Competing loyalties in Sports Medicine Free-Samples for Students

Questions: 1.In the preparation of a strategy for the region, the Actuate Identified that the approach must be publicized and not sport, or technical led. What does this mean? Why would a public led strategy work for motor racing? 2.In the light of your understanding of a strategic sports management process. What kind of Competitive Strategy has been adopted by the FIA and by the ACTUATE? 3.In order to understand where growth can come from in a strategy, the sport manager must analyze its product offering. SANZAR have two distinct products, the tri-nations and the super rugby competitions. Describe each of the products in the portfolio in terms of their potential market share and growth opportunities. 4.For SANZAR the idea of expanding the franchises into American and Canada has also been a consideration. What are the opportunities and threats that exist for super rugby when entering the North America Market? 5.Continued expansion may dilute the competition. Can you suggest reasons why this might happen to SANZAR? Answers: 1.By working on publicizing the motor sport in the Middle east. The entity was looking at ways that the sport can be looked at as a form of entertainment and being able to attract revenue all around the world. As was realized by the two entities, motorsport is one of the highly viewed sport in the middle east(Hoye, et al., 2005). The sport is becoming more popular, this calls for the need to attract international interest in the sport. If this is done well, the motor sport can be used to attract revenue in the middle east and also promote the middle east nations as tourist destinations(O'Connor, 2011). The middle east has some of the best formula one race circuits in the world which means that the gulf is going to be one of the most significant places in the motorsport industry. motorsport is thus one of the most successful businesses that the nations in the middle east can invest in, this is because the countries comprise of a population of more than 175 million, making it one of th e most attractive places to publicize the sport as entertainment, as a sport and as a business venture(Foley, et al., 2012). 2.For the entities to be able to compete in a global world, several strategies have been put in place to publicize motorsport in the middle east. The competitive strategies used by the organisation include: ensuring that the government provides financial, material and logistics support which is very important for the future of motorsport initiatives that are driven technically and fan driven. There is also efforts in developing the grassroots motor sports, which is one of the main focus for the entity and other national authorities in the region(Foley, et al., 2012). The entity also invests a lot in research and development to monitor the progress of the sport in the region and follow some of the emerging trends in spectatorship and participation. Other areas that have been put in consideration include expansion of motorsport clubs that are done by staging some of the national and international events in the region. The entity also encourages the participation of local drivers, sports managers and volunteers in most if their events. This ensures that the sport becomes more popular among the locals who will be responsible in expanding the need for more people to join in the sport. Having ensured that the countries have some of the best circuits in the world, ensures that there are world motorsports events held every years(Hoye, et al., 2005). The entity also collaborates with international media to ensure that the sport is aired on live television among other partnerships with companies and advertising clients. 3.The tri-nations portfolio comprises of three countries; South Africa, Australia and New Zealand which is the most financially successful rugby union competition from the southern hemisphere. The tri-nations product was invented so as to govern the to govern the competition more professionally and maintain independence from other individual rugby union associations of the rest of the nations. This was more of an expansion strategy in the region. The super rugby on the hand is a separate product from the original competition of the three nations. The super rugby consist of 12 competing teams(Meiklejohn, et al., 2016). This is different from tri-nations which focusses on the countries and not the teams. The super rugby organizes events based on 12 franchised teams from the three countries. Here it is the national rugby unions that serve as the governing agency, however the franchised teams each have their own popularity. 4.One of the opportunities that SANZAR has in expanding to the new markets in America and Canada is that the countries have been attraction for rugby meaning they are able to compete in the super rugby with different possibilities. On the field of competitiveness, the two countries present teams that can compete favorably in the super rugby events. In this regard, the union is able to increase popularity for the event and add on revenue collected for the teams. This is because of a strong commercial program that comes with expansion through broadcasting and other commercial functions which will support teams and drive more revenue and the SANZAR organisation(Hull, 2013). The most possible threat for the union is that there is bound to be political interference with the expansion of the sport. One of the reason this can happen is that the countries like Canada already have their own unions that run country events. This means that if SANZAR is to expand then they will have to run their operations under this jurisdiction. North America could also consider linking up with Argentina in terms of operational sport to form their own games and reject the SANZAR offer. There is bound to be conflict of interest with the IRB which run international events due to fight for revenue and viewership in Northern America 5.One of the reasons expansion might dilute completion for the sport is that the sport may not be able to attract as it is doing in the three nations. Having to expand to other nations will mean rugby fans may prefer to watch international events and focus less in the popularly formed three nations event. In the end , the tri-nations or super rugby events may not attract payment as it currently doing. Second tier competitions are usually difficult when it comes to attracting revenue necessary to cover for rugby logistics. This means that the super rugby events will only be successful if they are maintained as they are(Anderson Jackson, 2013). References Anderson, L. Jackson, S., 2013. Competing loyalties in sports medicine: Threats to medical professionalism in elite, commercial sport. International Review for the Sociology of Sport, 48(2), pp. 238-256. Foley, M., McGillivray, D. McPherson, G., 2012. Policy pragmatism: Qatar and the global events circuit. International Journal of Event and Festival Management, 3(1), pp. 101-115. Hoye, R., Smith, A. C., Nicholson, M. Stewart, B., 2005. Sports Management: Principles and Applications. 4 ed. New York: Routledge. Hull, J., 2013. Exclusive: SANZAR CEO Greg Peters Talks Super Rugby Expansion. [Online] Available at: https://bleacherreport.com/articles/1548690-exclusive-sanzar-ceo-greg-peters-talks-super-expansion [Accessed 2 April 2017]. Meiklejohn, T., Dickson, G. Ferkins, L., 2016. The formation of interorganisational cliques in New Zealand rugby. Sport Management Review, 19(3), pp. 266-278. O'Connor, 2011. Sport Consumers in the Middle East: Motorsport in the UAE. CHOREGIA, 7(1), pp. 76-94.