Sports management, marketing
ghasem zarei; Golsum Akbari Arbatan
Abstract
The purpose of this article is to present a paradigm model for pink marketing and branding in sports equipment. This research has a "qualitative approach" and uses the grounded theory method. Since the review of previous researches showed that no exactly similar research has been done in this field; ...
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The purpose of this article is to present a paradigm model for pink marketing and branding in sports equipment. This research has a "qualitative approach" and uses the grounded theory method. Since the review of previous researches showed that no exactly similar research has been done in this field; Therefore, the application of this theory with the method of Strauss and Corbin (1990) is justified. Theorizing in 3 states is open coding, central coding and selective coding. causal factors include social freedom, becoming an influencer in social media and women's spontaneity; Background factors include the launch of social media marketing campaigns and increasing the power of influence and purchase of women; Intervening factors include social norms and women's self-branding and strategic factors including pink product (fit with women's taste and taste), pink price (ethical prices), pink advertisement (focusing on emotions in advertising) and pink distribution (external and internal design). Finally, by using the strategic factors of pink branding in sports equipment, we will witness social and cultural identification, targeted marketing and high acceptance. while it's common to find a product in multiple colors, pink is specifically used in gender marketing to make products available in a single version for women, providing marketers with added value.
Sports management, marketing
Sara Keshkar; Gholamali Kargar; Mahya Shabani
Abstract
The utilization of various strategy formulation models in different industrial sectors has become a common practice. The aim of this research was to determine a strategy for the market development of the sports jewelry industry in Iran using the analytical SWOC approach. On the other hand, sports, as ...
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The utilization of various strategy formulation models in different industrial sectors has become a common practice. The aim of this research was to determine a strategy for the market development of the sports jewelry industry in Iran using the analytical SWOC approach. On the other hand, sports, as an effective factor in social, economic, cultural development and direct and indirect effects, play an important role in the economy of countries. In recent years, sports as an economic sector, both practical and spectacular, play an essential role in the production and consumption of sports goods and services and the economic development of different societies. Therefore, considering the place of sports and art among people, we realize that handicrafts and industrial arts, especially ornaments, have attracted many fans since the beginning of history (Chavosh bashi, et al., 2012). Therefore, to expand this category and promote it by using sports marketing, which is one of the sub-branches of marketing, in which sports teams and events are promoted. Today, suppliers in the market of industrial and consumer goods are faced with customers who have unlimited demands but are less influenced by traditional marketing tools (Nayeb zade, 2005). The current study was practical in terms of its objective and descriptive-analytical in terms of its strategy. Qualitative content analysis was conducted using the method of nominal interviews to collect data. The concepts and codes obtained were classified into four categories. A total of 15 theoretical saturation interviews were conducted. The research population consisted of sports management specialists, experts in the gold industry, gold jewelry manufacturers, gold jewelry retailers, and marketing academics with relevant studies in sports, and sports figures. The results of this research, based on the analysis of strengths, weaknesses, opportunities, and challenges in this industry, indicated that the sports jewelry industry is in a position of aggression (SO). In addition to these, the findings of the qualitative section in the strengths of the sports jewelry industry include aesthetics, which has a very broad philosophy from an artistic point of view, when a person encounters something beautiful, both artistic and natural beauty, he can understand the type of aesthetic quality. The most important strategies for the development of the sports jewelry industry, four strategies were introduced and prioritized using the QSPM quantitative planning matrix, the strategy of using culture and climate diversity with an emphasis on holding an exhibition with the aim of introducing and marketing was the most prioritized strategy. It is obvious that the topic marketing and strengthening experts and professional marketers in this field will have a significant impact on introducing and developing this industry in society. On the other hand, the culture and civilization of any country is at the same time as the history of that country. Accurate and appropriate planning for the use of energy reserves and resources will pave the way for the participation of experts in this industry and the use of the capacities of these people, and on the other hand, in order to help the development of the sports jewelry industry and with the knowledge of the elements of creativity and innovation. And the motivation in the youth, the use of the young and educated class leads to the development and provision of better services in this field. Therefore, strategies used in this industry include utilizing reserves and energy resources for planned exports, employing young educated workforce for better services, capacity development and collaboration among specialists, and leveraging cultural and climatic diversity with an emphasis on organizing exhibitions for introduction and marketing purposes. Considering the findings and results, it can be acknowledged that the sports jewelry industry, relying on aggressive position strategies, will be able to achieve its goals.
farhad fathi; mehrdad moharramzadeh; Aliasghar Vahdatipour; Mohammad seayvan Nouri
Abstract
Considering the importance of hosting large sports events in single disciplines such as the World Cup of Wrestling, Volleyball, Weightlifting, etc. and multi-disciplines such as the Olympic Games or World Cup, Asian Games, etc., and various political and social consequences, economic, cultural and sports ...
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Considering the importance of hosting large sports events in single disciplines such as the World Cup of Wrestling, Volleyball, Weightlifting, etc. and multi-disciplines such as the Olympic Games or World Cup, Asian Games, etc., and various political and social consequences, economic, cultural and sports for the host city and country, there is a fierce competition between different countries and cities to host these sports events. Also, considering the necessity and importance of this issue for the development and promotion of the country's sports at the international level, this research seeks to answer this simple and practical question in order to provide appropriate feedback for the country's sports managers, citing the views of the country's senior sports managers. And sports experts are wondering if Iran has the potential to hold the big sports event of Sizm and what are Iran's weaknesses, strengths, opportunities and threats to host it?
The current research is applied in terms of purpose and descriptive in terms of method, and it was conducted in the field. The researchers seek to identify the strengths, weaknesses, opportunities and threats of hosting the Islamic Republic of Iran Games from the point of view of professors, managers, sports experts and executive officials. The statistical population of this research will include high, middle and basic managers of the Ministry of Sports and Youth, the General Staff of the Armed Forces, the National Olympic Committee, sports federations, athletes and experts (university professors and researchers) in the field of holding sports events. The sample will be randomly selected from the population. Library and field methods will be used to collect data. All collected data are analyzed using SPSS. In order to analyze the statistical data, the methods of inferential statistics and descriptive statistics (mean, frequency percentage, standard deviation and tables) will be used. For this purpose, appropriate tests will be used to determine the significance of each of the SWOT items and to determine the priority of each of them. After determining the most important strengths, weaknesses, opportunities and threats facing the hosting of Seism games in Iran, the SWOT matrix is used in order to develop the strategies of hosting Seism games in Iran. In this matrix, using the four lists of strengths (S), weaknesses (W), opportunities (O) and threats (T) and their paired comparison, the four strategies SO, ST, WO and WT are developed. be made The SWOT matrix shows how to balance opportunities and threats (external factors) with strengths and weaknesses (internal factors) and create four sets of possible strategic options, respectively.
The IFE & EFE matrix, which has evaluated the internal factors of hosting Sysem games in the Islamic Republic of Iran, shows that the weaknesses have more points than the strengths. In general, the results indicate that the conditions for hosting the Sysm World Games in Iran are located in the WO (conservative) region in terms of strategic location (Figure 1). The matrix of Table 2, which evaluates the external and environmental factors of hosting the Sysm games in the Islamic Republic of Iran, shows that the opportunities ahead are more important than the threats. After completing these stages of the research and reaching the final list of SWOT items, strategies corresponding to these items were extracted using the SWOT matrix analysis method. In this step, 4 SO strategies, 4 ST strategies, 3 WO strategies and 3 WT strategies and a total of 14 strategies were formulated.
The prioritization of the strategies for obtaining the hosting of the Sism games shows that "the development of effective interactions between the executive and military institutions" and "the development of the educational and promotional system in the Sism sport based on the existing capabilities" are the most important strategies for obtaining the hosting of the Sism games in They are the Islamic Republic of Iran.
After determining the final score of the evaluation matrix of internal factors (2.45) and the final score of the evaluation matrix of external factors (2.62) and according to the internal and external matrix (IE), the strategic position of hosting the Seism Games in the Islamic Republic of Iran in It is a conservative strategic area (WO). Also, Jamshidi, Sajadi, Jamshidi & Safarzadeh (2012) identified a strategic position in the WO region in the formulation of the strategy of the Iran Cycling Federation. WO strategic area or conservative strategy is a situation among the four strategic areas where the organization is faced with external opportunities and internal weaknesses, and in this situation, external opportunities should be used to eliminate the weakness. Use internal ones. Therefore, according to the strategic position of hosting the Sizm event in the WO region, it is suggested to the officials of Sizm sports to use the upcoming opportunities to eliminate the internal weaknesses in the field of hosting the Sizm event. Finally, by using the four lists of strengths (S), weaknesses (W), opportunities (O) and threats (T) and their pairwise comparison, the four strategies SO, ST, WO and WT were formulated and suggestions The following is provided for obtaining Sysem hosting in the Islamic Republic of Iran: 1. Development of effective interactions between executive and military institutions, 2. Strengthening the volunteer movement in the country's sports, 3. Emphasis on creativity and innovation in military sports programs and activities, 4. Taking advantage of the capacities of government institutions (armed forces, radio and television, etc.), 5. Centralizing the macro-policy and supervision of Sizm sports activities in the Supreme Council of Sports, 6. Development of financial resources by taking advantage of legal opportunities and capacities of public and private institutions of the country, 7. Optimum use of the country's capacities based on land use, 8. Interacting with the sports teams of the provinces for more orientation towards sports, 9. Development of educational and promotion system in sysem sports based on existing capabilities, 10. Strengthening the support and facilitation system for military sports activities, 11. The central need and quality of activities and sports programs of Sizam, 12. Improving the public's attitude towards sizism sports and its benefits, 13. Creating unity in the country's sports policies and programs, 14. Diversification of Sizam sports activities with emphasis on women, disabled and vulnerable sections of the society.
Sports management, marketing
Ebrahim Alidoust Ghahfarrokhi; Mahdi Dastgerdi; Nader Ranjbar; Rahim Khosromanesh
Abstract
Abstract
The tourism industry has grown explosively in the 21st century and has found a special place in the gross domestic product (GDP) and economic growth of countries. The share of the tourism industry in the GDP of the world is more than 10%. Tourism generates income, creates jobs and helps to ...
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Abstract
The tourism industry has grown explosively in the 21st century and has found a special place in the gross domestic product (GDP) and economic growth of countries. The share of the tourism industry in the GDP of the world is more than 10%. Tourism generates income, creates jobs and helps to develop infrastructure (Jäggi, 2022). Iran also has many tourist attractions and can benefit from this industry (Khanifar et al., 2023). Sports tourism is also one of the important sectors of the rapidly growing tourism industry, which is of great interest (Hritz & Ross, 2010). Linking tourism and sports industry through job creation in villages and prevention of migration to cities can play an important role in reducing suburbanization in big cities (Jamieson, 2014). Sports tourism has various types. In general, there are two types of sports tourism: active and passive. In active sports tourism, tourists themselves physically participate in physical activity or related sports. In passive sports tourism, tourists do not engage in physical activity (Gibson et al., 2018). In recent years; Active sports tourism has grown increasingly in international tourism markets. Currently, Iran's active tourist attractions are more than its passive tourist attractions (Seifpanahi Shabani et al., 2022). Active sports tourism in Iran can include mountaineering, rock climbing, skiing, desert tourism, motorcycling and car racing, horse racing, surfing, diving, and renting and using professional sports camps (Dastgerdi et al., 2022). Therefore; the purpose of this research was strategic analysis in order to develop Iran's active sports tourism at the international level.
The research methodology was mixed (qualitative and quantitative). In order to identify the strengths, weaknesses, opportunities and threats surrounding Iran's active sports tourism, interviews and library research were used. In this research, in-depth interviews were conducted with 37 elites and the working group of experts was used to analyze, formulate and evaluate strategies. After identifying and categorizing the internal and external factors effective in the development of active sports tourism industry in Iran; the specialized working group (consisting of researchers who had extensive activities and studies regarding the principles of strategy formulation as well as active tourism and sports tourism industry) gave weight and score to these factors using the matrix of Internal Factors Evaluation or IFE and matrix of External Factors Evaluation or EFE. Therefore, the importance and priority of each of these factors and the score of each of these matrices were determined, and as a result, the position of Iran's active sports tourism in the TOWS matrix was determined. In the continuation of the specialized working group, by comparing the most important strengths and weaknesses with the most important opportunities and threats, they formulated four types of primary strategies: SO, ST, WO and WT strategies. Then, in consultation with experts, the initial strategies were combined and integrated as much as possible to formulate stronger strategies. In the following, the specialized working group determined the attractiveness score of internal and external factors for each of these strategies using Quantitative Strategic Planning Matrix or QSPM. Then, the final score of each strategy and the priority of the strategies were determined by the final sum of the weights multiplied by the attractiveness scores.
The findings showed that the most important strengths were: the existence of many adventurous and active sports tourism attractions in Iran (such as mountains, rocks, deserts, seas, rivers, beaches, etc.), the high capacity of some sports to attract sports tourists, such as snow skiing, surfing, desert tourism, rock climbing, conquering high peaks, many historical, natural, religious and recreational attractions in Iran as complementary attractions, existence of expert staff, suitable accommodation, high security, suitable domestic transportation, Iranian hospitality, the four seasons of Iran, and the support of the senior officials of the Islamic Republic of Iran for the development of the tourism industry in Iran. The most important weaknesses were: weak marketing, mandatory hijab law, the impossibility of consuming non-Islamic food such as alcoholic beverages, pork, etc. in restaurants, mismanagement and lack of coordination, Iran's weak international transportation, providing poor police services to international tourists, and inadequate service. The most important opportunities were: the high value of international currencies in Iran, explosive increase in demand for active sports tourism at the international level, Iran's very strong international relations with countries such as Russia, China, Iraq, very large international airlines such as Turkish Air, Qatar Airways and Emirates in Iran's neighborhood, The precarious position of Turkey in the tourism industry, and high number of Muslim tourists. The most important threats were: USA sanctions (bank sanctions, ban on travel to Iran), negative propaganda of Western countries against Iran, strong competitors (Turkey and Thailand), and spying under the guise of tourism.
Then, considering that the final score of the matrix of Internal Factors Evaluation was 2.70 and the final score of the matrix of External Factors Evaluation was calculated to be 2.72, as a result, the strategic position of Iran's active sports tourism was determined in SO position. Finally, the results of the QSPM matrix calculations showed that the most important strategies for the development of active tourism in Iran are: (1) Marketing (traditional and modern), (2) Undermining and circumventing sanctions, (3) Providing essential services, (4) Creating distinctive experiences, and (5) Attracting investors. Digital marketing, viral marketing and influencer marketing are three modern marketing methods in the development of the tourism industry, which should be used well in order to increase the active sports tourism market share of Iran in the international market. Iran can also circumvent US sanctions in the field of tourism industry by using the strategic and important relations it has with Russia, China, Iraq and other neighboring countries. In the end, the key to the success of all marketing efforts and circumventing sanctions is to provide essential services and create unique experiences for international tourists in active sports. It is obvious that the development of the tourism industry in Iran requires more investment, but before investing, proper conditions must be provided (It means planning for marketing, circumventing sanctions, providing essential services and creating distinctive experiences).
negar gholipour; Hossein Eydi; bahram yosefi
Abstract
Brand is as one of the most important intangible assets of any organization and strategic analysis of brand development barriers in any organization including Iranian Premier League is necessary. Accordingly, the present study analyzed the barriers to the development of the Iranian Premier League brand ...
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Brand is as one of the most important intangible assets of any organization and strategic analysis of brand development barriers in any organization including Iranian Premier League is necessary. Accordingly, the present study analyzed the barriers to the development of the Iranian Premier League brand by combining the Balanced Scorecard approach and the AHP. This study was conducted in two parts: Qualitative and Qualitative. The statistical population of this study consisted of sport management faculty with specialized marketing, soccer experts and experts, as well as executives of the league and football clubs. 18 individuals were interviewed in the qualitative part, and in the quantitative part, 85 individuals were selected as the statistical sample using non-probable judgment sampling (expert opinion). In the qualitative section, 157 labels were identified that influenced the development of the league brand and were then classified into 20 concepts in axial coding. In the quantitative part, the priority of each of the barriers affecting brand development was determined by the hierarchical analysis method, with first the weaknesses was the management structure and the last priority was the perceptual barriers. Applying this model can familiarize managers with the priorities of addressing the barriers to the development of the Iranian Premier League brand and allow for the integration of performance evaluation of the Iranian Premier League brand.
sajad Tari; Esfandyar Khosravizadeh; Ezatollah Shahmansoori
Abstract
This research was applied research in terms of purpose and descriptive-analytical in terms of data collection, which was done by survey method. The statistical population included the main stakeholders of the province's ship, 169 of whom were purposefully selected as a sample. A researcher-made questionnaire ...
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This research was applied research in terms of purpose and descriptive-analytical in terms of data collection, which was done by survey method. The statistical population included the main stakeholders of the province's ship, 169 of whom were purposefully selected as a sample. A researcher-made questionnaire was used to collect data. After confirming the face and content validity by experts, its reliability through Cronbach's alpha coefficient for strengths, weaknesses, opportunities and threats were equal to / 871, respectively. 0, 896, 0.915 and 0.841 were obtained. Data were analyzed through matrices of environmental analysis, internal evaluation, external evaluation, internal and external evaluation and Friedman test in SPSS16 software package version 16. The results showed that the board had 11 strengths and 18 weaknesses and faced 14 opportunities and 14 threats. Holding regular competitions at all levels away from any discrimination, lack of marketing; Motivated and talented young population, and the economic problems of the province as well as the financial problems of most athletes were the most important strengths, weaknesses, opportunities and threats, respectively. The board was strategically conservative. Also, based on environmental analysis, a total of 15 strategies including 2 offensive strategies, 4 competitive strategies, 8 conservative strategies and 1 defensive strategy were developed for the province's wrestling staff. It is suggested that this board prioritize conservative strategies and provide the ground for the implementation of these strategies in the provincial wrestling board by formulating an appropriate action plan.
elham moshkelgosha; Rasool Nazari
Abstract
The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical ...
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The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical sample ceiling was considered equal to 384 people. The measuring instrument was Aghazade Blue Ocean Strategy Questionnaire (2014). The validity of the questionnaire was confirmed by experts, reliability (0.93) was calculated through Cronbach's alpha method. Statistical methods of second-order confirmatory factor analysis and Friedman were performed as statistical tests using SPSS software version 22 and Amos. Based on the results of the model of explaining the indicators of action in the blue ocean strategy in Isfahan sports clubs is in good condition. The results showed that the physical evidence with the average (4.16) was the highest and then the quality of communication (3.86), comfort and well-being (3.76), Internet services (3.65), service quality (59 / 3), brand (3.44), price (3.13) and finally creativity (2.79) had the lowest score. Sports club managers are advised to use a kind of agile organizational structure to change the main strategies to use the four blue ocean strategies, including strategies of increasing, decreasing, eliminating and creating for the clubs.
