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1 – 3 of 3Galen Clavio, Patrick M. Kraft and Paul M. Pedersen
The PGA Tour/Tiger Woods golf series was examined for brand and product placement and found to have 2,100 identifiable brand images, with all but one occurring in the final three…
Abstract
The PGA Tour/Tiger Woods golf series was examined for brand and product placement and found to have 2,100 identifiable brand images, with all but one occurring in the final three years. Brands appearing most frequently included Oakley, Nike, adidas, TW Nike and Tag Heuer. By product category, Nike was leader in equipment (36%) and Oakley in apparel (31%). The results indicate that video games are increasingly seen as viable marketing avenues.
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David Pierce, Jeffrey Petersen, Galen Clavio and Bradley Meadows
The purpose of this study is to examine the current state of job announcements relating to sport ticket sales and service positions in the USA.
Abstract
Purpose
The purpose of this study is to examine the current state of job announcements relating to sport ticket sales and service positions in the USA.
Design/methodology/approach
Content analysis methodology was utilized to examine 733 sport sales job announcements from two subscription‐based sport job websites posted over a six month time period.
Findings
Sport sales jobs were geographically clustered with over half of the positions within only eight states, led by California (12.7 percent), New York (9.3 percent), Texas (7.2 percent), and Florida (7.2 percent). The majority of organizations posting jobs were specific teams or integrated sport/entertainment companies owning specific teams (76 percent), followed by media firms (11 percent), outsourced sales firms (6 percent), and sporting goods companies (6 percent). Of the 12 major job types, inside sales positions were the most common (32.3 percent) followed by sponsorship sales (13 percent) and media advertising (12 percent). Logistic regression revealed that directors and non‐entry level hires were more likely to supervise other salespeople and utilize consultative sales techniques, while a strong work ethic and cold calling was sought from entry‐level personnel.
Practical implications
Sport sales hiring managers and sport management academicians can utilize survey results in preparing education and training programs for entry‐level sport salespeople, including the use of experiential learning and sport sales combined.
Originality/value
As the first study to empirically examine the nature of sport sales positions, it provides academicians and future sport management and sales employees with the elements of sport‐related sales most prized within the sport industry.
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