راهبردهای بازاریابی در فدراسیون شمشیربازی جمهوری اسلامی ایران مبتنی برمدل هفت پی

Abstract
Sports marketing plays a crucial role in the global sports industry as it directly impacts the growth and survival of businesses (Ajeigbe, 2021). The concept of marketing mix was first introduced by McCarthy (1960), who identified four key elements: product, price, place, and promotion (Kotler, 2016). Later, three additional elements were added to the mix to represent the service marketing mix: people, physical evidence, and process (Rai and Das, 2011). Zeraat Kish and Asad Sangabi (2013) defined the marketing mix based on the seven perspectives of the 7Ps model, which includes the elements of product, price, promotion, place, people, physical evidence, and process. However, it is challenging to accurately predict and control performance based on the 7Ps model. The Fencing Federation, like other federations, has a limited budget. Additionally, the niche nature of this sport and its small fan base make it unlikely to be broadcasted by national media. As a result, it is challenging to attract financial support for this sport. Therefore, it is crucial to plan for marketing and financial support in all federation programs, considering the high number of international trips and competitions for athletes in this field. However, upon reviewing the existing documents and records, it is evident that there is no special strategic marketing plan to capitalize on available opportunities and address the federation's financial resource weaknesses. Therefore, the aim of this research is to develop marketing strategies for the Fencing Federation. These strategies will be categorized based on the seven elements of the 7Ps model (product, price, promotion, place, people, physical evidence, and process) proposed by Rai and Das (2011). The goal is to provide practical and operational marketing recommendations that will help achieve the long-term goals set in this field. The research methodology used in this study combines qualitative and quantitative approaches. Qualitative data was collected through interviews with the Council of Experts of the Federation, while quantitative data was gathered using strategic studies research methods. The study is considered to be objective. The participants in the qualitative section of the study were purposefully selected from the members of the Council of Experts, which includes scientific and executive experts (Table 1). In this study, the main participants were identified as the 15 individuals who are members of the Council of Experts. The data collection tools used in this study include semi-structured interviews, where experts were asked for their opinions on the current internal and external environment, as well as the mission and vision of the Federation. Relevant analytical matrices for strategic studies were also used. Additionally, upper-level documents such as the strategic plan of the Ministry of Sports and Youth, the National Olympic Committee, and the Vision Document of the Islamic Republic of Iran by 2026 were reviewed.
This research was conducted in the following stages:

We investigated the current marketing situation of the Federation of Fencing by analyzing past documents, upper-level documents (documentary and library studies), and expert opinions (semi-structured interviews).
We developed the mission statement and vision for the marketing of the Federation of Fencing and obtained approval from the Council of Experts.
We created a final list of strengths, weaknesses, opportunities, and threats in the seven-factor area of mixed marketing for the Federation of Fencing.
We developed marketing strategies based on the seven-factor area of mixed marketing for the Federation of Fencing.

Based on a SWOT analysis, a total of 19 strategies were identified. These strategies include three strategies in the product dimension, three strategies in the price dimension, four strategies in the advertising dimension, two strategies in the location dimension, two strategies in the people and human resources dimension, three strategies in the process of delivering goods/services, and two strategies for the physical environment dimension. After identifying the strategic positions in each dimension and considering their unique situation in one of the four quadrants (ST, SO, WO, WT), relevant strategies were developed. Marketing strategies for the Fencing Federation in the "Product" dimension (ST position):

Plan to develop domestic production.
Plan to diversify products.
Plan to develop innovative technologies.

Marketing strategies for the Fencing Federation in the "Price" dimension (WT position):

Plan to standardize the fencing discipline.
Develop national and international communication with stakeholders.
We are planning to privatize this discipline.

The marketing strategies for the Fencing Federation in the "Advertising" dimension are as follows (ST position):

We aim to strengthen the federation's mission orientation by providing financial support.
We plan to develop the brand.
We plan to implement digital marketing.
We plan to implement social marketing.

The marketing strategies of the Fencing Federation in terms of "Place" (WO position) are as follows:

We will organize economic opportunities in the local and national environment.
We plan to maximize organizational, national, and institutional capacities.

The marketing strategies of the Fencing Federation in terms of "People and Human Resources" (ST) are as follows:

We will focus on developing human capital.
We plan to develop voluntary resources.

The marketing strategies of the Fencing Federation in terms of "Product/Service Delivery Process" (WT) are as follows:

We aim to strengthen program orientation in the fencing marketing field.
We plan to develop a customer-centric approach in the federation.
We plan to empower stakeholders.

 
Marketing strategies of the Fencing Federation in relation to the "Physical Environment" (WT)

The Fencing Federation aims to establish and enhance a network of supporters and key partners who will help define and implement projects for the development of fencing.
The Federation plans to provide the required infrastructure for the development of fencing-specific facilities and training programs in schools and universities.

The effectiveness of marketing in a sports federation with Olympic status depends on the awareness of managers and employees about the services it provides and how these services are delivered to the market or stakeholders. Olympic sports organizations, like the Fencing Federation, focus on unique features rather than offering products, which may not be visible in non-sports organizations. These unique features include brand image, value, philosophy, and personalized services. It is well-known that marketing is suitable for all organizations that have a product to offer, but it is important to remember that sports organizations like the Fencing Federation face their own unique challenges, including intangible services that cannot be touched or seen. This reality poses difficulties for the federation in answering important marketing questions, resulting in challenges in properly analyzing how to price a financial support package or improve the quality of services. It also makes it challenging to maintain service quality in federations. To maintain this quality, cooperation is needed from employees within the organization as well as relevant volunteers, and fulfilling promises to financial supporters and key partners in an environment where control over performance is highly unpredictable seems difficult.