Answer to question no.

The fundamental aspect of power (Walker, Bourne, Shelley 2008) should be the legitimacy of

priority stakeholders. The stakeholders of the analysed industry may be mapped, classified

and represented in connection to the characteristic features by this approach and the findings

of this research (Figure I).

The high salience field of the grid comprises the last stakeholders, also called active players.

The findings from the research indicate that UEFA is, in this area, represented by the

Association, football players and football fans. The existence of the first three is reasonable

because they are the major football players, but because of the immense power that they exert

on managers, the presence of the fanatics is an unusual industry discovery. These

stakeholders should be given priority and attention by managers. The moderate salience field

includes stakeholders with dominating, hazardous and dependent features. This category,
which also houses the media, club shareholders and Members, committed fans and bodies, is

dominated by research sponsors and ground owners. The most stakeholders seem to be in this

field. It should be noted that the media are the only players to be classified as detrimental.

Moderate stakeholders must be met and management must reply as fast as feasible to their

wishes. The low level of experience comprises stakeholders such as governments with

discretionary characteristics concerned in legitimacy. These parties are regarded as passive,

and it is just essential to pay little attention. Managers must realise that any interested party

can quickly develop a second or third characteristic, become clearer and become more

relevant and aware (Clausen et al., 2020).

Answer to question no.2

Stadium and field advertising, like any other sort of marketing, is all about bringing in

business. Several studies have demonstrated the benefits of this sort of advertising, and the

data below demonstrate why you should investigate it for yourself.

 Seven out of ten spectators accurately identify a product advertised to them at a

sporting event.

 Every year, 130 million unique spectators attend professional and college sports.

 Because men make up 61 percent of stadium and arena crowds, digital video

advertising is highly effective if your target demographic is male.

 47% of stadium attendees are between the ages of 18 and 34.

 Around 18 percent of American citizens see a digital screen display at a stadium on a

monthly basis, and that figure is expected to rise.

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  As you can see, the stats are on your side, and they are only going to get better as

stadium advertising becomes more computerized.

Stadium and field advertising is a highly successful approach to market your business and

raise brand awareness among a big and diversified audience.

A good advertisement is more than just the design. Allow your target audience to engage with

your advertising. This can take many forms depending on the technologies available, but it

can be as easy as having a branded picture booth, a baseball throw, or other interactive event.

You have built something that your audience will remember if you can physically engage

them (Dejonghe, 2008).

Answer to question no.3

Technology Integration

Another challenge facing the sport industry is the continuation of technological

developments. Many fans engage with favourite teams via social media to keep their

Facebook schedules and Twitter feeds up-to-date. Likewise, venues need to keep pace. The

lack of wifi may be a considerable shift for fans that want to stay connected during the game.

So if clubs aren't socially active and lack the capacity to appeal to current technology

enthusiasts, people just won't follow or attend games on their own.

Gameday Experiences

The sports business now has a duty to locate gaming events that can not be duplicated at

home, as if technology was not tough enough. The package includes Pregame shows, half-

time entertainment, and post-game events. In addition, it is important to create in-game

experiences whether it be the T-shirt gun, kiss cam, song or anything they think of. Many

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specialists and marketers in companies may think that everything is done. Teams can also

participate on behalf of the same amateur. Financing in the game might be challenging,

particularly if nobody is present.

Predicting the Future

The world is ever changing. As a result, it's impossible for the sports industry to forecast the

next trend, the next major concept that will entice its audience. Combined with the technical

problem, it is obvious that there will always be contradictions in sports teams and venues. For

instance, a venue can just keep up with the times to find out that new things are happening.

Although the future is almost unpredictable, the sports business may profit from analysing

patterns and trying to predict what will become popular in the future (Skinner and Smith,

2021).

Answer to question no.4

A promotional approach that connects a corporation to sports (sponsorship of competitions,

teams, leagues, etc.)

Sport sponsorship is a mutually beneficial partnership between people or organisations in

which the sponsor delivers benefits to the sponsored in exchange for involvement with a

sport, events, facilities, or sport participants. (European Council, 1981), In general,

sponsorship can be defined as a mutually advantageous business partnership between two

parties known as the sponsor (typically a company) and the sponsored (Jiffer and Ross,

1999). Sponsorship is a mutually beneficial economic arrangement between two parties in

which the sponsor delivers benefits to the sponsored in exchange for a measurable result

against pre-defined objectives. This platform reaches a specific target group as well as

potential customers because it may enter the promotional mix rather effectively and as such,

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is a significant approach used by many firms. Because the subject of sport sponsorship does

not yet have a definite and exact conclusion, many writers and studies have yet to provide a

clear notion on the overall aims of sponsorship in athletic events. The success of a company's

event sponsorship is characterised by its aims and how effectively the end product can be

evaluated and helpful to the organisation (Cui, Lee and Jin, 2019).

Sports Sponsorship Types

The following are the most prevalent types of sport sponsorship agreements:

 Sponsorship of shirts/teams - Samsung Mobile and Chelsea FC

 Skandia and the British Sailing Team/Aviva and the UK Athletics Team are squad

sponsors.

Answer to question no.5

The Robbers Cave example is a good illustration of what is known as intergroup conflict.

Conflict is defined broadly as a scenario in which one party perceives that another party is

negatively influencing its goals or ambitions. Conflict involves at least two people and refers

to conflicts or friction including vocal or nonverbal acts and feelings (Fine, 2004). This can

happen between members of competing groups (intergroup) or within a group (intragroup).

Given the pervasiveness of groups in many life contexts, it is probably unsurprising that

individuals are continuously placed in situations requiring collaboration and competition,

either within or between groups; and when interactions are unavoidable, so is conflict. Sport

is a key social context in which conflict is particularly visible. One typical criterion for

success in sports is to defeat one's opponent. Naturally, this leads to competitiveness and, on

occasion, open intergroup conflict between the competing parties. Intragroup conflict, on the

other hand, is frequently considerably less visible. Individuals frequently compete with one

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another for personal honours or recognition inside the team, despite the fact that team

members have identical goals and must interact in order to attain these goals. Intragroup

conflict can arise through interactions between teammates as well as interactions between a

coach and athletes. The former (intergroup conflict among teammates) is the primary topic of

this entry. Other entries in the encyclopaedia go into greater detail about the ties (and

apparent inconsistencies) between coaches and their athletes (Connolly and Dolan, 2012).

Answer to question no.6

It is now possible to combine both terms to characterise the sporting industry. Savić et al.

(2018) provides an overview of the various diverse goods and companies that comprise the

sporting industry in its study by The sporting news group and Wharton's economyetric

forecasting group (Savić et al., 2018). The focus of products and companies is on sport,

fitness, entertainment and leisure products. For these items, there are many customer groups

which may be categorised as end consumers or as commercial consumers. The definition of

the sport industry is as follows based on this study and the preliminary definitions of sport

and industry:

Sporting business is a market that includes activities, commodities, services, people, locations

or ideas, in which the items offered to buyers relate to sport, fitness, entertainment or leisure

activities. Some examples of goods in the sports sector may be found here:

 Sports are products that may be marketed as a product of participation, for example in

a women's league for recreational basketball.

 The possibility of sports being given can be offered as a spectatorial product, such as

an entertainment event, a snowboarding contest or X-Games. Sports are also

available.

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  Sports products that need or prefer participation in sports and fitness activities are the

examples of softball, ice hockey pads, bodybuilding equipment, on-line skates and

bicycling helmets.

 Promotional goods are sports items used to market a sports business, a sports league, a

sporting event, or an event such logo hats and shirts, shirts or towels of the fitness

club, stadium covers and blankets on the corporate logo.

 Sports facilities are sport items necessary or desired for the production of sport, such

as the creation of a new sports stadium or the remodelling of walledball court; the

designing and building of facilities are also products (Susanto and Zulbahri, 2021).

Answer to question no.7

Due to their significance and influence, sports have always had a role in society. A wide

range of development goals and teachings may be employed through sports. Sometimes their

value is overstated, but as everyone who has participated in a sports event will know that the

basis of a community may truly be transformed. Sport offers competitiveness, teaches morals,

integrity and ambition, and is fascinating, comfortable and challenging. But they offer us

hope most of all. Sports are giving us the optimism that another day will come. We see and

are inspired by our favourite athletes and believe that, whatever of the difficulties we

encounter, we can conquer all of them in our daily lives. The sport dynamics that span across

all socioeconomic, political and ethnic groups have something to do with them. Its substance

goes beyond the educational, religious and language levels. Because of its amazing potential

to unify people, sport is a strong communication instrument. Many support organisation, who

use sports for their access and information on critical development issues such as awareness,

education in drugs and alcohol, prevention, charitable work, publicity, etc. The World Health

Organization says that approximately 2 million deaths globally are caused each year by

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physical inactivity. Less than 1/3 of youth globally are also projected to be adequately active

to contribute to their current and future health and welfare. The most effective method to

enhance health is to find strategies to increase physical activity in communities. The growth

and maintenance of healthy bones, muscles and glands need regular physical activity.

Improving fitness also helps to control anxiety and tranquillity. It encourages other healthy

practises, including alcohol and drug abstinence. Sports are a great instrument that has been

shown to overcome community gaps and give people hope (Bond et al., 2020).

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Reference List

Bond, A.J., Cockayne, D., Ludvigsen, J.A.L., Maguire, K., Parnell, D., Plumley, D., Widdop,
P. and Wilson, R. (2020). COVID-19: the return of football fans. Managing Sport and
Leisure, pp.1–11.

Clausen, L.P.W., Hansen, O.F.H., Oturai, N.B., Syberg, K. and Hansen, S.F. (2020).
Stakeholder analysis with regard to a recent European restriction proposal on microplastics.
PLOS ONE, 15(6), p.e0235062.

Connolly, J. and Dolan, P. (2012). Re-theorizing the “structure–agency” relationship:

Figurational theory, organizational change and the Gaelic Athletic Association. Organization,
20(4), pp.491–511.

Cui, G.-Q., Lee, J.-Y. and Jin, C.-H. (2019). The role of sports sponsorship in negative new
stories about a brand: Approach the halo effect. Cogent Business & Management, 6(1).

Dejonghe, T. (2008). The market potential of a club as an indicator for the size of a new
relocated football arena : The case KAA Gent. Belgeo, (2), pp.193–216.

Fine, G.A. (2004). Review Essay: Forgotten Classic: The Robbers Cave Experiment.
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Savić, Z., Ranđelović, N., Stojanović, N., Stanković, V. and Šiljak, V. (2018). THE SPORTS
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Skinner, J. and Smith, A.C.T. (2021). Introduction: sport and COVID-19: impacts and
challenges for the future (Volume 1). European Sport Management Quarterly, pp.1–10.

Susanto, N. and Zulbahri (2021). 21st Century Sports Management. Proceedings of the 1st
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Walker, D.H.T., Bourne, L.M. and Shelley, A. (2008). Influence, stakeholder mapping and
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