Escolar Documentos
Profissional Documentos
Cultura Documentos
Index Page
1.0 Abstract 03
2.0 Introduction 04
5.0 Vision
10
6.0 Mission 10
7.0 Goals 10
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Abstract:
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2.0 Introduction:
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Women’s football has been a part of the social and cultural history of Britain
for over a century. However academics have chosen to oversee the historical
importance of Women/Girls indulgence in football, prior to 1900. This form of
sport had rebuked and despised by many, as it was thought to be too
scandalous for pretty girls to be involved. The Football Association (from here
FA), deemed this game to be too risky to be played by the women and hence
banned all formats of women’s football in the year 1921 (Jean, William 2003).
In retrospect, this decision could be pointed out as the major reason for an
under developed Women’s Football and it has never been able to recover
from the depths of isolation and neglect. Jumping years ahead, the Women’s
Football Association (WFA) was formed in the year 1969 with 44 league
teams (http://www.thefa.com). In the year 1971 the FA lifted the ban which
forbade the women from playing on the grounds of affiliated club
(http://www.thefa.com). Inspite of the annulment of the ban, there was much
to be desired out of the inaction of the FA to promote women’s football.
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There is a strong post modern wave passing us and the current post modern
era, (Best and Kellner, 1997) that we are experiencing, is an invitation to the
marketers working with product or services (Firat and Venkatesh, 1993,
1995; Sherry, 1991). Sport is one of the largest derivatives of human passion
considering its worldwide appeal. “Capitalising on the emotional attachment
of the consumers (fans) toward the team, the event or the symbolism
associated with the brand can enable a sports organisation to trigger trust
and loyalty toward the brand” (Richelieu and Boulaire, 2004). This trust and
loyalty earned will help the sports team generate additional revenue with the
sale of goods and services within and beyond the sports arena (Gustafson,
2001).
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24 hours a day” (Shank, 2002). There has been a growth in paid attendance
and viewership of women’s football in U K.
Fig10.1 shows the model of the consumer – supplier relationship. “In general,
highly-involved consumers consume sport with an intangible desire for long-
term associations and active participation with a team sport or a branded
product (Jowdy and McDonald, 2003)”. The most difficult part of sports
marketing is in understanding the sports product. A figure representing the
differentiation of sports products as goods and services is given in Fig 10.2. If
the goods and services are produced they must be exchanged to for a
marketing transaction. Traditionally the transaction involves a consumer
giving money to receive the goods or service. In this case the game itself is
the form of pure service (Lovelock 1984; Groonos 1982; Parasuraman et al
1985). Fig 10.3 gives the model of Sports Marketing Exchange Process (Milne
and McDonald, 1999).
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It is very essential to understand the consumer market and then act on the
sports marketing mix. Market selection decisions are referred as STP i.e.
Segmentation, Targeting and Positioning. Segmentation may be carried out
on the basis of demographic, geographic, behavioural tendencies. Target
marketing allows choosing the segment that allows an organization to
establish its marketing objectives (Evans and Berman, 1992).Positioning
involves fixing the sports product in the mind of the consumer. Marketers
making marketing strategies should be able to target the right segment i.e.
families and females per say, as there would be an increase in other female &
family profiles, that can be targeted, which is interested in Women’s football.
Marketing mix decisions follow the selection of the market. “The objective of
the marketing Mix is to implement the positioning established by the chosen
target market. This is done by coordinating the marketing mix variables –
product, price, place and promotion.
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Peter Drucker states that “The best plan is only a plan – that is, good
intentions – unless it degenerates into work” (1974, pp. 147)”. “The
distinction that makes a plan capable of producing results is the commitment
of key people to work on specific tasks (Drucker, 1974, pp. 147)”. This is the
implementation stage. Once all the planning is complete it is imperative to
put plans into action (Gupta and Govindarajan, 1984).
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Final stage of the plan is the control stage, where comparing results with the
marketing objectives and modification of the plan to achieve the desired
result is the basis of it’s conjure.
Mission of this proposal: This marketing plan seeks to leverage the brand
equity of the women’s football. The core mission is to
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4. Scientific papers, sports articles, and media articles (print and electronic).
This proposal seeks to work on the strategic sports marketing frame work as
a tool for altering and modifying elements that play a big role in the influence
of sports marketing as a whole. This is also an attempt at appreciating the
growing popularity of the women’s football. Though the focus would only be
on the marketing mix aspects of the strategic plan further study will also be
conducted on consumer behaviour and services marketing, as both play an
huge role in sports industry per say. This study seeks to undertake a
successful implementation of the academic knowledge and apply it to the
real world. On the whole this is an attempt to understand the core concept of
marketing in context of sports and a comprehensive attempt at gaining an
insight into the functioning of Women’s Football in England.
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10.0 References
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18. Kane, Courtney (1999). “Want to reach female viewers? The NFL asks
marketers if they’re ready for some football”. New York Times.
December 22.
19. *3 Lamb, C. Et al. 2nd ed. (1994). Principles of Marketing. Cincinnati:
South Western Publishing.
20. Levitt, T (1960). Marketing Myopia. [WWW] Available from http://0-
web.ebscohost.com.wam.leeds.ac.uk/ehost/pdfviewer/pdfviewer?
vid=4&hid=106&sid=ee3fd6e2-bbcf-4562-9e0a-
9c3adae88448@sessionmgr112 [Accessed 19/4/2010].
21. Lovelock, C. Services Marketing. Englewood Cliffs, NJ: Prentice Hall,
1984).
22. Milne, G and McDonald, M. (1999). Sports Marketing: Managing the
Exchange process, Sudbury, MA: Jones and Bartlett Publishers.
23. Malhotra, N. K. 5th ed. (2007). Marketing Research- An Applied
Orientation. New Jersey: Prentice Hall.
24. Mullin, B. J et al. 2nd ed. (2000). Sport marketing. Champaign, IL. ; Leeds:
Human Kinetics.
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10.0 Appendices
In: Shank, M. T. 2nd ed. (2002) Sports Marketing: a strategic perspective. Published
Upper Saddle River, N.J: Prentice Hall, Prentice-Hall. pg. 12
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In: Shank, M. T. 2nd ed. (2002) Sports Marketing: a strategic perspective. Published
Upper Saddle River, N.J: Prentice Hall, Prentice-Hall. pg. 25
In: Shank, M. T. 2nd ed. (2002) Sports Marketing: a strategic perspective. Published
Upper Saddle River, N.J: Prentice Hall, Prentice-Hall. pg. 32
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In: Shank, M. T. 2nd ed. (2002) Sports Marketing: a strategic perspective. Published
Upper Saddle River, N.J: Prentice Hall, Prentice-Hall. pg. 46
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Fig10.6
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http://www.thefa.com/GetIntoFootball/Players/PlayersPages/WomensAndGirls/~/med
ia/Files/PDF/TheFA/WomensStrategy.ashx/WomensStrategy.pdf. pg. 43
Week Number
Activities 1& 3& 5& 7& 9&1 11&1 13 14 15
2 4 6 8 0 2
English Football Assessment
1.External and internal audit
2.Swot Analysis
3. Critical Success Factor
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