Sports Enterprise

Tutorial 1 Week 1

1. Key partners
2. Key activities
3. Value propositions
4. Costumer relationships
5. Costumer segments
6. Channels
7. Key resources
8. Cost structure
9. Revenue streams

What to consider on assignment:

What gaps are there in the markets? (crime, community cohesion, mega events, mental
health)- what has not be offered in the market yet? What can be done slightly different.
What are the UK priorities? (Sport England, Sport Wales, Sport Scotland, DCMS)- BECAUSE
THE GOVERNING BODY NEEDS TO ENDORSE MY PROJECT, DO WE TRY TO ACHIEVE THE
SAME PRIORITIES?

What are growth markets? ( e-sport, outdoor recreation, social enterprises, ‘back to
netball’, ‘women’s golf’)
What are declining markets? (Mintel, Sport England Active People, NGB Statistic)

To do a lot of research on all these. + declining markets, identify gaps priorities etc…

Refining an idea- positioning in community sport

 Status of company
Social enterprise- not for profit for reinvesting in community

 Does it strategically fit with your interests?

 Does it strategically fit with the community sport sector?

Key Journals:
 European Sport Management Quarterly
 Journal of Sports Marketing
 International Journal of Sport Policy and Politics
 Journal of Sport Management

USE: use search terms to test your idea, evidence-based theory to support it.

Entrepreneurship
IS process by which individuals- either on their own or inside organisations, pursue
opportunities without regard to the resources they currently control” (Stevenson and Jarillo,
1990; 17)
How does this relate to sport?
- Identify where this is happening in community sport?

Entrepreneurship as ‘economic activity’

• Entrepreneurship is generally encouraged as a key policy tool for stimulating

economic development and growth
• There is empirical evidence of a positive link between entrepreneurial activity and
economic growth

‘Non-traditional’ forms of entrepreneurship

• The primary motive is a ‘mission’ to generate social or environmental change, rather

than ‘profit’ maximisation
 • ‘Non-traditional’ forms include social entrepreneurship, environmental or eco
entrepreneurship and community entrepreneurship
• These activities can however create tension between mission and profit, since all
ventures must be economically sustainable to survive

Connect Sport

What the SE (social enterprise) does

 CONNECTSPORT aims to showcase and celebrate the sport for development

sector through our team of talented reporters. Their main aims are :
1. highlighting the work of up-and-coming reporters.
2. Reporting the ‘other side’ of sport
3. More coverage for community sport

What demographic group(s) they target – the reasons for this

The partners of the SE - connectsport

 Chelsea FC Foundation
 BIG Hearts
 Active Partnerships
 Street games
 Manchester United Foundation
 DSActive
 Greenhouse sports
 Newcastle United Foundation

How are they funded?

 Funded and supported by Sport England

How the SE is promoted – (channels, social media, number of followers etc.)

 ConnectSport is promoted on Twitter with 8605 followers and on Facebook

with 184 followers.