M-ENT-5-06-TC-03-F STRATEGIC MANAGEMENT FOR SPORTS ORGANIZATIONS COORDINATOR 1

Lionel Maltese

PROFESSOR

Dr. Lionel Maltese and Roland Louvet

OFFICE

Room 313a

TELEPHONE

04 91 82 78 00

E-MAIL

[email protected]

OFFICE HOURS

Wednesday pm 5-7 and by appointment

CLASSROOM(S) COURSE HOURS

See timetable section

COURSE DELIVERABLE Article presentation Exercises and class participation Final Exam

DUE DATE

WEIGHT ON FINAL GRADE 20% 30% 50%

Euromed Management et ses professeurs vous encouragent à considérer vos Pro-Acts, vos missions entreprises et vos stages comme des occasions privilégiées pour l’application des réflexions, des théories, des concepts et des outils présentés durant ce cours 2

2 INTRODUCTION AND OBJECTIVES Course Purpose & Objectives This course presents a strategic model for sports events using Resource-Based View approach. After the strategic assets identification (sponsoring, reputation, relational and physical resources) and specific dynamic capabilities, various cases analysis are discusses in the context of international sports events. The main goal of this course is to give a “sensemaking” approach to create, develop and maintain sustainable performance in sports event organizations. « There is no separation between sports and entertainment… merge them together and create something unique ». Robert Johnson (Onwner Charlotte Bobcats) This course is designed to provide students with systematic means to analyze and develop strategies using concepts and theories of marketing in a sports business context. More specifically, by the end of this course students will: (1) develop an understanding of the strategic role of marketing in sports business firms and the importance of appropriate decision making (2) develop skills necessary to utilize the course’s tools and frameworks, designed to identify revenue opportunities, and make strategic sports marketing decisions. (3) develop responsible leader and strategic skills in the sports marketing business context. The course consists of lectures, exercises, article discussions, groupwork, presentations and a brand project. The course content has relevance to students pursuing different career goals in virtually any type of organization linked to sports or leisure activities with a strong sport dimension. Course Contribution to develop, and practice, a sense for innovation, entrepreneurship and creativity in the specific industrial sector of specialization With the aim of strategic management, the students will work on sport organisations business plan and models in order to innovate and construct strong commercial brands. Marketing decisions on sports events and communication supports deployment will be in the heart of entrepreneurial choices to create sustainable performance for professional sport organizations. Course Contribution to Application of Critical Thinking Two main discussion will be integrates during the course: -

The balance between resource-based (Intent) and classical competitive (Fit) approaches to study and analyse sport organizations.

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The specificity of expressive and powerful sport brands associated to various key instable stakeholders with high personality (athletes, coaches, media, cities, sponsors, suppliers…). In this sense, one of the key questions will focus on an other e balance between reputation and brand construction in sport organizations.

Course Description This course will use a variety of teaching methods including lectures, readings, exercises and presentations. Lectures will be highly interactive, demanding the participation of individuals in group work, discussions, and workshops. Since the course is both conceptual and applied to a given business context (Sport Industries), interactivity and sharing work results and experience is a key dimension in this course. The instructor will provide concepts, theories, measurement and models in the area of strategic management, public relations, sponsorship activation, reputation and brand management. All this material needs to be applied to various sport industries (manufacturers, events, sport teams) and this will essentially be done through the work of participants. Participants should be prepared to share their results and to learn from each other. There will be presentations of articles by the participants as part of the exercises, sharing knowledge and ideas and class participation. This list of recommended articles and articles to be presented is given below. COURSE MATERIAL The required readings for the class will be made available to participants at the beginning of the seminar. A copy of the slides presented in class will be made available to participants. EXHAUSTIVE BIBLIOGRAPHY  : advised reading  : specific references BEECH, John, CHADWICK, Simon, The Business of Sport Management, Prentice Hall – Financial Times, Pearson education, 2004. BOWDIN, Glenn A.J., ALLEN Johnny, O’TOOLE William, HARRIS Robert, McDONNELL Ian, Events Management, Broché, 2006. CHALIP Laurence and MCGUIRTY Johanne, “Bundling sport events with the host destination”, Journal of Sport Tourism, 9(3), pp.267-282, 2004. CORNWELL, T. Bettina, MAIGNAN, Isabelle, “An International Review of Sponsorship Research”, Journal of Advertising, 27 : 1, pp. 1-21, 1998. COVELL Daniel, WALKER Sharianne and SICILIANO Julie, Managing Sport Organizations : Responsibility for Performance, Broché, Eds 2, 2007. FAHY, John, FARRELLY, Francis John, QUESTER, Pascale G., “Competitive advantage through sponsorship: A conceptual model and research propositions”, European Journal of Marketing, 38 : 8, pp. 1013-1030, 2004. FOMBRUN, Charles J., Reputation. Realizing Value from the Corporate Image, Harvard Business School Press, Boston, 1996. FOMBRUN, Charles J., VAN RIEL, Cees B. M., “The Reputational Landscape”, Corporate Reputation Review, 1 : 1-2, pp. 5-13, 1997.

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FOMBRUN, Charles J., VAN RIEL, Cees B. M., Fame Fortune. How Successful Companies Build Winning Reputations, Prentice Hall, New York, 2003. FOSTER, William M., MAUWS, Michael K., “One thing money can’t buy : A resource-based view of the National Hockey League (NHL)”, Presentation for North American Society for Sport Management (NASSM), Colorado Springs, June , 2000.. GERRARD Bill, “A Resource-Utilisation Model of Organizational Efficiency in Professional Sports Teams”, Journal of Sport Management, 19:2, pp.143-169, 2005. GETZ Donald, Event Management & Event Tourism, Cognizant Communication Corp-Broché, 1997. HOWARD Dennis R. and CROMPTON John L., “Tactics used by sports organizations in the United States to increase ticket sales”, Managing Leisure, 9, 87-98, April 2004. KESENNE Stefan and PAUWELS Wilfried, “Club objectives and ticket pricing in professional team sports”, Eastern Economic Journal, Vol32, N°3, Summer 2006 Maltese, Lionel and Prevot, Frédéric, “Importing Sport Organisation Reputation in China : the Case of Olympique Lyonnais Football Club”, Reputation Institute's 12th International Conference on Corporate Reputation, Brand, Identity and Competitiveness, Beijing, 26 May - 1 Jun 2008. Maltese, Lionel, “Managing assets in the field of sports special events : Proposal for a new methodological and analytical approach”, International Journal of Sport Management and Marketing (IJSMM), Special Issue on: “Strategic Issues in the Management of Sport Firms and Organisations: Opportunities and Challenges” , 5 : 3, pp. 310-329, 2009. MASTERMAN Guy, Strategic Sports Event Management An International Approach, Elsevier, 2004 RISHE Patrick and Michael MONDELLO, “Ticket Price Determination in Professional Sports : An Empirical Analysis of the NBA, NFL, NHL, and Major League Baseball”, Sport Marketing Quarterly, 13, pp. 104-112, 2004. SUPOVITZ Frank, The Sports Event Management and Marketing Playbook, John Wiley & Sons, 2004.

COURSE REFERENCES AND WEB LINKS: http://corto.leo.free.fr/ISM.htm

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COURSE CONTENTS AND TIMETABLE FILE / DAY 1

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TOPIC Course presentation : sport organizations (focus on events) – strategic management approaches & strategic marketing implementation

Business plan & Managing your relational assets (Public Relations, Networking, Individual relationships)

CHAPTERS IN TEXTBOOK

ASSIGNMENTS

SUGGESTED EXERCISES

- Mauws M.K., Mason D.S., Foster, W.M. (2003), “Thinking Strategically about Professional Sports”, European Sport Management Quarterly, 3:3, pp. 145-164. - Berman S.L., Down J., Hill C.W. L. (2002), “Tacit Knowledge as a Source of Competitive Advantage in the National Basketball Association”, Academy of Management Journal, 45:1, pp. 13-31. - Smart D.L., Wolfe R.A. (2000), “Examining Sustainable Competitive Advantage in Inter Collegiate Athletics: A Resource-Based View”, Journal of Sport Management, 14, p. 133-153. Lionel Maltese and Lucien Veran. Managing and Modeling the Combination of Resources in Professional Sporting Events. In S. Butenko, J. GilLafuente, and P.M. Pardalos (Eds.), Optimal Strategies in Sports Economics and Management, pages 61-86. Springer, 2010. COVA Bernard and MALTESE Lionel, « Rituals for managing extrabusiness relationships in international sports marketing : the case of Open13 tennis tournament, IMP Conference Sept 2010, Budapest .

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Sponsorship activations strategies

- Erickson G.S, Kushner R.J (1999), “Public Event Networks : an Application of Marketing Theory to Sporting Events”, European Journal of Marketing, 33, 348-359. - Amis J., Pant N., Slack T. (1997), “Achieving a Sustainable Competitive Advantage : A ResourceBased View of Sport Sponsorship”, Journal of Sport Management, 11, pp. 80-96 - Amis J. (2003), “Good Things Come to Those

2 Oral presentations

- RBV and Guiness sponsorship activations - NBA RBV strategy

Wait : The Strategic Management of Image and Reputation at Guiness”, European Sport Management Quarterly, 3 : 3, pp.189-214.

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The key for the success : Managing you Reputation

- McGaughey S.L., Liesch P.W. (2002), “The Global Sports-Media Nexus : Reflections on The “Super League Saga” in Australia”, Journal of Management Studies, 39 : 3, pp.383-416.

2 Oral presentations

- OL & China Reputation - MLB RBV strategy and managerial ability

- Parent Milena M. (2007), Foreman Peter O., “Organizational Image and Identity Management in Large-Scale Sporting Events, Journal of Sport Management, 21, 15-40. - Maltese, Lionel and Prevot, Frédéric, “Importing Sport Organisation Reputation in China : the Case of Olympique Lyonnais Football Club”, Reputation Institute's 12th International Conference on Corporate Reputation, Brand, Identity and Competitiveness, Beijing, 26 May - 1 Jun 2008.

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Don’t forget your Public : Entertainment and communication strategies

- Babiak K., Wolfe R, (2006), “More than just a game. Corporate Social responsibility and Super Bowl XL”, Sport Marketing Quarterly, 15, 214222. - Apostolpulou A., Clark J., Gladden J. M., (2006), “ From H-Town to Mo-Tonwn : The Importance of Super Bowl Entertainment, Sport Marketing Quarterly, 15, 223-231. - Maltese, Lionel (2008), “Managing assets in the field of sports special events : Proposal for a new methodological and analytical approach”, International Journal of Sport Management and Marketing (IJSMM), Special Issue on: “Strategic Issues in the Management of Sport Firms and Organisations: Opportunities and Challenges” , 5 : 3, pp. 310-329.

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Why, within the framework of these case studies, is it

CHALIP Laurence and MCGUIRTY Johanne, “Bundling sport events with the host destination”, Journal of Sport Tourism, 9(3),

Business Plan projects presentations and questions to implement event marketing tools

important to be also focused in logistic and functional field of Urban and sporting venues? What do they cover exactly for you?

pp.267-282, 2004.

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Which are the various natures of costs which it should be considered in order to control the organization cost? How should they vary?

MASTERMAN Guy, Strategic Sports Event Management An International Approach, Elsevier, 2004

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Which are the various natures of cost it should be considered when we try to control none-organizing committee cost?

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Which are the principal goals of “sustainable development” IOC requirement for bidding cities? Students presentations

SUPOVITZ Frank, The Sports Event Management and Marketing Playbook, John Wiley & Sons, 2004.

COVELL Daniel, WALKER Sharianne and SICILIANO Julie, Managing Sport Organizations : Responsibility for Performance, Broché, Eds 2, 2007

Workgroup presentations

8 EVALUATION OF STUDENT PERFORMANCE Article presentation Business Plan Workgroup presentation

20% 30% 50%

Lionel Maltese : 50 % [Strategic Management] Presentations (40 %) : - 20 % : Groups presentations about scientific articles analysis of sport organizations and resource-based approach: understanding sports organizations evolution and organizational innovation (focus on specific resources and capabilities) Exam (80 %) : Case Study and essay on creation or development of sports organizations: Business Plan and Model Evaluation grid : Criteria Form (presentation – slides – time) Assets identification Assets evaluation with the VRIO framework Macro and Micro environment diagnostic Linkages between resources and competences Modelling resources combinations Businsess model analysis and explanation Sensesemaking in final marketing choices and innovation Mark

Marks 3 2 2 2 2 2 2 5 /20

Roland Louvet : 50 % The final exam will be a case analysis provided on the last morning that students will have to solve in class. Roland Louvet (50 %) The evaluation of each day will relate to: -

Daily participation (20%)

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PowerPoint, support of presentation (40%)

Working group presentation (40%) LEARNING GOAL: Develop, and practice, a sense for innovation, entrepreneurship and creativity in the specific industrial sector of specialization

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ASSESSMENT RUBRICS Criteria 1 Identify strategic assets

Criteria 2 Evaluate resources and competencies potential

Criteria 3 Implement assets combinations to create sustainable performance

Criteria 4 Sport marketing recomandations to innovate each season

Superior

Very good identification of the strategic assets

Very good evaluation of resources and competencies potential

Very good reporting in implementing assets combinations

Good enough

Correct good identification of the strategic assets

Correct evaluation of resources and competencies potential

Good reporting in implementing assets combinations

Not good enough

Some mistakes or oversights in the identification of the strategic assets

Bad understanding of evaluation of resources and competencies potential

Incomplete or false reporting of in implementing assets combinations

Very good sensemaking and fit with the global analysis with the proposition of sport marketing recommendations Correct sensemaking and fit with the global anlysis with the proposition of sport marketing recommendations Non sensemaking and fit with the global anlysis with the proposition of sport marketing recommendations

BIOGRAPHIE Lionel Maltese

Ph.D in Management Science, IAE Aix-en-Provence, University of Paul Cezanne Aix-Marseille 3 (2004) Affiliate Professor EUROMED Management, Teaching and Research in Strategic and Sport Organizations Management. Scientific advisor of Entertainment Center (Sport – Event – Medias – Leisure) since 2006.

10 Assistant Professor (Maître de Conférences), University of Paul Cézanne Aix-Marseille 3 – IUT Marseille. Teaching in Strategic Management and Organization Behavior. Head of Professional Bachelor in New Technologies of Information and Communication since 2005. His research focus on strategic management and resource-based approaches, reputation management, sponsorship activation, event management, sport marketing and management. Expert for French tennis ATP tournaments (Open13 Marseille – Open Nice Côte d’Azur BNP Paribas Masters Paris FFT) : - Event Organization - Strategic planning - Entertainment & New Technologies Management - Sponsorship activations.

Roland Louvet D'origine canadienne, ancien sportif de haut niveau (international Hockey sur Glace), titulaire du Master Spécialisé Sport & Management Stratégique de l'ESSEC-Paris et du MBA European University (Erasmus Barcelonne, Bruxelles, Paris) Management des Projets Internationaux & Execution des marchés publics européen, Roland Louvet cumule plus de 15 ans d'expériences dans l'univers du sport professionnel en tant qu'expert-conseil satrtégique en management d'événements sportifs et de la gestion des risques à l'obtention d'événements sportifs majeurs . Directeur d'Experstad département sport depuis 1992, ses activités de conseil et d'expertises sont les suivantes (de manière non exhaustive) : - Pré-requerance Jeux Olympique Nice 2018 - Etude de faisabilité Jeux Olympiques Alpes du Sud 2018 - Requerence & Candidature Jeux Olypiques Sotchi 2014 - Candidature Jeux Olympiques Paris 2012, Pekin 2018, Vancouver 2010, Coupe du Monde de Football Egupt 2010, paroc, 2006, Coupe d'Afrique des Nations Egypte 2006 - Chapionnat de France de Natation Synchronisé

11 - Mei-Games - CSO - Audit Stade du Mans - LMS - Vinci - Concours Grand Stade de Lille S- tade de Valencienne ... Roland Louvet a également dirigé et enseigne au sein du groupe AMOS et intervient au sein du groupe ESSEC.

ACADEMIC FRAUD Definition Academic fraud is an act by a student, which may result in a false academic evaluation of that student or of another student. Without limiting the generality of this definition, academic fraud occurs when a student commits any of the following offences: a) Commits plagiarism or cheating of any kind. b) Submits a work of which the student is not the author, in whole or in part (except for duly cited quotations or references). Such work may include an academic paper, an essay, a test, an exam, a research report, and a thesis, whether written, oral, or in another form. c) Presents research data, which has been falsified or concocted in any way. d) Attributes a purported statement of fact or reference to a source which has been concocted. e) Submits the same piece of work or a significant part thereof for more than one course, or a thesis or other work which has already been submitted elsewhere, without written authorization of the professors concerned and/or of the academic unit concerned. f) Falsifies an academic evaluation, misrepresents an academic evaluation, uses a forged or falsified academic record or supporting document, or facilitates the use of a falsified academic record or supporting document. g) Undertakes any other action for the purpose of falsifying an academic evaluation. Sanctions A student who has committed or attempted to commit academic fraud, or who has been a party to academic fraud, will receive one of the sanctions below, as determined by the Disciplinary Committee: a) A mark of zero for the work concerned; b) A mark of zero for the course concerned; c) Suspension from the programme for a period of one year; d) Withdrawal from the programme.

12 Les sanctions suivantes sont extraites du Règlement intérieur applicable à tous les étudiants : The Programme Director will decide to convoke a student to a Disciplinary Committee hearing if there is judged to be sufficient cause due to non respect of the rules & regulations (such as, for example, cheating in an exam, plagiarism, inappropriate behaviour). Depending on the nature and seriousness of the problem, the Disciplinary Committee may decide to: - impose pedagogical sanctions (zero grade for a test, a subject or all the grades in a session, banned from all exams, etc) - give a written warning (recorded in the student's file but with no impact on the final graduation jury), - a reprimand (recorded in the student's file. The student will not be given any leeway during the graduation jury), - temporary exclusion from the programme, - expulsion from the programme. En cas de manquement jugé suffisamment grave d'un étudiant à une règle de fonctionnement ou de comportement (tel que, par exemple, la fraude en examen ou le plagiat), le Directeur du Programme peut décider de convoquer l'étudiant à un Conseil de discipline. Selon la nature et la gravité du problème constaté, ce Conseil de discipline peut prononcer : - des sanctions pédagogiques (zéro à une épreuve, à la matière ou à toutes les notes de la session, interdiction de se présenter à des épreuves,...), - un avertissement (noté dans le dossier de l’étudiant, sans incidence lors du jury de diplôme) - un blâme (noté dans le dossier de l’étudiant, l’étudiant ne pourra bénéficier d’aucune indulgence lors du jury de diplôme), - une exclusion provisoire du programme, - une exclusion définitive du programme.