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Posts from the ‘Education’ Category

For debate: Is communication the key to student preparation?

The NASSM Blog would like to introduce the ‘debate blog.’ The following is a call for unity among sport industry and sport educators. We welcome your thoughts and comments! And, please, if you have an idea for a ‘debate post’, please contact us!

A Call for Unity: Sport Educators & the Sport Industry

By Carl Manteau, Senior Director of Group Sales, NBA Milwaukee Bucks

With response from Brian Mills, Assistant Professor, University of Florida

The most abundant positions with professional sports teams are in usually in sales. Sadly, the majority of sport management graduates hired into sales positions FAIL to make it through their first year.* They fail as the direct result of their own actions, however, several are almost predisposed to fail because their sport management programs didn’t adequately prepare them for a sales career.

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This is evident in the resumes that hiring managers like me receive, the interviews we conduct, and the actions of some of the sport management students we hire…and ultimately fire.

Recruiting sport management students can be challenging because many are not educated in the art of selling, nor are they provided many opportunities to experience selling or learn from people that sell sports for a living. This lack of a foundation leads students to apply for positions they aren’t suited or prepared for and teams to hire on perceived abilities instead of proven experience. In the end, these students fail to achieve their dream of a career in this incredible industry, the teams lose the time, money, and effort spent on recruiting and training, and the reputations of academic institutions are tarnished.

So how do we, educators and industry practitioners, come together to address this?

There are a multitude of ways but one of the best places to start is with better communication.

The more knowledgeable professors are on the ever-evolving roles and responsibilities in this industry, the better equipped they will be to prepare students for successful careers. First-hand knowledge is the best. To this point, there has been a pretty sizable effort in recent years of sales managers proactively seeking working-relationships with local educators…but we still have a long way to go. Our outreach will continue but we also encourage professors to contact us. It really can be as simple as picking up the phone or connecting on LinkedIn. Even sitting down for a cup of coffee can open up a new world of understanding and possibilities!

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A fantastic development has been teams and sport management professors/programs collaborating to host one-day sales events (the Mount Union Sport Sales Workshop is widely regarded as one of the best). Over the past few seasons, my team (the Bucks) has implemented a one-day Sales Academy, a Night Sales program, a more robust internship program, and a couple of the sales managers now serve on advisory councils with local universities. Programs like these expose students to the sales cultures of professional sports teams and the chance to network with industry executives. They also allow professors to observe the inner-workings of a professional front office. Finally, they provide teams with the opportunity to find the next generation of sales superstars and leadership development experience for aspiring sales managers.

Better communication doesn’t have to result in large projects or events. At the very least, honest discussions will greatly reduce some of the common misconceptions that continue to be shared with students (one of the most prevalent being, “Sales is a good way to get your foot in the door”).

Other simple collaborations can include sales projects being integrated into curriculums and inviting sales reps and managers to be guest speakers. It was a guest speaker in one of my classes that ultimately paved the way for my career. I’ve also been very humbled to have a few people say that one of my guest lectures had the same effect on them. These experiences would not have been possible without educators and practitioners having solid relationships.

My fellow sales managers and I have the utmost respect for educators and the awesome responsibility you have in shaping the futures of your students and the entire industry. Thank you for what you do and we look forward to working with you soon!

The opinions expressed in this article are my own and may not reflect those of any organizations mentioned. 

*I don’t have any industry data to support this statistic. The figure is taken directly from my 15+ years of experience in sales with two NBA teams, one NHL team, one WNBA team, one AHL team, one AFL team, and one NBA D-League (now the G-League) team. It’s also supported by some of my colleagues managing sales teams in the NFL, NHL, and NBA.

The following response was prepared by Brian Mills, Assistant Professor, University of Florida

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Let me start with 3 propositions.

Proposition 1: Sport Management (SM) programs – as with MBA programs – are not job-specific skills training mechanisms.

Proposition 2: SM programs have a responsibility to provide value to tuition-paying students, often related to expected future earnings potential.

Proposition 3: Industry has a responsibility to provide its workers with appropriate job-specific skills training to both support their employees’ career trajectory and increase their productivity in their current job.

None of these statements is specific to SM – indeed, higher education is dealing with this existential question as a whole – but applied fields are under particular scrutiny to meet these career-specific expectations. As academics, that can sometimes be a difficult proposition. We seek to ensure that our students are equipped with skills in critical and independent thinking, problem-solving acumen, the ability to find, synthesize, and communicate information, and to be intellectually flexible and work well with others. These skills allow them to learn other more specific training quickly and apply it in ways that contribute positively to the firm and society.

To exemplify where these skills are valuable, in consulting roles I have heard comments such as, “We know you have to be ethical in your profession, but we need your estimates to be higher,” and, “We’ll move forward with [that result we like], even though it’s probably spurious.” This is precisely what we want our students to avoid. In spite of the need for immediate action in a fast-paced business environment, a central part of our jobs as instructors is ensuring students know that making decisions with bad information can hurt your business. They should leave here as critical consumers of information.

By its nature, this foundational training is going to spend less time ensuring students know all the acronyms and jargon, proprietary sales operations processes, or be instant experts working specific sales software. Higher education will certainly not ingrain a “sell at all costs” culture in our students’ minds.

And so follows the indictment of our programs.

But is that the goal of higher education? If students leave our programs with the necessary skills to get an entry-level job, and no more, we have failed them miserably. Further, our student body ranges widely, and catering to this specific subset of our students would be an enormous disservice to the majority of them.

Academia certainly needs to think about the educational role it will play in society over the next 20 years. But criticism from industry often lacks an understanding of what faculty do on a daily basis, what universities expect them to do, or what challenges they face in getting students up to speed with many basic skills when they arrive on campus. There is also a need for accountability from industry with respect to training their own workforce, particularly as college graduates continue to be hired into short-term unpaid or extremely low paid positions that often skirt labor and minimum wage laws.

Further, industry sales professionals need to communicate to faculty not only that sales skills are needed, but what they are and why they will allow our students to meet future career development and advancement goals. Most faculty view education as a public good with a duty to prepare students to leave here with the skills to make positive societal contributions. Tie the profession to values it creates not just for your firm, but for others, too.

Without a quality sales pitch of the what and the why, faculty will likely continue to view sales as the art of convincing people to buy what they did not want in the first place: an activity rife with welfare loss and societal waste. We as faculty are of course quite familiar with the importance of revenue generation in the survival of a business. Many of us study how business structures and product characteristics drive revenue, and others study the psychology or economics of business in ways closely related to strategy and CRM through analysis of complex consumer data.

Most faculty in our programs are also social scientists, and therefore will be skeptical of the societal value of sales as traditionally viewed. I suspect this is not the version of sales you do, nor is it what you want our graduates to do. Rather, salespeople can indeed be a valuable resource in finding useful solutions to problems, and leading clients to these solutions using the tools available to them. Faculty have some work to do in communicating the value that some of our courses and programs provide to these goals. In particular, we need to be clear how these skills are more valuable in the face of technological innovation that changes what the most valuable specific skillsets are.

On the other hand, many departments are increasingly resource deprived. Industry professionals should understand the demands upon faculty that include research and other service, and be proactive in offering resources to create workshops and other opportunities on college campuses without treating them just as an easy way to find cheap labor. Industry would also be well served to increase investment in their own workforce, have some patience with very specific skill development, and find ways to take advantage of skills our students do gain while they are here. I suspect their ability to solve problems facing the sales team will surprise you as they grow comfortable with the basic tools of the trade.

Industry: Engaging with Leaders

Dr. Kihl discusses the reasons for hosting leaders from different Twin Cities sport organizations, which included learning about the challenges they encounter in this respective sport market, forecast opportunities, and explore potential research collaborations to address specific areas of concern.

Read more

Sport Issues: S4D

We look too close, then we overlook

By Laura Coughlin, Development Aid Intern, Sports Charity Mwanza

There is this overarching idea that the western world needs to go to Africa and help, but do we see what we want to see or do we see what is really in front of us? I fell into this mindset after graduating from the University of Massachusetts Amherst in 2017, as I knew I wanted to avoid the corporate world a little longer and decided to travel to Tanzania to work for a sports charity. We worked to provide equipment and training to local teams and clubs. I quickly learned how Western influence is not this rainbow filled picture of volunteerism and help. We assume and judge and try to change what we see because it differs from the way we grew up, and then we overlook the issues we leave behind.

Kids in Tanzania play sport to keep off the streets. They play sport to avoid gang involvement. They play sport with the hope of becoming a professional and being able to provide for their family. They play sport with the hope of receiving an education, which they fail to receive at their local schools. In Eastern Africa, sport is a hope, a dream, and a means of survival.

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Kids in the United States play sport for fun and to be active. They play to get into college. They play to make money; to be rich and famous. Sport in the United States is a pastime, a business, and a way for school kids to make friends.

When westerners enter these rural parts of Africa, we look close and narrow in on the fact that this boy is playing football without any shoes on and a red flag goes off in our mind. We are used to having the latest pair of Nike cleats at our reach, therefore how can this kid properly play sport without similar shoes? Because of instinct, we search and donate shoes to that little boy and some of his friends. They enjoy and show them off and now everyone in the community wants the same nice shoes. Can you blame them? As volunteers, we do what we can but to give a whole community a pair of shoes is just too much. So we leave these few boys now possessing an unnecessary material item, and unknowingly have created a demand that we cannot fill. We look too close at the shoes, and then we overlook the larger picture.

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While the sports industry drives our economy in a positive way, maybe it is driving our values in a negative way. These kids in Tanzania had some of the most impressive football skills I have seen in a youth community, without shoes and without a properly lined field. We need to stop looking at these players as charity cases and begin to see them for what they are, talented youth with the potential to dominate a professional football league. There needs to be a push to get them exposure and the resources they need to have their skills seen, to give them the opportunities to change their lives through sport, the way athletes in the United States can. We cannot expect these opportunities to be identical. They must be relative to the location, such as a chance to escape violence in Tanzania versus the chance to go pro in the United States. These opportunities will vary, but they need to exist.

Don’t get me wrong, donating to a child in need is great and something to smile about. I just hope we can get to the point where we take another step into the investment of these poverty stricken kids. We need to help them take another step towards their future in their new shoes. I hope Western culture doesn’t lose the passion and dedication that is the true key to success in sport, and we do not just remain focused on the money or cool shoes. I hope to focus my future career in sport on community development and athletics that have a direct impact on individuals and their situations. Imagine how many kids from Eastern Africa could out play Ronaldo, but will never get the chance because we only give them shoes instead of a shot.

From the Classroom to the Super Bowl Experience: Placement with a Purpose

By Bennett Merriman
Co-Founder, Event Workforce Group

My name is Bennett Merriman and I am a Deakin University, Sport Management graduate (2008). As a Sport Management alumni, I am writing to share my experiences on what it has been like starting a business in the sports industry since a left my final lecture 9 years ago. Similar to many students graduating from a sports degree, I was always most interested in working with an elite team or becoming a player manager. Upon sitting through multiple job interviews and realising my industry experience was far short of what employers were looking for, myself and my business partner Shannan Gove, set up Event Workforce to help current students and graduates overcome that ‘experience deficit’ hurdle upon graduation. This issue of ‘job readiness’ among sports graduates is still prominent today.

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Event Workforce Group is ‘placement with a purpose.’ For over 6 years, our team at Event Workforce Group have provided casual event and sport industry opportunities to motivated sport management students around Australia. After attending the 2017 NASSM conference I am excited by the opportunity to replicate this model to students in the USA.

Since placing our fellow Sport Management students at EWG’s first event, the 2011 Melbourne Marathon, our student database has now grown to over 25,000 students working in a range of casual work experience opportunities weekly. We are proud that over 90 of these students have now followed our pathway into full time industry work.

As we have grown, the support we have been shown by academics within the field has been fantastic. We have been welcomed into lectures to speak and have been supported by lecturers preaching our message to student’s year around.

From the University perspective, Event Workforce Group is the perfect partner. Our approach means we can work closely with careers departments and faculties to offer work placements to students within the internship program and also outside of it. In Australia alone, we have contributed over 30,000 work experience hours to students, with 90% of these hours being paid. Our involvement does not stop there. On many occasions we have coordinated class groups to volunteer at events, complete post event assessment items and earn credit from the work they have completed.

As we continue to work closer with Sport Management faculties, we have realised a number of important factors.

  1. The current administrative time spent tracking student hours, paperwork and evidence of work experience is cumbersome and time consuming.
  2. Universities find it hard to seek out meaningful work placement opportunities for all students, particularly those with larger student cohorts or studying specific event management subjects.
  3. Theory based learning can only go so far in the current job climate, students who graduate with extensive work experience significantly better their employment prospects.

How can your students get involved?

Over the coming 6 months, Event Workforce Group are set to announce a range of exciting events in the USA including opportunities for students to work at the 2018 Super Bowl Experience in Minneapolis. We are currently reaching out to Sport Management programs nationwide who may have students interested in self-funding their travel to Minneapolis for these opportunities. All roles will be paid hourly and preference will be given to students who can complete a minimum three shifts. Positions will include customer service, activation/promotional staffing and game-day attendants within the stadium precinct. All require highly energetic, motivated individuals.

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While these opportunities are not 100% confirmed due to current negotiations, we are interested in building the network should the exciting opportunities come to fruition. Please email Bennett Merriman to begin the conversation.

Further information can be found at Event Workforce Group. We are very excited about building a relationship with Universities looking to broaden the work opportunities available to their students.

T&L: Negotiation

The Inclusion of Negotiation in Sports Management Courses

By George J. SiedelWilliamson Family Professor of Business Administration, University of Michigan

I teach negotiation at the Ross School of Business at the University of MichiganI have also taught negotiation in Ross programs for athletic directors, and have received UMRossrequests from sports management and other professors to use my materials in their courses. In response to these requests, I have developed a package that includes: (1) a Teaching Note, (2) two roles, and (3) slides for your use in class.  I am sharing these materials with NASSM members and other educators interested in negotiation here.

These materials are based on an exercise called “The House on Elm Street.” I used this exercise in the program for athletic directors, and it can be integrated into any sports management course or seminar.

The exercise involves a transaction that everyone can relate to—the sale of a house.  The twist in the exercise is that unknown to the seller, the buyer is a secret agent representing a large multinational company. Each student receives a short (two-page) role as either the buyer or seller and they negotiate for 30 minutes, followed by an instructor-led debriefing.

The exercise is designed to achieve several learning goals. For example, students will learn how to:

  1. understand the different types of negotiations;
  2. prepare for negotiations using a negotiation analysis that includes a reservation price, most likely outcome, stretch goal, and zone of the potential agreement;
  3. recognize and decide ethical issues;
  4. develop and use their negotiating power through the concept of BATNA; and
  5. create value in a manner that benefits both sides.

negotiationThe Teaching Note is divided into three sections.  Section I explains how to set up the negotiation exercise.  Section II provides a script for debriefing the exercise.  The script includes copies of slides that I use in class during my own debriefing of the exercise. Section III, the final section, discusses a document titled “Self-Assessment and Feedback for the Other Side” that students can use to evaluate their negotiation skills and develop a plan for skill improvement. This plan could be used as an assignment. The negotiation, debriefing, and assessments combine to provide a powerful learning experience. As one student commented:

What a great learning experience! [I had] the chance to test and evaluate myself outside the work environment. I find myself in business negotiations and discussions on a daily basis. Yet the ability to get feedback and actually debrief a negotiation is really powerful! I considered myself rather self-actualized, but some interesting things came to light in the class discussions. I know that if I make a concerted effort to work on [my areas for improvement] it will certainly serve me well in my career—both now and in the future.

Universities and publishers typically charge $3.00 or $4.00 per student for use of roles like the ones in the package I have provided. To encourage you to develop your students’ negotiation skills, I am permitting the use of these materials free of charge. I hope that instructors find them useful.  Please email me your feedback and suggestions for improvement. Thank you.

T&L: Casework

The McCormack Case Collection: Bringing Industry-Relevant Issues into the Classroom

By Will Norton, UMass Amherst

As many of us involved in sport management are aware, any practical knowledge that students can gain in the classroom will only better prepare them for their future careers in sport. While this knowledge is frequently obtained from experiential learning projects, it can also be acquired from case studies that encourage critical thinking and address ‘real world’ issues that sport entities have faced.

Sport management educators have utilized case studies as course assignments for years, valuing how they push students to apply what they have learned in the classroom to a practical scenario. Oftentimes though, the case studies we use are dated. The problem with dated case studies, of course, is that students will be best prepared to enter the sport industry by understanding the nature of the way things work today. And in today’s fast-paced world, today seems to become yesterday even quicker.

With this in mind, the McCormack Center for Sport Research & Education (MCSRE) created McCormackCenter.com, a digital education resource housing sport management case studies and other collaborative learning opportunities from across the industry. The vision is for this collection to be sourced from a collective of academics with valuable networks and experiences within the industry; thus, the endeavor will serve to diversify the in-class experience of students and pull back the curtain on issues otherwise inaccessible to the future leaders of the sport management industry. The website launched on July 1st and was constructed with careful consideration of the evolving digital landscape impacting educators and consequently, students. The online hub will focus initially on providing relevant, timely, and professionally developed case studies spanning a variety of disciplines and available for educators and students.

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The McCormack Case Collection will span academic topic areas that mirror the curriculums of many of the leading sport management programs, in an effort to further develop management case offerings specific to the world of sport business. Each case study in the collection will come with a teaching note for instructors and tap into real-time industry trends, promoting case content that is structured from a ‘real world’ issue or challenge and retrofitted for the classroom.

In addition to providing educators and students with relevant and timely content to learn from, the case study collection also serves as a means to blur the boundary between academia and industry by leveraging what is happening in practice to educate students. Commenting on the collection, Dr. Janet Fink, Professor and Chair of the McCormack Department of Sport Management, stated, “Mark McCormack (founder of IMG) would undoubtedly embrace this collection of case studies, each one designed to place future managers of the sports industry in real-world scenarios and challenge them to apply common sense, strategic business insights, and critical thinking to arrive at smart recommendations and solutions.”

Recognizing the value in incorporating the wide-ranging knowledge and expertise of sport management educators and practitioners across the world, case development is not limited to McCormack faculty. Any and all professors, lecturers, adjuncts, or practitioners who wish to contribute a professionally researched and edited case study and teaching note are invited to do so. Case authors to date include faculty from the University of San Francisco, UMass Amherst, Rutgers University, and Griffith University (Australia). The reach of each individual writer will be shared in the spirit of learning from critical case analysis.

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The initial case launch, consisting of nine case studies, is available for Fall 2017 curriculum adoption. The cases cover a range of topics, including sport marketing, sponsorship, governance, law, economics, finance, ethics, and diversity. Events and organizations included in the initial case studies include the Olympic Games, Super Bowl 50, and FIFA. Author payment per case ranges depending on the length, rigor and assigned price point of the case. Any questions regarding potential case study submissions can be emailed to the Director of MCSRE, Will Norton at wnorton@isenberg.umass.edu.

T&L: Game Scripting

Teaching Game Scripting In Class

By: Rick Smith, Assistant Professor of Sports Management Marietta College

From my days in college athletics, I remember spending hours writing, planning, and mapping out a game script for every home football, basketball, baseball, softball, volleyball, and soccer game. More and more, we are seeing college athletics trend towards a focus on the fan experience at the game instead of concentrating on wins and losses. Game scripting is an art, and it is made easier by software programs like TSE ScriptPro from TSE Services, LLC.

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Rick Smith works with his students in Marietta College’s ScriptU program.

Working with TSE, Marietta College was able to create a unique partnership, ScriptU, which is designed to help college students learn game scripting in relevant classes, such as sports facilities and event management, sports sales and promotions, and sports marketing. Over the course of five class periods, my class met in a computer lab to learn how to write PA scripts for sponsors and how to “time” the game so that videos, music, and PA reads didn’t run past a timeout. The students were able to use their creativity to plan what they thought was a good “game flow” and balance between PA reads, videos, and on-court fan promotions/games in order to make the fan experience worthwhile.

In terms of the specific software that the sports management program at Marietta College uses, the following provides a brief background on TSE ScriptPro and some of its features:

  • It is used by hundreds of sports teams and organizations across the country, including professional sports teams and events, minor league baseball organizations, and college athletics departments.
  • The software allows multiple people to view a game script live – and make updates live on everyone’s script – through a secure internet portal. This becomes useful when a fan is chosen from the stands for an on-field/on-court contest and one person can type their name and update the script so the PA announcer in a different part of the arena can see the update in real-time on their screen.
  • Users can create multiple viewing boxes on a screen so that the “game producer” can see everything at once (e.g., what the PA announcer is saying, what audio file is next to play during the upcoming fan contest, etc.), all while allowing the PA announcer to automatically scroll to the next part of the script after they are done reading the announcement.
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Assistant Professor Rick Smith and a student discuss the TSE ScriptPro software.

When teaching my course, I heard the usual questions like, “Why do we have to learn this?” from some students. I quickly responded with, “It’s the same reason graphic design majors learn design software, or accounting majors learn spreadsheet software: if you are going to work in sports game production, you will use this software somewhere along the way.”  One student in particular, a senior majoring in marketing with a sports management minor, returned from a job shadowing experience at a Division I school a few weeks after asking why she had to learn the scripting software in my class. Upon her return from job shadowing, she told the class, “The school used ScriptPro.” It was a moral victory of sorts for me as a first-year (and at that time, a first-semester) instructor at Marietta College.

Smith, Huhn, Zaragoza TSE resizedThe main goal of teaching the software in class is to have students understand the software program to make them more qualified for entry level positions in sports marketing and sports event production right out of school. But like any assignment, there are measurable college-based assessment goals, too, such as critical thinking, communication, and integrative learning. Because of TSE’s vast array of clients, I also hope that our students can use their network of contacts in the industry to help secure internships (required for the major) while they are in school and jobs right after graduating.

Smith Wallace TSE resizedLooking forward to future semesters, I plan to teach different aspects of the script program in different semesters, such as writing PA reads and creating the game script in a first-year course called Sports Management, and then teaching the students how to manage a live game using the program in subsequent courses such as Sports Marketing or Sports Facilities and Event Management. Eventually, I hope to create a partnership with our athletics department to have students produce the game using the script program, and maybe a little longer-term, work with minor league baseball teams in the area to allow our students serve as their staff for a game or two to showcase their work in front of potential employers.

Industry: Branding

Branding Matters

By Jason W. Lee & Elizabeth A. Gregg, University of North Florida

Earlier this semester, the Journal of Contemporary Athletics (JCA) announced an upcoming special issue addressing School Athletic Branding and Visual Identity.”  The purpose of the special issue to provide a forum for the dissemination of insightful articles addressing the nuances associated with educational institution branding. Academic institutions, in both the higher education and secondary schools, offer thought-provoking points of discussion regarding effective brand management. This special issue is intended to provide a forum for the academic examination of higher education and high school institution brands, including visual identity and other related marketing components associated with school-sponsored athletics. Beyond the scope of intercollegiate sport, branding considerations impacting higher education institutions are prevalent.

Every school has a unique story, as do sport management programs. Visual identity is the visible part of the story that sport management academic programs tell. Some programs have catchy names or make use of eye-catching acronyms. For example, Miami University is home to SLAM (Sport Leadership and Management). Other programs may include the names of noted individuals (i.e., founders, benefactors, notable partners) or other defining characterizes associated with the institution or program. Most programs, however, have a basic naming structure that is comprised of discipline-specific names that simply encompass the academic programs represented within (i.e., Sport Management, Sport and Fitness Management, Sport and Recreation Management).

Places are Distinct… and so are Brands
Programs should focus on guiding principles such as institutional, departmental, and program goals and missions. Program brands are to build off of strengths that exist within the structure of existing university brand strengths. Programs should be mindful of who they are, where they are, the audience they are trying to reach, and the communities that they serve. Building on institutional resources is key. Factors such as a unique geographic location, access to desirable internship sites, and opportunities for experiential learning embedded in coursework should be considered as branding opportunities.

Your Reputation Precedes You
Programs must be mindful that their reputations are a product of identity and image elements that have been developed and presented historically. Sport management programs can benefit or be viewed negatively through associations with the institution at large, a given university’s administration (and other influential decision-makers affiliated with the institution), program faculty, students and alumni, partners from the sport community, and institutional elements such as a university’s athletic program. Prospective students and other stakeholders may make associations with academic programs tangentially through experiences and perceptions of characteristics such as an athletic department’s visibility and reputation. Program faculty and those in charge of programmatic branding efforts should be cognizant of the following core program visual identity elements.

Name. Various programs carry names that were established at a time when institutional goals and programmatic focus were different than they are at present. In order to have brand strength, it is critical for the program name to be included in that of the department in which it resides. While this can be a difficult issue that involves practical and political involvement, change, and potentially financial cost – schools should nonetheless be thoughtful of program and department name attributes while considering important characteristics such as distinctiveness, fit, and description.

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UNF Sport Management Program’s Department Name (on the College Homepage)

For examples, at the University of North Florida, the department was renamed Leadership, School Counseling, and Sport Management in 2009. Program leaders believed it was critical for brand and degree awareness to include the name of all programs housed in the department.

Logo. Does your program have a logo? Some programs have logos that do not convey the proper quality of institutional visual identity guidelines. If the logo is not congruent with the visual identity of the larger institution, university administration could object to such fig2implementation, as it can result in a lack of brand uniformity and therefore visibility of the program.

Tagline. Taglines are statements that can send a compelling message, and generally are in use for an extended period of time. In the case of an academic program, including taglines could be useful in reaching desired publics. Programs that currently utilize taglines may want to assess quality and see if it still fits the desired goals and intended purposes.

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UNF’s Institutional Tagline

Note: The submission deadline for the special issue JCA is Friday, May 12th. Inquiries and submissions are to be sent to the special issue’s guest editor, Dr. Jason Lee.

Issues: Para Sport II

Narratives of Paralympic Sport: Perspectives from Rio and Beyond

Joshua R. Pate, Ph.D., James Madison University

Editors’ note: This post is the second in a series focused on disability sport and the Paralympic Games. The first post in the series, written by Dr. Laura Misener, was published on January 9, 2017.

I always enjoy and hate asking my undergraduate students this question: “How many of you have seen a Paralympic sport before?” The response—or lack of—is disturbing.

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The 2016 Paralympic Games in Rio.

Students in the United States don’t watch the Paralympic Games because, as simple as it may sound, it’s not something on ESPN’s SportsCenter. It’s not covered by mainstream media. It’s not shoved in our faces as Americans. It’s just not present among U.S. media coverage of sport. When it is, it’s in the Lifestyles section of the newspaper or the Features segment on a nightly news program.

I hate it when I ask that question because I know the response. In a class of 38 students, less than five raise their hand.

I love it when I ask that question because I know we’re about to cover a unit in class where learning is nearly guaranteed.

Such was the case this September when the Paralympics were held in Rio. We were guaranteed a record-breaking 66 hours of coverage here in the States to be shown on NBC Sports Network, which is reportedly available in 71% of U.S. households with a television, according to Sports TV Ratings (2016).

Ratings website Sports Media Watch reported that primetime coverage of the Paralympic Games averaged 143,000 viewers, an increase of 175% from the London Paralympic coverage (Paulsen, 2016). The single broadcast that aired on NBC pulled 651,000 viewers for a 0.4 final rating. Granted, the Rio Games received 60.5 more hours of American televised coverage compared to the mere 5.5 hours of coverage from the London Games.

Yes, we have to start somewhere. Yes, 66 hours is better than 5.5 hours of delayed, commentator-dubbed footage. Yes, we anticipate even more coverage in the future if advertisers jump on board (and see what’s in it for them, such as a demographic of brand-loyal consumers that would rival NASCAR fans).

But if we’re talking narratives following the Rio Paralympics, there were none in the U.S.

I had the occasional student tell me they watched an event. I had the occasional colleague or neighbor tell me they saw something the other day on the Special Olympics. And aside from the few of us in the United States studying Paralympic and disability sport, I question the percentage of sport management courses across the U.S. that spent time on the topic at all this September … or October … or November, whether it would’ve been inclusion-related, facilities, general management, governance, etc.

PATE 2 - Sochi Press Room (3)

The Press Room at the 2014 Paralympic Games in Sochi.

dePauw (1997) referred to the lack of media coverage as “Invisibility of Disability,” where athletes are invisible or excluded from sport altogether. dePauw’s spectrum of disability sport coverage expands to “Visibility of Disability” where athletes are visible but inferior to able-bodied athletes, and finally “(In)Visibility of DisAbility,” where athletes are seen as athletes first and disability is minimized.

In U.S. media coverage, disability sport is invisible. We can draw comparisons to other global sports not covered as prominently in American sports media, such as Premier League soccer. In the technologically-driven age of being able to know the Liverpool-Southampton result instantly, we have no excuse for not knowing how easily the U.S. women’s wheelchair basketball team breezed through to the gold medal in Rio.

However, we are at a critical time in academia where, as educators, we have the opportunity or perhaps the duty to not just inform students of Paralympic and disability sport but to engage them into a critical discussion of why a global event with more than 4,000 athletes is nowhere on our U.S. sport coverage agenda.

References

dePauw, K. (1997). The (in)visibility of disability: Cultural contexts and ‘sporting bodies.’ Quest, 49, 416-430.

Paulsen. (2016). More ratings: Paralympics, World Cup of Hockey, WNBA on ESPN. Retrieved from http://www.sportsmediawatch.com/2016/09/paralympics-ratings-nbcsn-world-cup-hockey-espn-viewership-wnba/ 

Sports TV Ratings. (2016). How many more homes is ESPN in than FS1 and NBC Sports Network? Retrieved from https://sportstvratings.com/how-many-more-homes-is-espn-in-than-fs1-and-nbc-sports-network-june-2016-edition/5087/

Paying it Back: The McCormack Octagon Bowl

By Elizabeth Delia, Ph.D.

As current or former students, we all have classes we look back on with fond memories: the class that eloquently combined classroom and experiential learning; the class that challenged us to think outside the box; the class that ignited our competitive spirit; the class that makes us proud to call ourselves alums. For graduate students enrolled in the Masters program in the McCormack Department of Sport Management at the University of Massachusetts Amherst (UMass), one such class is Sport Marketing and the Octagon Bowl.

mccormack

Each fall semester for the past decade, the graduate Sport Marketing class at UMass has partnered with the global sports and entertainment agency Octagon for what has been termed the Octagon Bowl. Students in the class work in groups on a semester long project with Octagon to create an integrated marketing campaign for a real-world Octagon client. Following the Octagon Bowl, Octagon incorporates ideas from the student groups into the actual campaign, illustrating the value Octagon places on the work of the students.

This year’s project is with Mastercard, in conjunction with the company’s sponsorship of the British Open, and will conclude with the 2016 Octagon Bowl on December 16. During the Octagon Bowl, students present their proposed campaigns to a panel of judges comprised of representatives from Octagon and Mastercard, who question each group of presenters and then vote on a winner. The presentations test the knowledge, preparedness, and professionalism of the students. As Dr. Matt Katz, the instructor of the course, commented, “The judges are tough. They come to campus and expect professional presentations with professional insight. Their questions are challenging, and their expectations are high. We have mock presentations, ‘dress rehearsals’ of sorts where we record a practice presentation and force the students to evaluate themselves, and we try and simulate the types of questions the judges will ask. It makes for a great learning experience because our students know the level of excellence expected from them – and they prepare accordingly.”

This year’s panel of judges is relatively unique, as it includes Michael Goldstein and Noah Kolodny, both graduates of the UMass MBA/MS Sport Management program. Goldstein graduated from the program in 2007 and is now Vice President of Global Sponsorships at Mastercard. Kolodny graduated from the program in 2006 and is now Vice President at Octagon Marketing. In addition to their participation in the Octagon Bowl as professionals, both Goldstein and Kolodny participated in the Octagon Bowl as UMass graduate students.

“The Octagon-UMass relationship has been a win-win partnership,” Kolodny commented in reflecting on the Octagon Bowl. “Octagon has provided the UMass students an opportunity to gain real world experience in developing 360-degree marketing programs for leading corporate sponsors including Mastercard. Throughout our decade-long partnership, students have been given the opportunity to demonstrate research abilities, creative thinking, and written communication and presentation skills. Our agency has been able to leverage the students’ strategic thinking to enhance our clients’ initiatives and generate innovative solutions.”

2015-octagon-bowl-winners

2015 Octagon Bowl winners with representatives from Octagon and UMass

Providing students with experiential learning opportunities prepares them to enter into the sport industry as professionals, but the case of the McCormack Octagon Bowl shows us how such learning opportunities do more than just that. As Kolodny noted, “The benefits [of the partnership] are not limited to specific projects. The partnership has helped Octagon and our clients to identify and foster the next generation of marketers and strategists.”

The Octagon Bowl illustrates how experiential learning can allow students to realize the value of their educational experiences, such that as they progress upward in their professional careers, they remain connected to their alma mater, allowing alumni networks to thrive. These networks are not only advantageous in the industry, but also back “home” at the university as well. These networks motivate our former students to periodically turn to their alma mater and pay it back.