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This paper analyses the media ownership of professional sports teams. The theory of vertical integration is used to identify internal efficiency gains, lower uncertainty and increased market power as general explanations. The industryspecific reasons are examined, particularly the importance of securing access to broadcasting rights. The potential implications for teams, leagues and fans are discussed. It is suggested that media ownership of teams may undermine the sporting and financial viability of leagues thus necessitating intervention by sports administrators and government regulators.

This paper aims to take International SPOrt (ISPO) as a typical case to study how exhibition organizers can reshape their relationship with users through business model innovation to answer the question that how enterprises can help the exhibition industry to upgrade and develop through business model innovation in the internet environment.

Faced with the development of internet technology, the impact of online platforms, the relationship between exhibition organizers and their customers are facing unprecedented challenges. On the basis of the literature review, this study analyzed the innovation of exhibitors’ business model from three modules: value proposition, revenue logic and cost base and how to reshape their interaction with users through innovation. This study systematically analyzed the innovation of the ISPO business model and the process of reshaping its relationship with users and dynamic interaction with a single case study method.

The main conclusions are as follows: the starting point of reshaping the relationship between exhibition organizer and users in the internet era is to re-understand the needs of customers, the key point of reshaping the relationship is to further cultivate the industrial value and the sustainability of the relationship lies in the customer life cycle management.

From the perspective of exhibition organizers filling the gap of case study in the field of the exhibition. In the area of the exhibition, previous studies rarely started from the perspective of exhibition organizers, but, this paper discusses the interaction between exhibition organizers, exhibitors and visitors from this perspective in this study.

The purpose of this paper is to accomplish several goals. First, it studies the relevance of the sports sector as part of the entertainment industry. Second, it identifies promising markets within the sports industry, paying special attention to the relative importance of soccer in the context of team-sport leagues. Finally, the paper helps entrepreneurs to recognized market opportunities in the sports industry by identifying the soccer clubs that were found to be low-risk global brands.

To evaluate the relevance of the entertainment and sports industries, both in the USA and EU-28, the authors rely on their respective contribution to the domestic product and to employment. Two procedures are proposed for establishing the status of global sport leagues: one is based on the annual revenues and the other on the degree of interest that the public shows for each professional sport league. (The latter is performed by comparing the intensity with which internet users search for contents related to each of the Top-10 sports leagues worldwide.) Finally, by estimating the fixed effects of a model in which sport performance is filtered out, we calculate the expected low-risk revenues that clubs generate due to their heterogeneous brand value.

This paper reaches some few relevant results. First, we find that the greater employment opportunities in the European sport industry are concentrated in the UK, Spain, France and Germany, which may orientate entrepreneurs to start projects in promising sport markets. Then, data on annual revenues is used to rank the main team-sport leagues worldwide: NFL, MLB, NBA, Premier League and NHL. Another rank is based on the degree of interest of fans (as captured by Google Trends) yields a different result, where the NFL, NBA and the UEFA Champions League are, respectively, at command. Besides, the paper also ranks clubs as valuable assets by identifying which of them are low-risk soccer brands. The empirical study provides insights to select business opportunities by targeting the less-risky clubs or leagues, by calculating the expected annual revenues of clubs regardless of their recent sports performances.

This paper is innovative in two ways. First, it develops an analysis based on Google Trends to establish the comparative status of team-sport leagues worldwide. Second, by adopting an original empirical approach, it identifies markets and brands to carry out low-risk entrepreneurial projects. The expected potential revenues derived from this procedure are not contingent to the risk due to poor sport achievements in a particular season. To our knowledge, researchers have not computed in the past such calculations as that we name here low-risk revenues.

In the last two decades sports studies and sports management journals have called for there to be research in sports management that explores sports links to mainstream management analyses. The purpose of this paper is to argue that in many ways the sports sector is dominated by small and medium sized enterprises (SMEs), which have a different dynamic to larger entities and therefore should be analysed accordingly. This paper applies an SME perspective on English professional football clubs.

This paper, drawn from 22 semi‐structured interviews with key individuals in the English professional football (soccer) industry, employs an interpretivist approach of semi‐structured interviews of key personnel to provide an account of the business practices prevalent in the English football industry.

The findings are as follows: that the sports industry can be regarded as one that is largely constituted of elements that are ascribed with characteristics associated with SMEs called archetypal SMEs, either in entity size, turnover or mentality; that much analysis of the administration and management of the sports industry fails to assess the sector through the prism of SME “modelling”; there are areas of engagement with SME literature that could be useful to the analysis of the management of the sports industry.

This paper does what few other papers have achieved by outlining that the sports industry can be effectively examined by applying “SME perspectives” to help explain what might appear to be their idiosyncratic characteristics.

The purpose of this study was to gather insights from sport marketing professionals and identify key opportunities, challenges and knowledge that sport marketing educators and researchers could utilize in developing curriculum and research agendas.

A qualitative approach was used, and data were collected through in-depth interviews with 15 sport marketing professionals. Participants were asked questions related to the knowledge, skills and experiences that they believe are important for students to have to be successful in the industry, as well as the types of research that would be most useful in their day-to-day work.

Industry professionals noted collaboration, transformation in digital marketing, data and analytics and experiential marketing as key trends facing the industry today. The findings suggest that sport marketing curriculum should focus on soft skill development such as communication, relationship building and empathy alongside hard skill development such as data analysis and storytelling. As well, findings show research areas where scholars can aid practitioners with a focus on consumer insights, technology, measuring ROI and experiential marketing.

With these findings, educators and scholars can better prepare students for successful careers in industry and contribute to the ongoing advancement of the scholarly field. This study serves as a starting point for further research in this area, and it is hoped that it will spark continued collaboration between academia and industry.

The North American professional team sports industry has long been thought of as recessionproof or recession-resistant. Like the brewing industry, pundits have suggested the average consumer will forego certain discretionary income purchases but not relinquish "basic needs" . This paper raises questions about the viability of that logic by suggesting the economic conditions of sport in America in 2002 will be unlike any sport marketers have seen in the last 30 years. Fundamental to this review is a clear understanding of recession economies, the financial foundations of contemporary American spectator sports and how sport marketers may need to change their short-term marketing strategies.