Description
The main focus of marketing strategy is a customer. The main goal is to satisfy customer needs. It is preceded by his attraction and followed by customer care in order to retain customer loyalty.
Innovative Marketing, Volume 7, Issue 2, 2011
92
Miloš Kosík (Czech Republic)
Marketing strategy in connection with sport
Abstract
The topic of the article is marketing strategy that is linked in certain areas with sport branches. The first part of the
work focuses mainly on history, how marketing strategy is started in Egypt and Mesopotamia and how it has gradually
developed not only in the world but specifically in the Czech Republic. Thanks to a significant neglect of sponsoring as
well as marketing development, this subject does not have a long tradition in the Czech Republic. Whereas it is com-
mon for famous people abroad to endorse different products, in the Czech Republic the cooperation with sportsmen is
in its beginning. Therefore, this new subject needs time to develop. Marketing in the form of sport sponsorship has
been gaining its importance since the beginning of the 1970s especially due to the creation of the first soccer league in
Germany. As the main method for this work the author uses analysis and synthesis as well as data collection.
Keywords: marketing strategy, sport, planning, history.
Introduction
©
The main focus of marketing strategy is a customer.
The main goal is to satisfy customer needs. It is pre-
ceded by his attraction and followed by customer
care in order to retain customer loyalty. For this rea-
son, marketing is connected with other science stud-
ies such as psychology that provides insight into
customer behavior.
Marketing strategic planning is built on setting goals
which can be achieved in specific time as well as de-
scribing instruments and procedures leading to their
achievement. A marketing plan contains specification
of goals and strategies to be achieved by the help of
gained and redistributed financial sources which are
assessed by financial marketing. It is followed by an
implementation stage which puts the main emphasis
on organization and focuses on actions leading to
achieving goals. The final stage is a control stage
which assesses the results of marketing efforts.
Strategic direction has to define the company vision
which is based on traditions and aims of current
management. Next important steps are to specify the
short- and long-term company goals. According to
existing goals it is necessary to determine strategic
direction by identifying the company opportunities
such as risks, opportunities and advantages. The
differentiation from other companies is the biggest
advantage for a company. This also plays an impor-
tant role when specifying customer preferences.
The model for improvement and efficiency of a
marketing strategy consists of five steps. Firstly, it is
important to carry out a market analysis which will
help us understand customer behavior. Secondly,
market segmentation is necessary for determining
target customer groups and for setting different ap-
proaches to these consumer groups. Thirdly, it is
important to carry out a competition analysis the
©Miloš Kosík, 2011.
aim of which is to compare and try to be one-step
forward. For both sides it is sometimes better to co-
operate in order to improve the market supply. Next,
we make a plan with our goals which need to be
flexible depending on the change of customer de-
mands. The last step is the marketing process con-
trol and assessment of results of existing marketing.
Prediction is the base for visions and strategic goals.
Therefore, the one who can best predict upcoming
progress is the winner in the omnipresent competi-
tion. Making prognosis is quite often affected by a lot
of macroeconomical, political, international, competi-
tive, manufacturing and other trends.
1. History and development
1.1. First signs of marketing, commercial com-
munication. As a matter of fact, the prehistoric
roots of marketing can be found in ancient civiliza-
tions. According to discoveries of archaeologists,
the first signs had already appeared in Egypt and in
Mesopotamia with the use of first trademarks. Vari-
ous manufacturers created symbols in order to dis-
tinguish the goods in the market and to help to set
their value. Trademarks were the indicators of qual-
ity and guarantee for customers. Also medieval
Europe knew some types of trademarks which en-
abled better orientation for the customers. However,
types of promotion were restricted mainly to a spo-
ken word. The majority of the population was an-
alphabetic and due to this fact the main way of sell-
ing their own products was by attending markets
and by shouting “advertising slogans”. We can
speak about the era of product orientation market-
ing, when mass production, mass selling and target-
ing of customer needs was not in the center of atten-
tion. Turning-point came as a result of the invention
of letterpress which enabled creating the first news-
papers issued in big series like Antwerp Nieuwe
Tydinghen or La Gazette, which were both founded
in the first decade of the 17th century. This led to
advertisement and thus paid commercial communi-
Innovative Marketing, Volume 7, Issue 2, 2011
93
cation. In the 18th century English newspapers al-
ready contained advertisements, every time in two
or three columns on the last pages (Pavlecka, 2008).
1.2. What has the history brought? The develop-
ment of marketing did not mean that each period
would get rid of everything from the previous one.
Concepts targeting a product and its sale still exist.
For example, we know product concepts from pro-
ducers of luxury cars such as Ferrari. Another ex-
ample is the production of cheap and not brand food
which you can find in supermarkets with the super-
market’s logo (Pavlecka, 2008).
1.3. History of sports marketing. Marketing, as
one of the basic management ideas, was founded at
the end of the 19th century and in 1930s it was very
progressive in the USA. Marketing received public
awareness approximately in the mid-1950s as a
market research for manufacturing and trading
needs and it quickly started to expand to all ad-
vanced countries (Marketing ve sportu, 2002).
Since the beginning of the 70s, marketing started to
gain its own place in the form of sport sponsorship.
The creation of the first German Bundesleague in
1962 helped to expand marketing into sport. Adver-
tisement on jerseys started there in 1973, when the
soccer club Eintracht Braunschweig decorated its
jerseys with J eagermeister logo. The first reaction to
advertisement was not positive. The attitude of a
sport association to advertisement was uncompro-
mising: “Advertisement on people is not moral and
unethical, living advertisement columns harm the
view on sport, its social and political position, and
lead to corruption and bribe” (Stiftung Deutsche
Sporthilfe, 1974). AC SPARTA Praha received 1
million EUR per year for wearing jerseys with Eu-
rotel logo in the period from 1999 to 2003. The next
contract provided 1,4 million EUR for the year of
2004 (Marketing ve sportu, 2002).
1.4. Development in the Czech Republic. Simi-
larly to advanced European countries, also spon-
sorship in the Czech Republic has been developing
slowly since the beginning of the 70s. Marketing
was in the previous period significantly neglected.
However, the sale of advertisements started in
1990, and therefore it has here only a short-time
tradition. Whereas abroad it is common that fa-
mous sportsmen endorse various products, in the
Czech Republic the cooperation with sportsmen is
in its beginning. Sports marketing and further
trends need time to develop. In the past years, frac-
tional as well as integrated concepts of sports mar-
keting have appeared. Sport unions, clubs and
other various sport movements do not want to be
seen as suppliants asking for additional financial
sources, but they want to show their sponsors and
other economical and entrepreneurial subjects that
they have rational thinking and are business part-
ners for them (Marketing ve sportu, 2002).
2. Marketing strategy
The main focus of marketing is a customer; the
main goal is his attraction and satisfaction. Nowa-
days, the main objective of management is market-
ing and it is a philosophy which is important for the
whole company from organization to providing
sales – promotion of services, products. The main
objective, idea of marketing, is to satisfy the cus-
tomer, determine what the customer wants, what he
is seeking for and sell it to him with profit. It means
to offer the right product in the right place at the
right time, with the right form and price which the
customer accepts (Kosík, 2007).
Marketing is an integrated concept of business and
manufacturing policy of a company, which is based
on market research, customer knowledge, adver-
tisement and demand creation with the goal to
reach maximum economical effect. Services form a
big part of marketing and due to their specific fea-
tures they differ from products. Marketing strate-
gies and marketing mix instruments are adapted to
their specifications. Marketing has also become an
integrated part of sport industry reacting flexibly to
all development trends. Consequently, these trends
are applied in a right form to its options. A lot of
other science studies provide support to marketing,
such as psychology (insight into consumer behav-
ior of individuals, statistics and theory of probabil-
ity). They also support result processing from sur-
veys, their modeling, etc. Law sciences – set law
regulations and conditions for marketing activities
(Kosík, 2007).
3. Trends and perspectives of sports
marketing in the Czech Republic
In the past ten years, sport marketing has increased a
lot in the Czech Republic. This process can be char-
acterized by the following trends. New media in
sports are emerging and they can be used as adver-
tising media. These are sport facilities, sportswear,
equipment, gear, performance indicators, starting
numbers, etc. This way, alternative communication
channels are created, which causes efflux of money
from traditional media.
Sport, as a social activity connected with entertain-
ment, is significantly exceeding other social areas
(culture, arts) as for raising money from companies.
We can say that it offers specific features that attract
customers – businesses and individuals.
Innovative Marketing, Volume 7, Issue 2, 2011
94
2% 3%1%
94%
art and culture
broadcast
others
sport
Fig. 1. Share of sport sponsorship
Sport sponsorship starts to be dominated by half with
other activities than advertising. Examples are the so-
called “hospitality programs” or “VIP service”. They
provide their partners not only with other services (ca-
tering and accommodation) and products (such as ex-
clusive tickets, parking spaces), but they also offer
their partners social and entertainment programs.
Sports marketing in the Czech Republic is domi-
nated by soccer and ice hockey. These sports are the
most popular. This means that for example football
is interesting for mass media, public (according to
the research agency STES 2004 about 3.3 mil peo-
ple are interested in it), but it also has its own broad
membership base.
In the Czech Republic there is a significant gap be-
tween football and ice hockey and a group of ten
other sports – athletics, basketball, volleyball, skiing,
cycling, canoeing, etc. These sports use marketing,
but are not so successful when addressing the charac-
teristics mentioned above. Other sports use only ad-
vertisements and only partly. Football and ice hockey
get the highest ratings in the Czech television chan-
nels and Czech press. The following charts show the
results of a survey at Charles University.
TV CT Press NOVA Dnes PRIMA Other magazin Radio
0
10
20
30
40
50
60
70
80
90
100
2000
2003
Other satell
Source: J anak, Department of sport management FTVS UK Praha.
Fig. 2. Sport ratings at various mass media in the Czech Republic (in %)
35.5%
soccer
ice hockey
tennis
cycling
athletics
skiing
basketball
canoeing
swimming
volleyball
handball
triathlon
horsemanship
other sports
22.7%
Source: Caslavova, Department of sport management FTVS
UK Praha.
Fig. 3. Proportion of sports broadcasted in sport programs
by Czech TV channels (1999-2003)
The European trend regarding building of sports
brands is in our country from various reasons only
in its beginning. Not all the factors that define a
sports brand are positively perceived.
Table 1. Factors determining a sports brand
Fan base
? a strong fan base;
? a sufficient number of fans both domesti-
cally and internationally;
? purchasing power of fans and licensing area.
Historical achievement
? the value of a sports brand increases with
an extensive long-term success.
Use of the brand
? methods of brand communication with the public
in relation to maximizing its financial value.
Absence
? brand value increases when there are fewer
teams, limited access and less competitors.
Value
? brands that have clearly defined and attrac-
tive values are more valued.
Stars
? past and present, fans and players. This
factor adds shine and a desire for connec-
tion with a brand.
All these factors have an impact on the differentia-
tion of a sports brand, market positioning and its
strategic development.
As the studies of the European Football Association
(UEFA) say, football club brand management de-
pends primarily on the creation of a clearly defined
club profile to the public. This profile provides the
base for the brand recognition, public preference to
a football club brand and the number of fans.
Innovative Marketing, Volume 7, Issue 2, 2011
95
60
45
40
34
33
36
31
35
33
24
24
29
25
22
22
16
22
14
67
81
82
73
73
80
80
66
61
69
99
43
43
84
27
72
58
63
28
21
13
15
14
12
13
8
11
13
14
6
22
9
13
14
10
4
FC Bayern Munchen
BV 09 Borussia Dortmund
1. FC Kaiserslautern
SV Werder Bremen
FC Schalke 04
Hamburger SV
Hertha BSC Berlin
Bayer 04 Leverkusen
TSV 1860 Munchen
Eintracht Frankfurt
FC Hansa Rostock
VfB Stuttgart
Vfl Wolfsburg
SC Freiburg
MSV Duisburg
DFSC Arminia Bielefeld
SpV gg Unterhaching
SSV Ulm1846
clear picture of the public (known - 100%) sympathy (a clear picture - 100%)
Fans (sympathy - 100%)
Source: UEFA Fussballstudie 2000.
Fig. 4. Status of Bundesleague football club brands (order of clubs according to familiarity)
According to the study, only a half of the 18 football
clubs had a clear profile. Other clubs may strengthen
its brand by working with the public and press. E.g.
all the respondents like the FC Hansa Rostock be-
cause of the clear profile of its club. This study re-
veals that brand management at football clubs must
be viewed in a much more complex way than the at-
tributes of a classic brand of goods.
Companies are looking for ways to communicate
with their target audience (customers, suppliers,
investors, legislation, media, etc.). Their primary
objectives are:
? increasing the degree of knowledge of the com-
pany/brand;
? increasing the degree of knowledge of the com-
pany as a sports partner;
? increasing brand sympathy;
? update of a brand image;
? strengthening business contacts between compa-
nies through hospitality programs;
? strengthening individual components of a sports
image in general and specifically in connection
with a particular sports club or association.
3.1. Expected trends in sports marketing in the
Czech Republic in the next ten years. There are
the following trends in sports marketing:
1. Differentiation in the use of marketing by prof-
itable and non-profit sport organizations. The
non-profit sport organizations can assume a
greater use of social marketing.
2. Other marketing preferences in football and
ice hockey in the system of their competi-
tions. These competitions offer globalized op-
portunities for advertising products as well as
other products. Companies operating with the
most popular sports will closely monitor their
access to the benefits which generate profits.
3. Transition from the partial concepts of sponsor-
ship and advertising to integrated marketing
concepts at the top level of football and ice
hockey. Searching for multi financing options
for these concepts.
4. Attempts to build sports brands of selected
teams in the highest football league in the
Czech Republic.
5. Development of partial concepts for advertising
and sponsorship regarding professional level of
other sports such as athletics, volleyball, etc.
Innovative Marketing, Volume 7, Issue 2, 2011
96
6. Increased use of professional agencies organizing
one-off sporting events.
7. Exploiting potential feasibility in the marketing
of new sports facilities.
8. Searching for news regarding sports marketing
abroad and their adaptability to Czech conditions.
3.2. The future of sports marketing in the Czech
Republic. The process of forming a market economy
in the Czech Republic is reflected in all aspects of our
lives. Physical education and sport is not an excep-
tion. The ties with economy, which were being over-
looked even a few years ago, are now becoming more
and more influential. It is crucial to raise funds
needed to run high-quality physical education and
sports activities. In this respect, marketing plays an
important role as an integral part of its management.
The main emphasis is put on the presentation of exam-
ples, on solutions of selected concepts, on various
forms of marketing segments at different stages of a
sport structure. It is necessary to consider the level of
sport clubs and physical education units, thus funda-
mental sport entities and product managers.
Regarding the development of the characteristics of
sport products, increasing attention is drawn to the so-
called sport industry with all its consequences (job
creation, participation in the gross domestic product
including business activities). The results suggest some
further orientation and formation of sports marketing
which is likely to develop in a broader economic con-
text and not just in the macro-dimension.
As for the physical education in the Czech Republic,
it is desirable to achieve, in a historically short time,
an increase in the quality of its management, includ-
ing marketing concepts, strategies, tools and forms.
This requires systematic development of theoretical
and practical aspects of this specialized management
and marketing as an organic component of the gen-
eral management. In a way, it is a crucial task because,
to a large extent, viability and quality production of the
federal physical education and sport in the Czech Re-
public depend on its effective implementation.
3.3. Model of sport marketing strategy. Having
information is the base for successful marketing, i.e.,
information mainly about market situation, partners
and competition. Marketing strategy has to be directed
to reach the main goals of a sport organization in this
area and it needs strategic planning. Defined model
suggests how to reach development and efficiency of
marketing strategy (Durdova, 2009).
3.3.1. Step one: market analysis. Understanding the
behavior of customers is the base for marketing. It is
important to have a clear view about who is a poten-
tional or an average customer and to know what are his
needs, wishes and demands. Consumption of a sport
product is complicated, active participation and
audience is often connected. It is necessary to assess
all relevant social, economical, demografic and geo-
graphic differences which can affect consumption and
customer needs – it means to answer for example
questions such as:
? How is a potencial customer informed about the
sports offer of your organization?
? Is current information sufficient and up-to-date?
? What do clients demand from your organization,
what needs do they have, or how have their needs
changed?
? Why did the clients leave?
? Who are potencial clients?
? How is the price of your product perceived in
comparison to prices of your competitors?
? Are there different prices for representatives of
various market segments?
? Is the location of the product consumption
convenient or is there a more preferable place?
3.3.2. Step two: market segmentation. Segmentation
of the market into individual segments is important in
order to determine different customer groups and for
a precise approach to a target group. It is necessary to
have special attitude to different market segments and
to develop different market strategies for specific
customer groups.
Sport affects a wide group of consumers, consumer
demography can be very wide-spread and it deserves
big attention in marketing strategy. For example we
can have a situation in a public swimming-pool.
People visit a swimming pool for recreation and
relaxation and there are people of different age
groups, families with children, schools, professional
swimmers and others. It is important to create a list of
various needs of each group and try to meet their
needs as much as possible and offer something more.
3.3.3. Step three: competition analysis. Workers in
marketing have to collect new facts continously, gain
new information about activities in the market and
compare their own activities with competition. It is
important to know how to find quality information
about competition and about customer needs. This is
the only way how to improve your own offer. The
cooperation with competition is also necessary
because it can lead to improving your own offer. The
potential in sport and in freetime activities is so large
that providers of the same services can generate
partnership, cooperate, communicate and this all is
beneficial for both sides. Information obtained from a
competition analysis can lead for example to:
? quality improvement of services;
Innovative Marketing, Volume 7, Issue 2, 2011
97
? capture of new trends and inovations;
? formulation of own strengths and weaknesses in
comparison to competition.
3.3.4. Step four: plan formulation. Marketing plans
should be periodically formulated, assessed and
eventually adjusted. Sport organizations estabilish the
following goals:
? sport goals;
? economical goals;
? social goals.
When formulating goals of a sport organization, it is
important to determine:
? which marketing strategies will be applied to
individual goals;
? priorities, time period, skills needed to reach the
goals;
? dividing tasks, competences and demands on
people;
? sources needed to reach goals.
New goals should be set as a reaction to changes in the
market. When setting goals for an organization, it is
important to:
? introduce own sport organization, draw attention;
? present own uniqueness;
? utilize competitive advantages;
? attract by an important position in the market;
? understand customer needs.
Reaching the goals should be in harmony with a
SMART form:
? specific;
? measurable;
? attainable;
? realistic;
? timely.
3.3.5. Step five: controlling. One of the basic conditions
of a successful marketing strategy is choosing a useful
form of controlling. When evaluating goals, it is
recommended to focus on these points:
? time schedule control;
? control of fund raising and ensuring additional
financial sources;
? human factor control;
? fulfilment of plans and to which extent they
have been completed;
? how to amend observed facts;
? proposal of eventual plan adjustment (Durdo-
va, 2009).
Conclusion
The present article deals with marketing strategies
applied to sport. Marketing strategy itself is very
wide and it can be applied in a lot of studies. It is
connected for example with mass behavior which,
according to me, certainly belongs to it.
Since I have been keen on sports all my life and I
am very close to it, I tried to connect this work with
sport as much as possible. In the Czech Republic,
there are fields of study focusing on sport and I have
written this article to highlight them. As I am a
university teacher, in my subjects I talk about sports
marketing, sports management and other sport
disciplines. I think that the task of marketing in this
branch is rising, but we still have to learn a lot.
Everything needs time to develop succesfully and
we should not abandon this discipline. Customer,
as our most important subject, is being very
perceptive and not everything affects him in a
positive way.
Importance and application of sport marketing during
the past ten years has been evident. These expressions
are becoming stronger in the sports environment and
sport organizations themselves are involved in
marketing very much. For this reason, they bring
resources to the pursuit of sporting activities. In this
article I wanted to emphasise that sports marketing is
connected with marketing strategy.
At the end of my article I chose some conclusions
and consequences which focus on mass theory and
explain what the mass theory says and what is its
practical use for everybody who tries to change
mass behavior.
First conclusion: valid is relationship customer-
customer, not company-customer. When trying to
create mass behavior, You should think how indivi-
duals influence each other, it is more important than
how we influence them. Even if a powerful corpo-
ration is trying to fight this fact, it is true.
Consequence: Accept the system to work for you
be humblier. Throw away the illusion of power and
persuading, trade egoism and marketing thinking,
feeling that you are important and customers and
citizens are tiny, isolated and weak. Instead of this,
begin to recognize the system which makes the mass
behavior. Your task is to change the way it works.
Second conclusion: verbal recommendation is the
most powerful tool. Verbal recommendation is one
of the most unique and simply observable forms of
customer influence. Real people communicate with
themselves all the time and this way they create
strong and valuable form of influence from customer
to customer.
Consequence: make verbal recommendation Your
real target, not only campaign. Verbal recommen-
dation can form thanks to all important factors of
behavior of society or thanks to a product. But it is
Innovative Marketing, Volume 7, Issue 2, 2011
98
important to make a difference between superficial
(exogenic, outer) and its better achievable (endogenic)
form. Many practicians assume that the mix with some
gossip or advertisment tricks is efficient, it is not and
you often take a risk that the others would see you as a
big marketing cheater.
Third conclusion: be more interesting. It is the
only way how to create consistent, long-time influence
on customer and on crowd so that it works for your
benefit and creates sustainable, long-time mass
behavior. You must be authentic and trustworthy.
Consequence: find your own faith and live
through it. The key is to build a company based on
your faith, to make from your company your own
personal crusade or instrument how to express your
own opinions. Arrange your company and employee
behavior not only to make them behave according to
Your opinions but to express them in a positive way.
References
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2. Earls, M. (2008). 7 principu masoveho marketingu. 1. vyd. Brno: Computer Press, a.s., p. 277.
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4. Kosík, M. (2010). Funding of Sports Activities for Children and Youth in the Czech and Slovak Republics. In:
Sport Science Review, Romania. National Institute for Sport Reserch, Bucharest 2010, Vol. 19, pp. 217-226.
5. Kosík, M., Pacut, M. (2010). Hospodarsky Model Sportovni Neziskove Organizace, Telesna Kultura, Olomouc.
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z mezinarodni Bat’ovy konference, Zlin.
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konference, Zlin.
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Zline, p. 118.
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doc_692279422.pdf
The main focus of marketing strategy is a customer. The main goal is to satisfy customer needs. It is preceded by his attraction and followed by customer care in order to retain customer loyalty.
Innovative Marketing, Volume 7, Issue 2, 2011
92
Miloš Kosík (Czech Republic)
Marketing strategy in connection with sport
Abstract
The topic of the article is marketing strategy that is linked in certain areas with sport branches. The first part of the
work focuses mainly on history, how marketing strategy is started in Egypt and Mesopotamia and how it has gradually
developed not only in the world but specifically in the Czech Republic. Thanks to a significant neglect of sponsoring as
well as marketing development, this subject does not have a long tradition in the Czech Republic. Whereas it is com-
mon for famous people abroad to endorse different products, in the Czech Republic the cooperation with sportsmen is
in its beginning. Therefore, this new subject needs time to develop. Marketing in the form of sport sponsorship has
been gaining its importance since the beginning of the 1970s especially due to the creation of the first soccer league in
Germany. As the main method for this work the author uses analysis and synthesis as well as data collection.
Keywords: marketing strategy, sport, planning, history.
Introduction
©
The main focus of marketing strategy is a customer.
The main goal is to satisfy customer needs. It is pre-
ceded by his attraction and followed by customer
care in order to retain customer loyalty. For this rea-
son, marketing is connected with other science stud-
ies such as psychology that provides insight into
customer behavior.
Marketing strategic planning is built on setting goals
which can be achieved in specific time as well as de-
scribing instruments and procedures leading to their
achievement. A marketing plan contains specification
of goals and strategies to be achieved by the help of
gained and redistributed financial sources which are
assessed by financial marketing. It is followed by an
implementation stage which puts the main emphasis
on organization and focuses on actions leading to
achieving goals. The final stage is a control stage
which assesses the results of marketing efforts.
Strategic direction has to define the company vision
which is based on traditions and aims of current
management. Next important steps are to specify the
short- and long-term company goals. According to
existing goals it is necessary to determine strategic
direction by identifying the company opportunities
such as risks, opportunities and advantages. The
differentiation from other companies is the biggest
advantage for a company. This also plays an impor-
tant role when specifying customer preferences.
The model for improvement and efficiency of a
marketing strategy consists of five steps. Firstly, it is
important to carry out a market analysis which will
help us understand customer behavior. Secondly,
market segmentation is necessary for determining
target customer groups and for setting different ap-
proaches to these consumer groups. Thirdly, it is
important to carry out a competition analysis the
©Miloš Kosík, 2011.
aim of which is to compare and try to be one-step
forward. For both sides it is sometimes better to co-
operate in order to improve the market supply. Next,
we make a plan with our goals which need to be
flexible depending on the change of customer de-
mands. The last step is the marketing process con-
trol and assessment of results of existing marketing.
Prediction is the base for visions and strategic goals.
Therefore, the one who can best predict upcoming
progress is the winner in the omnipresent competi-
tion. Making prognosis is quite often affected by a lot
of macroeconomical, political, international, competi-
tive, manufacturing and other trends.
1. History and development
1.1. First signs of marketing, commercial com-
munication. As a matter of fact, the prehistoric
roots of marketing can be found in ancient civiliza-
tions. According to discoveries of archaeologists,
the first signs had already appeared in Egypt and in
Mesopotamia with the use of first trademarks. Vari-
ous manufacturers created symbols in order to dis-
tinguish the goods in the market and to help to set
their value. Trademarks were the indicators of qual-
ity and guarantee for customers. Also medieval
Europe knew some types of trademarks which en-
abled better orientation for the customers. However,
types of promotion were restricted mainly to a spo-
ken word. The majority of the population was an-
alphabetic and due to this fact the main way of sell-
ing their own products was by attending markets
and by shouting “advertising slogans”. We can
speak about the era of product orientation market-
ing, when mass production, mass selling and target-
ing of customer needs was not in the center of atten-
tion. Turning-point came as a result of the invention
of letterpress which enabled creating the first news-
papers issued in big series like Antwerp Nieuwe
Tydinghen or La Gazette, which were both founded
in the first decade of the 17th century. This led to
advertisement and thus paid commercial communi-
Innovative Marketing, Volume 7, Issue 2, 2011
93
cation. In the 18th century English newspapers al-
ready contained advertisements, every time in two
or three columns on the last pages (Pavlecka, 2008).
1.2. What has the history brought? The develop-
ment of marketing did not mean that each period
would get rid of everything from the previous one.
Concepts targeting a product and its sale still exist.
For example, we know product concepts from pro-
ducers of luxury cars such as Ferrari. Another ex-
ample is the production of cheap and not brand food
which you can find in supermarkets with the super-
market’s logo (Pavlecka, 2008).
1.3. History of sports marketing. Marketing, as
one of the basic management ideas, was founded at
the end of the 19th century and in 1930s it was very
progressive in the USA. Marketing received public
awareness approximately in the mid-1950s as a
market research for manufacturing and trading
needs and it quickly started to expand to all ad-
vanced countries (Marketing ve sportu, 2002).
Since the beginning of the 70s, marketing started to
gain its own place in the form of sport sponsorship.
The creation of the first German Bundesleague in
1962 helped to expand marketing into sport. Adver-
tisement on jerseys started there in 1973, when the
soccer club Eintracht Braunschweig decorated its
jerseys with J eagermeister logo. The first reaction to
advertisement was not positive. The attitude of a
sport association to advertisement was uncompro-
mising: “Advertisement on people is not moral and
unethical, living advertisement columns harm the
view on sport, its social and political position, and
lead to corruption and bribe” (Stiftung Deutsche
Sporthilfe, 1974). AC SPARTA Praha received 1
million EUR per year for wearing jerseys with Eu-
rotel logo in the period from 1999 to 2003. The next
contract provided 1,4 million EUR for the year of
2004 (Marketing ve sportu, 2002).
1.4. Development in the Czech Republic. Simi-
larly to advanced European countries, also spon-
sorship in the Czech Republic has been developing
slowly since the beginning of the 70s. Marketing
was in the previous period significantly neglected.
However, the sale of advertisements started in
1990, and therefore it has here only a short-time
tradition. Whereas abroad it is common that fa-
mous sportsmen endorse various products, in the
Czech Republic the cooperation with sportsmen is
in its beginning. Sports marketing and further
trends need time to develop. In the past years, frac-
tional as well as integrated concepts of sports mar-
keting have appeared. Sport unions, clubs and
other various sport movements do not want to be
seen as suppliants asking for additional financial
sources, but they want to show their sponsors and
other economical and entrepreneurial subjects that
they have rational thinking and are business part-
ners for them (Marketing ve sportu, 2002).
2. Marketing strategy
The main focus of marketing is a customer; the
main goal is his attraction and satisfaction. Nowa-
days, the main objective of management is market-
ing and it is a philosophy which is important for the
whole company from organization to providing
sales – promotion of services, products. The main
objective, idea of marketing, is to satisfy the cus-
tomer, determine what the customer wants, what he
is seeking for and sell it to him with profit. It means
to offer the right product in the right place at the
right time, with the right form and price which the
customer accepts (Kosík, 2007).
Marketing is an integrated concept of business and
manufacturing policy of a company, which is based
on market research, customer knowledge, adver-
tisement and demand creation with the goal to
reach maximum economical effect. Services form a
big part of marketing and due to their specific fea-
tures they differ from products. Marketing strate-
gies and marketing mix instruments are adapted to
their specifications. Marketing has also become an
integrated part of sport industry reacting flexibly to
all development trends. Consequently, these trends
are applied in a right form to its options. A lot of
other science studies provide support to marketing,
such as psychology (insight into consumer behav-
ior of individuals, statistics and theory of probabil-
ity). They also support result processing from sur-
veys, their modeling, etc. Law sciences – set law
regulations and conditions for marketing activities
(Kosík, 2007).
3. Trends and perspectives of sports
marketing in the Czech Republic
In the past ten years, sport marketing has increased a
lot in the Czech Republic. This process can be char-
acterized by the following trends. New media in
sports are emerging and they can be used as adver-
tising media. These are sport facilities, sportswear,
equipment, gear, performance indicators, starting
numbers, etc. This way, alternative communication
channels are created, which causes efflux of money
from traditional media.
Sport, as a social activity connected with entertain-
ment, is significantly exceeding other social areas
(culture, arts) as for raising money from companies.
We can say that it offers specific features that attract
customers – businesses and individuals.
Innovative Marketing, Volume 7, Issue 2, 2011
94
2% 3%1%
94%
art and culture
broadcast
others
sport
Fig. 1. Share of sport sponsorship
Sport sponsorship starts to be dominated by half with
other activities than advertising. Examples are the so-
called “hospitality programs” or “VIP service”. They
provide their partners not only with other services (ca-
tering and accommodation) and products (such as ex-
clusive tickets, parking spaces), but they also offer
their partners social and entertainment programs.
Sports marketing in the Czech Republic is domi-
nated by soccer and ice hockey. These sports are the
most popular. This means that for example football
is interesting for mass media, public (according to
the research agency STES 2004 about 3.3 mil peo-
ple are interested in it), but it also has its own broad
membership base.
In the Czech Republic there is a significant gap be-
tween football and ice hockey and a group of ten
other sports – athletics, basketball, volleyball, skiing,
cycling, canoeing, etc. These sports use marketing,
but are not so successful when addressing the charac-
teristics mentioned above. Other sports use only ad-
vertisements and only partly. Football and ice hockey
get the highest ratings in the Czech television chan-
nels and Czech press. The following charts show the
results of a survey at Charles University.
TV CT Press NOVA Dnes PRIMA Other magazin Radio
0
10
20
30
40
50
60
70
80
90
100
2000
2003
Other satell
Source: J anak, Department of sport management FTVS UK Praha.
Fig. 2. Sport ratings at various mass media in the Czech Republic (in %)
35.5%
soccer
ice hockey
tennis
cycling
athletics
skiing
basketball
canoeing
swimming
volleyball
handball
triathlon
horsemanship
other sports
22.7%
Source: Caslavova, Department of sport management FTVS
UK Praha.
Fig. 3. Proportion of sports broadcasted in sport programs
by Czech TV channels (1999-2003)
The European trend regarding building of sports
brands is in our country from various reasons only
in its beginning. Not all the factors that define a
sports brand are positively perceived.
Table 1. Factors determining a sports brand
Fan base
? a strong fan base;
? a sufficient number of fans both domesti-
cally and internationally;
? purchasing power of fans and licensing area.
Historical achievement
? the value of a sports brand increases with
an extensive long-term success.
Use of the brand
? methods of brand communication with the public
in relation to maximizing its financial value.
Absence
? brand value increases when there are fewer
teams, limited access and less competitors.
Value
? brands that have clearly defined and attrac-
tive values are more valued.
Stars
? past and present, fans and players. This
factor adds shine and a desire for connec-
tion with a brand.
All these factors have an impact on the differentia-
tion of a sports brand, market positioning and its
strategic development.
As the studies of the European Football Association
(UEFA) say, football club brand management de-
pends primarily on the creation of a clearly defined
club profile to the public. This profile provides the
base for the brand recognition, public preference to
a football club brand and the number of fans.
Innovative Marketing, Volume 7, Issue 2, 2011
95
60
45
40
34
33
36
31
35
33
24
24
29
25
22
22
16
22
14
67
81
82
73
73
80
80
66
61
69
99
43
43
84
27
72
58
63
28
21
13
15
14
12
13
8
11
13
14
6
22
9
13
14
10
4
FC Bayern Munchen
BV 09 Borussia Dortmund
1. FC Kaiserslautern
SV Werder Bremen
FC Schalke 04
Hamburger SV
Hertha BSC Berlin
Bayer 04 Leverkusen
TSV 1860 Munchen
Eintracht Frankfurt
FC Hansa Rostock
VfB Stuttgart
Vfl Wolfsburg
SC Freiburg
MSV Duisburg
DFSC Arminia Bielefeld
SpV gg Unterhaching
SSV Ulm1846
clear picture of the public (known - 100%) sympathy (a clear picture - 100%)
Fans (sympathy - 100%)
Source: UEFA Fussballstudie 2000.
Fig. 4. Status of Bundesleague football club brands (order of clubs according to familiarity)
According to the study, only a half of the 18 football
clubs had a clear profile. Other clubs may strengthen
its brand by working with the public and press. E.g.
all the respondents like the FC Hansa Rostock be-
cause of the clear profile of its club. This study re-
veals that brand management at football clubs must
be viewed in a much more complex way than the at-
tributes of a classic brand of goods.
Companies are looking for ways to communicate
with their target audience (customers, suppliers,
investors, legislation, media, etc.). Their primary
objectives are:
? increasing the degree of knowledge of the com-
pany/brand;
? increasing the degree of knowledge of the com-
pany as a sports partner;
? increasing brand sympathy;
? update of a brand image;
? strengthening business contacts between compa-
nies through hospitality programs;
? strengthening individual components of a sports
image in general and specifically in connection
with a particular sports club or association.
3.1. Expected trends in sports marketing in the
Czech Republic in the next ten years. There are
the following trends in sports marketing:
1. Differentiation in the use of marketing by prof-
itable and non-profit sport organizations. The
non-profit sport organizations can assume a
greater use of social marketing.
2. Other marketing preferences in football and
ice hockey in the system of their competi-
tions. These competitions offer globalized op-
portunities for advertising products as well as
other products. Companies operating with the
most popular sports will closely monitor their
access to the benefits which generate profits.
3. Transition from the partial concepts of sponsor-
ship and advertising to integrated marketing
concepts at the top level of football and ice
hockey. Searching for multi financing options
for these concepts.
4. Attempts to build sports brands of selected
teams in the highest football league in the
Czech Republic.
5. Development of partial concepts for advertising
and sponsorship regarding professional level of
other sports such as athletics, volleyball, etc.
Innovative Marketing, Volume 7, Issue 2, 2011
96
6. Increased use of professional agencies organizing
one-off sporting events.
7. Exploiting potential feasibility in the marketing
of new sports facilities.
8. Searching for news regarding sports marketing
abroad and their adaptability to Czech conditions.
3.2. The future of sports marketing in the Czech
Republic. The process of forming a market economy
in the Czech Republic is reflected in all aspects of our
lives. Physical education and sport is not an excep-
tion. The ties with economy, which were being over-
looked even a few years ago, are now becoming more
and more influential. It is crucial to raise funds
needed to run high-quality physical education and
sports activities. In this respect, marketing plays an
important role as an integral part of its management.
The main emphasis is put on the presentation of exam-
ples, on solutions of selected concepts, on various
forms of marketing segments at different stages of a
sport structure. It is necessary to consider the level of
sport clubs and physical education units, thus funda-
mental sport entities and product managers.
Regarding the development of the characteristics of
sport products, increasing attention is drawn to the so-
called sport industry with all its consequences (job
creation, participation in the gross domestic product
including business activities). The results suggest some
further orientation and formation of sports marketing
which is likely to develop in a broader economic con-
text and not just in the macro-dimension.
As for the physical education in the Czech Republic,
it is desirable to achieve, in a historically short time,
an increase in the quality of its management, includ-
ing marketing concepts, strategies, tools and forms.
This requires systematic development of theoretical
and practical aspects of this specialized management
and marketing as an organic component of the gen-
eral management. In a way, it is a crucial task because,
to a large extent, viability and quality production of the
federal physical education and sport in the Czech Re-
public depend on its effective implementation.
3.3. Model of sport marketing strategy. Having
information is the base for successful marketing, i.e.,
information mainly about market situation, partners
and competition. Marketing strategy has to be directed
to reach the main goals of a sport organization in this
area and it needs strategic planning. Defined model
suggests how to reach development and efficiency of
marketing strategy (Durdova, 2009).
3.3.1. Step one: market analysis. Understanding the
behavior of customers is the base for marketing. It is
important to have a clear view about who is a poten-
tional or an average customer and to know what are his
needs, wishes and demands. Consumption of a sport
product is complicated, active participation and
audience is often connected. It is necessary to assess
all relevant social, economical, demografic and geo-
graphic differences which can affect consumption and
customer needs – it means to answer for example
questions such as:
? How is a potencial customer informed about the
sports offer of your organization?
? Is current information sufficient and up-to-date?
? What do clients demand from your organization,
what needs do they have, or how have their needs
changed?
? Why did the clients leave?
? Who are potencial clients?
? How is the price of your product perceived in
comparison to prices of your competitors?
? Are there different prices for representatives of
various market segments?
? Is the location of the product consumption
convenient or is there a more preferable place?
3.3.2. Step two: market segmentation. Segmentation
of the market into individual segments is important in
order to determine different customer groups and for
a precise approach to a target group. It is necessary to
have special attitude to different market segments and
to develop different market strategies for specific
customer groups.
Sport affects a wide group of consumers, consumer
demography can be very wide-spread and it deserves
big attention in marketing strategy. For example we
can have a situation in a public swimming-pool.
People visit a swimming pool for recreation and
relaxation and there are people of different age
groups, families with children, schools, professional
swimmers and others. It is important to create a list of
various needs of each group and try to meet their
needs as much as possible and offer something more.
3.3.3. Step three: competition analysis. Workers in
marketing have to collect new facts continously, gain
new information about activities in the market and
compare their own activities with competition. It is
important to know how to find quality information
about competition and about customer needs. This is
the only way how to improve your own offer. The
cooperation with competition is also necessary
because it can lead to improving your own offer. The
potential in sport and in freetime activities is so large
that providers of the same services can generate
partnership, cooperate, communicate and this all is
beneficial for both sides. Information obtained from a
competition analysis can lead for example to:
? quality improvement of services;
Innovative Marketing, Volume 7, Issue 2, 2011
97
? capture of new trends and inovations;
? formulation of own strengths and weaknesses in
comparison to competition.
3.3.4. Step four: plan formulation. Marketing plans
should be periodically formulated, assessed and
eventually adjusted. Sport organizations estabilish the
following goals:
? sport goals;
? economical goals;
? social goals.
When formulating goals of a sport organization, it is
important to determine:
? which marketing strategies will be applied to
individual goals;
? priorities, time period, skills needed to reach the
goals;
? dividing tasks, competences and demands on
people;
? sources needed to reach goals.
New goals should be set as a reaction to changes in the
market. When setting goals for an organization, it is
important to:
? introduce own sport organization, draw attention;
? present own uniqueness;
? utilize competitive advantages;
? attract by an important position in the market;
? understand customer needs.
Reaching the goals should be in harmony with a
SMART form:
? specific;
? measurable;
? attainable;
? realistic;
? timely.
3.3.5. Step five: controlling. One of the basic conditions
of a successful marketing strategy is choosing a useful
form of controlling. When evaluating goals, it is
recommended to focus on these points:
? time schedule control;
? control of fund raising and ensuring additional
financial sources;
? human factor control;
? fulfilment of plans and to which extent they
have been completed;
? how to amend observed facts;
? proposal of eventual plan adjustment (Durdo-
va, 2009).
Conclusion
The present article deals with marketing strategies
applied to sport. Marketing strategy itself is very
wide and it can be applied in a lot of studies. It is
connected for example with mass behavior which,
according to me, certainly belongs to it.
Since I have been keen on sports all my life and I
am very close to it, I tried to connect this work with
sport as much as possible. In the Czech Republic,
there are fields of study focusing on sport and I have
written this article to highlight them. As I am a
university teacher, in my subjects I talk about sports
marketing, sports management and other sport
disciplines. I think that the task of marketing in this
branch is rising, but we still have to learn a lot.
Everything needs time to develop succesfully and
we should not abandon this discipline. Customer,
as our most important subject, is being very
perceptive and not everything affects him in a
positive way.
Importance and application of sport marketing during
the past ten years has been evident. These expressions
are becoming stronger in the sports environment and
sport organizations themselves are involved in
marketing very much. For this reason, they bring
resources to the pursuit of sporting activities. In this
article I wanted to emphasise that sports marketing is
connected with marketing strategy.
At the end of my article I chose some conclusions
and consequences which focus on mass theory and
explain what the mass theory says and what is its
practical use for everybody who tries to change
mass behavior.
First conclusion: valid is relationship customer-
customer, not company-customer. When trying to
create mass behavior, You should think how indivi-
duals influence each other, it is more important than
how we influence them. Even if a powerful corpo-
ration is trying to fight this fact, it is true.
Consequence: Accept the system to work for you
be humblier. Throw away the illusion of power and
persuading, trade egoism and marketing thinking,
feeling that you are important and customers and
citizens are tiny, isolated and weak. Instead of this,
begin to recognize the system which makes the mass
behavior. Your task is to change the way it works.
Second conclusion: verbal recommendation is the
most powerful tool. Verbal recommendation is one
of the most unique and simply observable forms of
customer influence. Real people communicate with
themselves all the time and this way they create
strong and valuable form of influence from customer
to customer.
Consequence: make verbal recommendation Your
real target, not only campaign. Verbal recommen-
dation can form thanks to all important factors of
behavior of society or thanks to a product. But it is
Innovative Marketing, Volume 7, Issue 2, 2011
98
important to make a difference between superficial
(exogenic, outer) and its better achievable (endogenic)
form. Many practicians assume that the mix with some
gossip or advertisment tricks is efficient, it is not and
you often take a risk that the others would see you as a
big marketing cheater.
Third conclusion: be more interesting. It is the
only way how to create consistent, long-time influence
on customer and on crowd so that it works for your
benefit and creates sustainable, long-time mass
behavior. You must be authentic and trustworthy.
Consequence: find your own faith and live
through it. The key is to build a company based on
your faith, to make from your company your own
personal crusade or instrument how to express your
own opinions. Arrange your company and employee
behavior not only to make them behave according to
Your opinions but to express them in a positive way.
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