendance at home...Read more

  • Adrien Bouchet
    Khalid Ballouli
    Gregg Bennett

    This research explores the challenges of developing a ticket sales force within a collegiate athletic department by investigating the difficulties one BCS college faced over the course of a decade amidst the implementation and management of a ticket sales force. The athletic department at the University of Miami was the first of its kind to establish a ticket sales force similar to that of professional sports organizations in that it would constitute its own directors and management team within the department. Like many metropolitan universities, the University of Miami athletic department...Read more

  • Thomas A. Baker III
    Kevin K. Byon

    According to Fullerton (2010), licensing is a value adding process that provides sport organizations (both licensor and licensee) with significant revenue streams. For instance, the National Football League (NFL) is projected to earn $2.7 billion from the sales of logoed merchandise (Rovell, 2010). In order for sport organizations to maximize benefits as licensors and licensees, it is imperative that they develop and maintain a licensing plan for copyrighted marks and logos. A well-developed licensing plan would guide sport organizations in protecting the brand value of their own works and...Read more

  • J. Garry Smith
    Donald P. Roy

    Although ticket sales represent the most important source of local revenues for most sport teams, relatively little research has addressed the relationship of selling activities to marketing performance. Drawing on the sport marketing, sales, organizational behavior, and psychology literatures, this research produces an integrative framework that links the organizational and individual influences on the selling activities of sales representative in sport organizations with the value-creating outcomes of higher customer retention that arise from customer loyalty and reduced turnover in the...Read more

  • David Pierce
    Jeffrey Petersen
    Bradley Meadows

    This study assessed the effect of an experiential, client-based sport sales course where 44 undergraduate sport management students at a Midwestern university completed a quasi-experimental nonequivalent control group research design. The 24 students in the experimental (enrolled) group completed an experiential, client-based sport sales course selling season tickets for an intercollegiate athletic department, and the control group consisted of 20 students with no sales experience. Three instruments were utilized, including a sport sales perception survey (Pierce & Petersen, 2010),...Read more

  • Richard L. Irwin
    William A. Sutton

    Sales coaching has long been considered one of the most important activities influencing sales performance (Corcoran, Peterson, Baitch, & Barrett, 1995). Despite the importance of sales and sales coaching, limited academic or scholarly attention has been directed toward this topic in sport management. While the inclusion of sales-oriented coursework within sport management curricula appears to be on the rise, limited information has been made available on coaching/teaching methods. Similarly, little content has been published on how sport enterprises select, train, and retain sales...Read more