There is a significant need for identifying marketing techniques and strategies to enhance the career opportunities of the sport psychologist. Unfortunately, few sport psychologists have the entrepreneurial skills needed to reach alternative target markets. Professional service marketing can help the sport psychologist identify and develop strategies for employment and career opportunities. This paper examines current issues concerning the sport psychology profession, the role of marketing in professional service organizations, and a six-step marketing procedure for creating a professional marketing plan for the sport psychologist. The six steps of the marketing process include (a) situational analysis, (b) identification of service availability, (c) market assessment, (d) identification of decision-making roles, (e) marketing plan, and (f) evaluation process.
Charmaine DeFrancesco and Joseph J. Cronin
Cheri Bradish and J. Joseph Cronin
Over the past decade, there has been a groundswell of support within the sport industry to be “good sports”, as evidenced by a growing number of, and commitment to, “giving” initiatives and “charitable” programs. Consider the following examples:
• In 1998, the “Sports Philanthropy Project” was founded, devoted to “harnessing the power of professional sports to support the development of healthy communities.” (Sports Philanthropy Project, 2009) To date, this organization has supported and sustained over 400 philanthropic-related organizations associated with athlete charities, league initiatives, and team foundations in the United States and Canada.
• In 2003, “Right To Play” (formerly Olympic Aid) the international humanitarian organization was established, which has used sport to bring about change in over 40 of the world's most disadvantaged communities. Of note is their vision to “engage leaders on all sides of sport, business and media, to ensure every child's right to play” (www.righttoplay.com).
• In 2005, the Fédération Internationale de Football Association (FIFA) became one of the first sport organizations to create an internal corporate social responsibility unit, and soon thereafter committed a significant percentage of their revenues to related corporate social responsibility programs (FIFA, 2005).