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Adam G. Pfleegor

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Adam G. Pfleegor and Chad S. Seifried

The debate between building new sport and recreation facilities or renovating existing venues has engrossed sport managers (Barghchi, Omar, & Aman, 2009; Galvan, 2006; Grant-Long, 2005; Rosentraub & Ijla, 2008; Seifried, 2010). Interestingly, the individuals entrusted with making investment decisions on these facilities often lack knowledge of this process. Many sport management programs include courses related to facility management; however, they rarely include curriculum items on the renovation of culturally valuable sport and recreation buildings. The main purpose of this paper is to propose heritage management as an important component to sport and recreational facility management and to showcase an example of this initiative that was incorporated into a facility management class. This teaching methodology on heritage management allows students to understand how to create valuable contributions to their field while simultaneously learning about the culture and history of sport venues.

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Christopher R. Barnhill, W. Andrew Czekanski, and Adam G. Pfleegor

The aim of this study was to present a multifaceted sampling of sport management students in the United States prior to their first discipline-related course. Specifically, the demographics, backgrounds, and expectations of undergraduate students who enroll in sport management programs are explored. From demographic and performance standpoints, the results indicated that sport management students are not as diverse and have lower grade point averages than the general undergraduate population. The results also indicated that students have an unclear perspective of the potential career paths available to someone with a sport management degree. Finally, implications on student recruitment, retention, satisfaction, and career preparation are suggested. Specifically, the results urge faculty and instructors to discuss appropriate career expectations with students early in the sport management curriculum.

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Khirey Walker, Brian P. Soebbing, Chad S. Seifried, and Adam G. Pfleegor

Finisher Sports went from a small business to one of the top sports apparel businesses in the United States under the leadership of its founder, George Taylor. After declaring bankruptcy, Taylor sold the business to Carol Anthony, President and CEO of Star Brand Group. Since the purchase, the Star Brand Group believed that Finisher Sports had not realized its full revenue potential. Thus, Anthony organized a think tank to devise solutions. The purpose of the case study is for students, as the members of the think tank, to examine Finisher sports from marketing and organizational behavior perspectives, particularly focusing on the role that the company’s history plays in the marketing and strategic components of the company.