Mind games: The inclusion of trivia as a sport in the Pan Pacific Masters Games

This case explores the complexities of marketing and promotion for a non-traditional sport. The case is focused on theinclusion of trivia as a sport in the Pan Pacific Masters Games (PPMG) and provides instructors with an opportunity to discussand debate the fundamental definitions of sport (and whether trivia is a sport) before tackling more complex marketingissues that flow from it being included in the PPMG. The case narrative allows students to follow Shane, an advocate andstakeholder for advancing trivia as a sport, as he plans for, and prepares to host the first ever trivia event at the PPMG. Thecase could be used in either undergraduate or postgraduate courses that discuss sport or event marketing. The discussionquestions included as part of the teaching note are applicable for either undergraduate or postgraduate students. It might beexpected that postgraduate students provide more in-depth analysis and critique, and therefore additional readings andguidance for instructors to tailor the use of the case accordingly is provided.

The PPMG has approximately 12,000 participants aged 30 and over in 42 sports. After an email to various stakeholders soliciting interest in new sports to be added, the PPMG announced that trivia was to be included in the 2014 Games. Shane, a regular participant in the PPMG and board member of Quizzing Australia (the governing body for trivia), was elated, as he had successfully proposed the addition of trivia. As the case describes, after his successful bid, Shane was faced with many decisions on how to appropriately market and stage a trivia event at the PPMG. Shane’s success hinged on securing at least 100 participants in trivia for the inaugural event, as it would be excluded from any future PPMG if the 2014 event (upon which this case is focused) was unsuccessful. Participation was therefore a key driver for any of Shane’s marketing actions in planning and preparing for the event.

Students are invited to assume the role of Shane as he develops a marketing plan to ensure trivia is successful at the PPMG. While it is noted that the case is written in an Australian context, the case could be used in international classrooms as trivia has similar contextual relevance in both the USA and the UK. For example, in the USA, trivia nights started in the 1980s after the success of the board game Trivial Pursuit. Currently, it is estimated that 2000 weekly trivia nights are held in the USA. Further, it is estimated that approximately 22,445 weekly trivia events are held in the UK (Pagels, 2014). Suggested readings are provided in the subsequent sections of the teaching note that instructors can use in order to further develop contextual relevance.

مقاله سال 2016

 مرور مدیریت ورزش – Sport Management Review

The Asian Football Confederation (AFC) Asian Cup is the largest soccer event in Asia. Since its inception in 1956, this event has grown in popularity and is now hosted every four years. In January 2011, Australia was awarded the right to host the 2015 AFC Asian Cup. The AFC Asian Cup provides its host nation with an opportunity to not only celebrate the sport of soccer, but also leverage the event to deliver enduring legacies. Consequently, this case study provides students with an opportunity to examine the intended legacies of the 2015 AFC Asian Cup in order to gain a greater understanding of the potential benefits an event can deliver to a host nation if leveraging strategies are implemented correctly.

Prior to its staging, the 2015 AFC Asian Football Cup was touted as one of the most significant sport events to be hosted by Australia since the 2000 Sydney Olympic Games. This was largely due to the significant trade and investment relationships between Australia and the competing Asian nations, including China, Japan, and South Korea. This case study follows Michael Brown, the CEO of the Local Organising Committee (LOC) for the 2015 AFC Asian Cup. Specifically, this study explores the challenges that Michael faced as the CEO, focusing on the development of the event vision, strategic objectives and leveraging strategies used in order to deliver enduring legacies to the host cities, and to the nation of Australia as a whole. While it was the role of the LOC to manage all operational elements of the tournament, they worked closely with government and key stakeholders to enhance leveraging opportunities which would deliver enduring legacies. The LOC identified three legacy objectives: (1) increasing inbound tourism to Australia from Asian markets; (2) increasing trade and investment between Australian and Asian companies; and (3) engaging multicultural communities across Australia.

The 2015 AFC Asian Cup took place over 23 days in January, 2015, and saw 32 soccer matches played in five of the country’s largest cities: Brisbane, Newcastle, Canberra, Sydney, and Melbourne. Melbourne hosted the first game of the tournament and Sydney hosted the sold-out final round, which saw the Australian Socceroos defeat The Republic of Korea 2– 1 in extra time. Since the conclusion of the event, reports suggest that the 2015 AFC Asian Cup set new records for attendance, television audiences and social media engagement, making it the most watched AFC Asian Cup in history (The Roar, 2015). The LOC originally forecasted combined attendance at the event at 350,000; however, this figure was exceeded, with aggregate attendance figures totalling around 650,000, which equates to an average attendance of 20,000 per match (Hill, 2015). The 2015 AFC Asian Cup reached a global audience of over one billion through broadcast media (Hill, 2015). Further, engagement with fans through social media was successful, with the event’s official Twitter hashtag reaching 2.69 billion followers by the end of the semi-finals. These attendance and media statistics resulted in many accolades for the LOC including the Chairman of the AFC hailing the tournament as the most successful Asian Cup held to date. However, Michael was aware that part of his responsibilities included ensuring a lasting legacy of the event. A strategic approach was taken to ensure engagement across all key stakeholders.

 مرور مدیریت ورزش – Sport Management Review

Sport development decisions can affect sport participation in both positive and negative ways, whether those decisions are made by a government, sport governing body, or sport managers operating a program. Selecting an effective sport velopment approach often requires the consideration of multiple, and sometimes conflicting, factors and stakeholder groups. Interacting with the sociocultural context, such decisions may impact opportunities for individuals to experience the possible benefits of sport participation. Sport development programs can also help diversify the participants in an activity and contribute to the equitable provision of participation opportunities that may not have been available to segments of the population previously (Green, 2008; Taylor, Floyd, Whitt-Glover, & Brooks, 2007). This has been particularly true for the sport of swimming in the United States (USA).

Amidst evidence of significant racial disparities in drowning fatalities and the ability to swim, some communities in the USA (e.g., Cincinnati, Ohio; Charleston, South Carolina; Detroit, Michigan; Novato, California) have formulated and implemented innovative swimming programs specifically designed to teach this life skill to the disadvantaged segments of the local populations. In order to fulfill this purpose, it is critical that program leaders incorporate emerging sport development principles in the attraction and retention of the participants. In many cases, it is difficult for a single entity to effectively address such a social challenge on its own, which often requires the coordination of multiple organizations within a community. Such collaborations between sport and non-sport entities are also more likely to be sustainable (Green, 2008). As opposed to one-time events, sustainable community programs have a greater potential to significantly contribute to the development of the local population (Skinner, Zakus, & Cowell, 2008). Against the backdrop of complicated sociopolitical environments and vital public needs that must be addressed, this case study is designed to illustrate the complexity of sport development decision making at the local level and the considerations for attracting and retaining the participants meant to be served by community sport programs.

Bob Shell is the director of the parks and recreation department in Memphis, Tennessee, one of the 25 largest cities in the USA that must create its own swimming program. After recent tragedies in Memphis, Bob is tasked with designing a program that will help alleviate the problem of drowning and teach more non-White residents how to swim. To help him in this endeavor, Bob selects one of his senior managers, Brenda, to conduct research and generate viable approaches that will address this social challenge. Brenda must offer the most effective solutions to recruit participants for swimming and then keep them involved in the Memphis program. While several alternatives may exist, the case presents a set of proposals that would shape the new swimming program, Memphis Swims Now.

مقاله سال 2016

 مرور مدیریت ورزش – Sport Management Review

The Asian Football Confederation (AFC) represents one of the six Confederations constituting the Fe´de´ ration Internationale de Football Association (FIFA), the world’s governing body of soccer. The AFC comprises 46 Member Associations and is recognised as the most populous FIFA confederation, representing over half the world’s soccer. As the governing body for soccer across the Asian region, the AFC is responsible for the operation of the sport, which includes the regulation of the sport, the development of grassroots and youth soccer, and the staging of major competitions, such as the AFC Asian Football Cup and the AFC Champions League.

After years of lobbying for inclusion, Australia was approved to join the AFC in 2006. This resulted in Australia switching confederations from the Oceania Football Confederation (OFC). While there are many benefits associated with Australia’s inclusion in the AFC, it is not without controversy. Australia’s inclusion within the AFC has helped to improve the status of soccer within Australia, both on and off the field (Georgakis & Molloy, 2014; Moore, 2009). Australia hosted the 2015 AFC Asian Cup, where the Australian national team won the championship. Australia’s success within the AFC, which has occurred in a relatively short time, has appeared to create controversy within the AFC with discontent being suggested among some AFC member nations. Media reports have emerged claiming that the AFC President, Shaikh Salman bin Ebrahim Al Khalifa, had indicated rising dissatisfaction among certain AFC members regarding Australia’s position within the AFC. While this was quickly denied by the AFC President, this has raised the issue of whether Australia should be included as part of the AFC.

This case study explores the history and position of soccer in Australia, Australia’s journey to become included in the AFC, and discusses the positives and negatives of inclusion. In doing so, the case is told through the position of Erik Neilsen, a fictional Football Federation of Australia (FFA) executive. Erik reflects on the state of Australian soccer, emphasising points necessary to understand the scenario from the viewpoints of Australia and of other AFC members. This case addresses several areas of management, which gives it flexibility for use in various courses at both the undergraduate and postgraduate levels. Students are challenged to think critically on Australia’s place within the AFC, specifically recognising positives and negatives from multiple viewpoints. Further, students can examine the role of stakeholders in international sport and events and/or assess equity within sport and event organisations. An overarching objective for students is to determine what management strategies and messaging needs to be undertaken in order to cultivate positive relationships with other AFC members.