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William A. Sutton

This paper recommends an approach to the development and implementation of marketing plans with regard to intercollegiate athletic programs The thoughts expressed herein are based upon marketing theory and research advertising, and promotional management principles commonly used in mainstream business and industry but often overlooked in sport and athletics The author provides a series of steps to serve as guidelines for the sport manager/athletic director. By incorporating the theories and ideas set forth in this paper, the sports practitioner would be better equipped to develop a marketing plan applicable to the uniqueness and requirements of his or her particular institution or service area.

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Richard. L. Irwin, Richard M. Southall and William A. Sutton

In 2004, Andy Dolich (president of business operations for the National Basketball Association’s [NBA] Memphis Grizzlies), decried the lack of sales training in sport management curricula. In response to that criticism, this paper provides a history and description of a metadiscrete sales-training program recently developed and implemented at two universities. This paper is designed to serve as a blueprint for faculty interested in enhancing their understanding of the theoretical underpinnings and practical logistics of implementing a similar sales-training program in their curriculum. It is the authors’ contention that such programs, based on sound pedagogical principles, can enhance the process of reconnecting sport management curriculum to the 21st-century sport-industry.

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James M. Gladden, George R. Milne and William A. Sutton

In an effort to enhance the organization's image and increase its revenues, sport managers should incorporate the concept of brand equity, the strength of a team/university name in the marketplace, into strategic marketing efforts. This article, building on Aaker's (1991) theoretical structure, develops a conceptual framework of brand equity applied to Division I college athletics. The brand equity framework provides a closed-ended system whereby antecedents (team-related, university-related, and market-related) create brand equity that then results in marketplace consequences (e.g., national television exposure, ticket sales). These consequences then feed into a marketplace perception that impacts the antecedents of brand equity through a feedback loop. Directions for future research efforts that address evaluating the validity of the model, implications for different sports within Division I athletics, and relationships to other popular marketing concepts are offered.

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James M. Gladden, Richard L. Irwin and William A. Sutton

Following a decade that produced astonishing player salaries, continued player mobility, widespread corporate involvement, and skyrocketing ticket prices and broadcast rights fees, North American major league professional sport teams enter the 21st century encountering a number of significant challenges. An analysis of the aforementioned trends yields valuable insight into the future of professional team sport management in North America and leads to the identification of a primary concern of team owners and operators, that of managing the franchise's brand equity. With team owners increasingly reaping profits from the long-term appreciation of the team's value while continuing to lose money on a yearly basis, there will be an increased focus on strengthening team brands. This new focus will lead management to build and maintain brand equity through two primary means: the acquisition of assets and the enhancement of customer relationships. Each of these predictions is explained in depth in this paper and examples are provided.