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A
PROJECT REPORT
ON
SPORTS MARKETING IN INDIAN PERSPECTIVE
IN THE PARTIAL FULFILLMENT OF THE
MASTER OF BUSINESS ADMINISTRATION PROGRAM
2012-2013
DEPARTMENT OF MANAGEMENT STUDIES
SHRINATHJI INSTITUTE OF TECHNOLOGY AND ENGINEERING
UPALI ODEN, NATHDWARA.
SUPERVISED BY: SUBMITTED BY:
DHAWAL BHATT MONIKA SANADHYA
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DECLARATION
I MONIKA SANADHYA the student of M.B.A Part II From Shrinathji
Institute of Technology & Engineering gravely declared that the content
of this project is an original one and same part has not been submitted
earlier to this institute or any other institution for the fulfillment of the
course of study.
MONIKA SANADHYA
M.B.A II
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ACKNOWLEDGEMENT
I express my sincere thanks to MR. DHAWAL BHATT Assistant
Professor of (S.I.B.M) for guiding me in doing this project.
I also express thanks to Almighty God, my grandparents and parents for
giving me full support with their blessings.
In preparation of this report, material has been drawn from various
resources. We wish to acknowledge these inputs as starting point of the
report and indebted to the creators and producers of the same.
Lastly I want to thank my typist for printing my report on time.
Thanks to one & all.
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SPORTS MARKETING: IN INDIAN
PERSPECTIVE
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CONTENTS
CHAPTER 1: INTRODUCTION
CHAPTER 2: REVIEW OF LITERATURE
CHAPTER 3: RESEARCH & DEVELOPMENT
CHAPTER 4: DATA INTERPRETATION
CHAPTER 5: CONCLUSION and SUGGESTIONS
BIBLIOGRAPHY
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CHAPTER - 1INTRODUCTION
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INTRODUCTION TO THE REPORT
Some sporting goods companies have preferred to invest first in the
larger and more mature Chinese sporting goods market, but they have
often stumbled against strong local competition and some cultural
hurdles. The Indian sporting goods market has its hurdles, too. It is
currently smaller and less developed, but foreign entrants enjoy the
advantage of lower local competition, greater respect for intellectual
property rights by local producers and a widespread knowledge of the
English language. Furthermore, the Indian sporting goods market may be more rewarding in the longer term because of demographic and
other trends.
A figure of just over 500 million a year has been recently aired for the
size of the branded Indian sporting goods market, making many
executives in the industry wonder whether they should really make a go
for it, but this figure doe snt give an accurate picture of the actual
size of the market or its potential. The more thorough research that we
have conducted in the past six months indicates that the market is
probably five times bigger based on a broader definition, like the one that
we adopted for Russia, and that it is growing very fast, partly
Under the impulse of a strong new nucleus of modern, western-
oriented sporting goods retailers who are looking for foreign sports
brands as alternatives to the majors.
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CONCEPT OF SPORTS MARKETING
Marketers might have it wrong: in a time when consumers are hunkering
down in a challenging economy, they yearn for the community of localsporting events rather than the big national sports advertisers gravitate
toward. Why? Simply put, its getting harder and harder for a family to take
in an NFL, NBA or MLB game without blowing the budget. However,
sports are still important to Americans of all ages, and that creates an
ideal marketing and corporate sponsorship opportunity for small and mid-
sized college conferences and athletic programs. But to capitalize on this
new-found opportunity, conferences and athletic departments must be
able to speak the language of potential sponsors in a professional, value -
added manner.
What does that mean? Simply put, Clear Marketing Concepts provides
conferences and colleges a comprehensive marketing and corporate
sponsorship strategy designed to generate additional revenue. If youreready to generate additional revenue for your conference or athletic
department, Clear Marketing Concepts can provide the guidance and
expertise necessary to help you achieve this goal.
As a matter of fact, we have run into numerous sporting goods suppliers
who have entered the Indian market only in the last few months, anxious
to team up with the most promising partners and to plant their seeds earlyenough to reap the benefits of market entry ahead of their competitors.
They have been partly attracted by the sheer size of the Indian
population, its rising middle class and the fast-growing economy of the
country.
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WHAT IS SPORTS MARKETING:-
So just exactly what is sports marketing? Why is there such interest in
entering this field? By definition, marketing is creating an environmentwithin which a sale can be made. By adding the word sport to that
equation, it becomes the environment for application of marketing
techniques. And the business of sport is BIG business. Industry estimates
range from $25-50 billion dollars depending on how you calculate the size
of the industry.
The business of sports (or sports marketing) is made up of distinctsegments. The major elements are as follows:
Rights Holders
Broadcasters
Facilities/Venues Promoters
Buyers/Sponsors
Agents/Athletes
Event Management/Operations
A brief review of these segments reveals the unique interaction and, to a
large extent, interdependence of these diverse groups of people, eventsand buildings.
Rights Holders include entities such as; the International Olympic
Committee, NFL, NCAA, Major League Baseball, National Basketball
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Association, United States Olympic Committee and others. These
organizations own and control events (competitions), which have value to
television broadcasters. Television broadcasters in turn, bid for the right to
telecast these events and many times bid against each other for theprogramming rights, thus driving up the revenues (rights fees) to the
Rights Holders.
Broadcasters then package and promote the events to a television
audience and they count on advertisers to pay fees for commercial time
when the broadcast is aired. Profit on these broadcasts is usually
substantial, thus justifying the fees paid by the networks.
Facilities/Venues are required to stage the events and the host team or
facility also needs to make a profit. This model is particularly evident in
professional sports where the local team sells in stadium advertising and
tickets and, on occasion, local broadcast rights, thus providing additional
revenue to the host team or facility or owner.
Promoters frequently create their own events. Don King has been the
consummate sports promoter by packaging professional boxing events in
large venues and negotiating television rights and signing the athletes to
fight for a large prize purse.
Buyers/sponsors pay enormous amounts of money to advertise their
messages on the air, in stadiums/venues, on radio and in hospitality at the
various events. The Olympics and NASCAR have been particularly
successful as corporate entertainment venues. Of course, one should not
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ignore the Super Bowl, Wimbledon, the Kentucky Derby and other single
day events, as corporate entertainment opportunities.
And, in almost all cases, there are athletes that perform their artful craftin return for large salaries. Of course, these enormous salaries would not
be possible if not for the tremendous amounts of money paid by the
television networks. Virtually all of the professional athletes are
represented by agents, many of them attorneys, who negotiate salaries,
bonuses, deferred compensation packages, endorsements and other
fees in return for a percentage of the total fees. Many of the agents who
represent a large number of athletes have considerable leverage and
experience in this field and try to negotiate maximum fees while their
athletes (clients) are healthy and in their prime. The business of sports is
expected to get to about $2billion annually in India by 2015, riding on
the growth in the income from the TV media and sponsorships. India
would witness a sizeable surge in TV advertising and sponsorship
income in the near future, making it the second-best revenue generator after Brazil among BRIC, found the study conducted by global
consultancy giant Price Water house Coopers (PwC).The study also
says that the sports revenue in India would see an average annual
growth of 5 per cent to reach a level of $1.89 billion in 2015 and that
the sports industry revenues are based on four factors i.e. gate
(generally referred for ticket sales), sponsorship deals, media rightsand merchandising to a certain extent. Corporate sponsorship in India
for sports has not picked up in a big way, far from it , it constitutes only
1% of a global market estimated to be worth $40 billion, according to
sports & entertainment marketing company Octagon. Starcom, the
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media arm of Publicis, one of the world's largest advertising
conglomerates, plans to launch its sports marketing division 'Relay' in
the country. Top B-schools are considering having electives on Sports
marketing feeling the need for students to understand sports marketing.
Finally, none of the events can be staged without facilities. Management
and operations of the sports venues is a business in itself. The sale of
tickets, licensed merchandise, food and beverage and other operational
tasks, generate revenue and create a sense of excitement around the
events. In the case of the Olympics, these local organizing committees are
created for a short duration during which they create their own
infrastructure, rent facilities, organize competitions, sell tickets, stage
events and then effectively go out of business, all in the span of
approximately six to seven years.
All of these areas collectively and individually make up the sports
marketing industry. And within these areas are additional elements, suchas shoe, equipment and apparel manufacturers, licensing companies, food
and beverage vendors, advertising agencies (who create unique
commercial messages in association with sponsorship and television
broadcasts), public relations companies (who try to position their
clients/sponsors as good corporate citizens and many other supporting
players.
It is easy to see how the industry has grown over the years. All one has to
do is analyze how much sports programming is offered on over the air
(network) and cable television broadcasts. Since the incredible financial
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and aesthetic success of the 1984 Olympics in Los Angeles, there has
been a proliferation of sports programming, sponsorships and events.
Rights fees continue to rise and sponsors continue to pay higher andhigher fees for the right to associate themselves with these big events and
the athletes who compete in them. It does not necessarily follow, however,
that this growth will continue unabated. There are signs that this trend has,
at the very least leveled off and may be in a slight decline. Television
ratings for all professional sports has been down in recent years and many
professional franchises are struggling financially.
However, the sports marketing industry remains an important and viable
part of the national economy and consciousness in this country and,
indeed, worldwide. World Cup Soccer, the Winter and Summer Olympics,
Alpine Skiing, Formula One Auto Racing and other events are highly
viewed by global audiences. That is why large multinational companies
like Coca-Cola, VISA, Kodak, XEROX and others continue to sponsor these events.
With a large industry such as the sports marketing industry, the real
question is where do you fit in? Well address that topic in future articles.
Until then, maybe you can decide where the best opportunities are within
this multi-billion dollar industry. Good luck!
Copyright (c) 2002 - 2010 United States Sports Academy. All rights
reserved. All submitted material, once approved by the Editorial Board and
published, becomes the property of The Sport Digest . Reproduction in
whole or in part without written permission is strictly prohibited, with the
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exception of acknowledged references in scholarly material (less than 200
words).
So just exactly what is sports marketing? Why is there such interest inentering this field? By definition, marketing is creating an environment
within which a sale can be made. By adding the word sport to that
equation, it becomes the environment for application of marketing
techniques. And the business of sport is BIG business. Industry estimates
range from $25-50 billion dollars depending on how you calculate the size
of the industry.
Rights Holders include entities such as; the International Olympic
Committee, NFL, NCAA, Major League Baseball, National Basketball
Association, United States Olympic Committee and others. These
organizations own and control events (competitions), which have value to
television broadcasters. Television broadcasters in turn, bid for the right to
telecast these events and many times bid against each other for theprogramming rights, thus driving up the revenues (rights fees) to the
Rights Holders.
Broadcasters then package and promote the events to a television
audience and they count on advertisers to pay fees for commercial time
when the broadcast is aired. Profit on these broadcasts is usually
substantial, thus justifying the fees paid by the networks.
Facilities/Venues are required to stage the events and the host team or
facility also needs to make a profit. This model is particularly evident in
professional sports where the local team sells in stadium advertising and
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tickets and, on occasion, local broadcast rights, thus providing additional
revenue to the host team or facility or owner.
Promoters frequently create their own events. Don King has been theconsummate sports promoter by packaging professional boxing events in
large venues and negotiating television rights and signing the athletes to
fight for a large prize purse.
Buyers/sponsors pay enormous amounts of money to advertise their
messages on the air, in stadiums/venues, on radio and in hospitality at the
various events. The Olympics and NASCAR have been particularlysuccessful as corporate entertainment venues. Of course, one should not
ignore the Super Bowl, Wimbledon, the Kentucky Derby and other single
day events, as corporate entertainment opportunities.
And, in almost all cases, there are athletes that perform their artful craft in
return for large salaries. Of course, these enormous salaries would not be
possible if not for the tremendous amounts of money paid by the television
networks. Virtually all of the professional athletes are represented by
agents, many of them attorneys, who negotiate salaries, bonuses,
deferred compensation packages, endorsements and other fees in return
for a percentage of the total fees. Many of the agents who represent a
large number of athletes have considerable leverage and experience in
this field and try to negotiate maximum fees while their athletes (clients)are healthy and in their prime.
Finally, none of the events can be staged without facilities. Management
and operations of the sports venues is a business in itself. The sale of
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tickets, licensed merchandise, food and beverage and other operational
tasks, generate revenue and create a sense of excitement around the
events. In the case of the Olympics, these local organizing committees are
created for a short duration during which they create their owninfrastructure, rent facilities, organize competitions, sell tickets, stage
events and then effectively go out of business, all in the span of
approximately six to seven years.
All of these areas collectively and individually make up the sports
marketing industry. And within these areas are additional elements, such
as shoe, equipment and apparel manufacturers, licensing companies, food
and beverage vendors, advertising agencies (who create unique
commercial messages in association with sponsorship and television
broadcasts), public relations companies (who try to position their
clients/sponsors as good corporate citizens and many other supporting
players.
It is easy to see how the industry has grown over the years. All one has to
do is analyze how much sports programming is offered on over the air
(network) and cable television broadcasts. Since the incredible financial
and aesthetic success of the 1984 Olympics in Los Angeles, there has
been a proliferation of sports programming, sponsorships and events.
Rights fees continue to rise and sponsors continue to pay higher andhigher fees for the right to associate themselves with these big events and
the athletes who compete in them. It does not necessarily follow, however,
that this growth will continue unabated. There are signs that this trend has,
at the very least leveled off and may be in a slight decline. Television
7/28/2019 Monika Main Final
17/59
ratings for all professional sports has been down in recent years and many
professional franchises are struggling financially.
However, the sports marketing industry remains an important and viablepart of the national economy and consciousness in this country and,
indeed, worldwide. World Cup Soccer, the Winter and Summer Olympics,
Alpine Skiing, Formula One Auto Racing and other events are highly
viewed by global audiences. That is why large multinational companies
like Coca-Cola, VISA, Kodak, XEROX and others continue to sponsor
these events.
With a large industry such as the sports marketing industry, the real
question is where do you fit in? Well address that topic in future articles.
Until then, maybe you can decide where the best opportunities are within
this multi-billion dollar industry. Good luck!
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THE BUSINESS OF CRICKET: THE STORY OF SPORTS MARKETINGIN INDIA.
HOW SPORTS MARKETING HAS BOWLED US OVER
Sports marketing is all-pervasive today no matter where you look, there
is no escaping a Dhoni, a Tendulkar or a Sehwag. It wasnt always like
this. There was a time when sportspersons got fame from sport, but notthe money commensurate with that fame. Then Sunil Gavaskar, Indias
first batsman-entrepreneur, came along, and in his wake followed Kapil
Dev and Sachin Tendulkar. Helped by television and competing
multinational brands vying to expand their market in a liberalizing India,
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sports marketing, which in India is synonymous with cricket, exploded. The
culmination of this process was the Indian Premier League (IPL), a brilliant
marketing concept that was a win-win for players, sponsors, media and
viewers alike.
This by two sports enthusiasts who are also ace sports marketers with a
combined international experience of forty years in marketing, takes us on
an engaging and informative journey through the highs and lows of sports
marketing in India. Along the way, the authors explain what constitutes
good sports marketing, how the market can be expanded, what theprospects are for sports other than cricket, and why the sports fan needs
to be better treated. An incisive, heartfelt book that will appeal to sports
fans, marketers, advertisers as well as administrators.
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Professional Management Group (PMG) is Indias first sports marketing
agency. Realizing the growing popularity of cricket and other sports in the
country and understanding the potential for brands in it, PMG came into
inception in 1985.
Started by the legendary cricketer Sunil Gavaskar and advertising
professional Sumedh Shah, PMG has over the years developed and
innovated in diverse field in the industry successfully using the world of
sports to promote corporate and marketing objectives. In India, PMG has
been a frontrunner in successfully establishing the synergy between
sports, business and communication in various media, with several firsts
to its credit.
In June 2007, PMG added new directors to the board Sam Balsara,
Chairman and Managing Director, Madison Communications Private Ltd
and Noomi Mehta, Managing Director, SELVEL Advertising . PMGs
association with these reputed communication organizations has added awhole new dimension to our offering, enabling us to deliver 360-degree
sports marketing and management solutions to the client.
GROWING YOUNG AND URBANISED MIDDLE CLASS
Indias population has tripled in the last few decades, and it should
soon overtake the population of China, where the one-family-one-child
policy has led to a marked increase in the average age of the people.More than 1.2 billion people live in India, and nearly half of them have
less than 25 years of age.
In India, the development of the sports market is being partly fostered by
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the fact that the new generations are becoming increasingly urban,
educated and affluent. It is estimated that the countrys urban population
will soar to about 590 million people by 2030.
Indias Gross Domestic Product increased by 10.4% in 2010, according
to the IMF, and is likely to rise by another 8.2% in 2011. Some
economists predict that, based on the youth of its population and the
stimulant of democracy, among other factors, Indias economic growth
could lastingly outpace Chinas in a few years time.
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While its benefits have not been evenly spread, with an estimated 40% of
the population still living in poverty, this economic growth has given rise
to a growing Indian middle class, which is expected to encompass some
580 million people by 2015 more than the total population of theEuropean Union. Highly attracted by western lifestyles and brands, they
are the driving force behind a rise in discretionary spending that has
already started to take place in the country, as shown in the first part of
our study.
WEAK BUT RISING SPORTS PARTICIPATION Unfortunately, only a small proportion of Indians practice sports, mainly
due to low disposable income and the shortage of adequate sports
facilities. Official sources suggest that, if we exclude physical education
in school, only 13.6 million Indians regularly engage in sports in their
leisure time with a preference for cricket, football and badminton, as
well as basketball although other studies seem to point to higher
sports participation rates. The Indian government has launched several
large-scale schemes for the promotion of sports,
but this is hardly a priority in the countrys budget, and the efficiency of the
governme nts investments is highly debatable.
Nevertheless, our consumer research has shown that many people are
interested in purchasing sports clothing and sports shoes if they have the
money, even if they dont practice sports. Growing disposable income
and shifts in lifestyles, particularly in urban India, have also begun to
cha nge peoples leisure habits and promoting more physical exercise,
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particularly through running and membership in fitness clubs. Interest in
sports is also being bolstered by numerous grassroots initiatives by the
major sports brands and by new players in the market such as
Decathlon.
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MARKET LAYERS
The Indian sporting goods market is relatively small and, like the
country itself, it should be split into several layers. The organizedsegment of the market mainly consists of the major international sports
apparel and footwear brands that have moved into the country in the last
two decades and spread by opening hundreds of mono-brand stores.
Their distribution is
Complemented by their sales to a few integrated retailers and many more
independent stores serviced by wholesalers.
This organized and branded market for sports apparel and footwear
has been estimated at about 550 million in 2010 and it has been
growing at an annual rate of about 15% in the last years. This segment is
uncharacteristically led by Reebok, trailed by Adidas, Puma and Nike,
which are all investing heavily in the market, hoping to see major returnsin the near future. Unlike the situation in China, the Indian market has not
yet seen the emergence of any
Indian brand competing directly with these international heavy-
weights. The largest Indian brands mostly operate at much lower price
levels.
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The market for sports equipment is mostly handled by small
independent retailers. This business is estimated to be worth about 380
million annually, again with a growth rate in the range of 10% to 15% in
the last years. Among the most promising categories are fitness,badminton and tennis, along with some team sports.
Several Indian companies have been stepping up their investments in
the equipment market in the last years. Most of them are Indian
manufacturers who used to focus on production for international brands,
but started investing more in the distribution of their own brands in their own market. Some of them are making use of their Indian sales network
to take up distribution deals for foreign brands as well.
Then again, the wider Indian sports market comprises a less organised
layer, with thousands of small (and sometimes unregistered) sports and
footwear retailers selling mostly Indian brands and unbranded products,
mostly from China. This market could be estimated at about 1,650
million, with the inclusion of millions of pairs of cheap sports shoes that
cannot used for sports.
SPORTS RETAILING: UNDER CONSTRUCTION
In the coming years, the development of the Indian sports market
should be strongly influenced by far-reaching changes in retailing.
Currently, Indian retailing as a whole is still ruled by small independent
retailers, with less than 10% of all retail trade going through integrated
chains. The same applies to sporting goods retailing, with thousands of
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independent sports and footwear retailers offering sports products.
These little outlets are efficient in reaching consumers but they are
small stores requiring intensive service, with regular replenishment and
often consignment.
They work mainly with regional wholesalers, which play a very
important role in the market. These wholesalers, whose way of
operating is very special, buy their products firmly from some major
sports brands and their distributors.
The growing interest of foreign companies in the Indian sports
market has started to alter the traditional retail structure. Although foreign
investment rules prevent international retailers from opening multi-brand
stores in India, sports brands have hundreds of franchised mono- brand
stores around the country.
Furthermore, several Indian retailers have raced ahead to open
supermarkets, department stores and other integrated chains before
international investment is allowed to pour in. So far, the only large-
scale investment in sports retailing has come from the Future Group,
owner of Planet Sports, which has 70 stand-alone stores around the
country. However, at least three regional sports retailers have mapped
out plans to open more stores in the coming years.
Supermarkets and hypermarkets sell certain types of sporting goods in
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India, carrying western brands in some cases. Cash-and-carry
warehouses sell them, too. Various types of sports shoes, including
some sophisticated models, are sold by some big footwear retail
chains.
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CHAPTER-2
REVIEW OF LITERATURE
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1. (KUMUTHA, KIRUBAKAR, & MARGARET),
N Kumutha, S Glady Kirubakar, Glory D Margaret
Sports like cricket, football, hockey are fast catching up to become a
religion in India. The focus if not shifting from cricket is definitely being
shared by recent developments in hockey and formula1. The Indian
marketing arena is one of the biggest consumer markets .Necessary
skills required for a Sports Marketing management teams are oral
communication, organizational efficacy, creativity and leadership. The
paper also discusses about some of the specific duties of sports
marketing executives working in any of the above areas such as
negotiating, preparing contracts for athletes, planning and
coordinating sports events, etc. There are multiple opportunities in
terms of sponsorship sales, sponsorship activation, ticketing,
ceremonies, players management and advertising. With the Common
Wealth Games in the midst of many controversies, companies aresitting on the fence and are reluctant to join the bandwagon.The
Sahara group, a diversified business conglomerate, has broken an 11-
year association with cricket administrator BCCI.
The country's largest telecom operator Bharti airtel collaborated
with the Formula One (F1) Group Companies to become title
sponsor of the Indian leg of the race series, scheduled on October 30
following the telecom major's tie-up with the Formula One Group
Companies. Sanjay Kapoor (Bharti airtel CEO - India and SA) and
Formula One Group CEO Bernie Ecclestone were reportedly
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happy after this association.Kapoor said there was a lot of merit
in being associated with the world's most popular motorsport
event.Kapoor said this was done for te sports market in India and
the need to connect with younger customers was always at the core of Bharti.
2. INDIA: OPPORTUNITIES IN THE BUSINESS OF SPORT, ANDYFRY
Professional Golf Tour of India (PGTI), in October 2006 was formed to
formlize Golf relaed activities and tournaments India. Managed byaround 100 golfers, the PGTI was a breakaway from the PGAI
(Professional Golf Association of India), and has pretty much taken
control of the sport As a result, India is now home to four Asian Tour
events - making it second only to China (with five events). Golfs
turnaround isnt just apparent in terms of the sponsors it attracts (which
also include Johnnie Walker and Emaar). The PGTI has also sold its
exclusive broadcast rights to Sport 18, the sports marketing division
of media conglomerate Network 18. Network 18 managing director
Raghav Bahl is in no doubt that he is tapping into a growth
opportunity. Explaining his involvement in golf, he argues that a
fundamental shift is occurring, with the rise of non-cricket sporting
interest. With an expanding pedigree of home-grown world class
golfers, greater media support and sophisticated management, golf in
India can see the same heights as it has achieved internationally. This
partnership with PGTI will be a landmark for the game in India.
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COMPARISON
(Reebok)to professionals, sports can bring fame and fortune. To
facilities developers and local governments, sports are a way to buildrevenue from tourists and local fans. Sports are deeply ingrained in
education, from elementary through university levels. Perhaps we
cannot state with confidence that sports enrich the lives of all of us, but
they certainly entertain a huge swath of the worlds population. In
addition to economic impact, the largest single effect that sports create
is that of gripping entertainment: hundreds of millions of fans around
the globe follow sports daily, whether via radio, television, printed
publications, online or in person, as spectators or participants.
Sports are big business. Combined, the Big 4 leagues in America,
the National Football League (NFL), National Basketball Association
(NBA), the National Hockey League (NHL) and Major League Baseball
(MLB), bring in about $24 billion in revenue during a typical year, butthat s just the tip of the iceberg. U.S. sporting equipment sales at retail
sporting goods stores are roughly $41 billion yearly, according to U.S.
government figures. A reasonable estimate of the total U.S. sports
market would be $400 to $435 billion yearly. However, the sports
industry is so complex, including ticket sales, licensed products, sports
video games, collectibles, sporting goods, sports-related advertising,endorsement income, stadium naming fees and facilities income,
that its difficult to put an all-encompassing figure on annual
revenue. When researching numbers in the sports industry, be
prepared for apparent contradictions. For example, the NFL receives
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vastly more money each year for TV and cable broadcast rights than
MLB, despite the fact that MLB teams play about 10 times more games
each year than NFL teams.
While it may not seem like it to the casual observer, the sports sector is constantly evolving in terms of personal tastes, popular games and
technologies. For example, the decades-old Indy 500 has been
eclipsed by NASCAR in many ways. In fact, the personality and
popularity of a top athlete can have a tremendous impact on the
current popularity of a particular sport seven-time Tour de France
winner Lance Armstrong being a superb example with his extremelypositive impact on cycling during his active racing years. Research from
the National Sporting Goods Association (NSGA) indicates that tastes
in individual sports, exercise and recreation are continually evolving
in America. NSGAs 2011 sports participation study showed
kayaking to be the fastest growing sports activity in the U.S. among
consumers seven years of age and older. Kayaking increased 26.6%
over 2010, followed by cross country skiing at 11.5%, wresting
at 9.4%, aerobic exercise at 8.9% and running/jogging at 8.9%.
It should be noted that none of these fast- growing activities require
expensive equipment (kayaks can be purchased at relatively small
expense) or expensive club memberships.
NSGA reports that exercise walking is the most popular sports activity
in America, with 97.1 million people
participating. Exercising with equipment follows as a distant second at
55.5 million, then swimming at 45.0 million, overnight camping at 42.8
million aerobic exercising at 42.0 million, bicycle riding at 39.1 million
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and hiking also at 39.1 million.
Participation in fitness classes like Zumba and yoga are strong. Tennis
continues to grow, up 7.0% in 2010. The fact that tennis is among the
least costly sports in which one can participate, combined with the factone can usually get to a tennis court without a long, gasoline-guzzling
drive in an automobile, could easily push tennis to greater popularity in
todays tepid economy and high gas prices.
Which brings up the entire problem of gasoline prices in recreation and
sports: clearly, expensive gasoline significantly dampens the popularity
of motor boats, RVs and anything else that has a large engine. Highgasoline prices and a slow economy can lead to reduced sales of
motorized recreation equipment, except in cases where that equipment
is known for high energy efficiency. Sailing anyone?
Meanwhile, the number of people playing golf in America has been
dropping over the long term, although audiences for televised golf
events remain very large. Then theres the fact that large audiences
have been watching high-stakes poker tournaments on television
recently. Does that qualify as sports broadcasting? Its certainly a game.
Moreover, thanks to the Internet, fantasy sports teams and online
betting on sports events are soaring.
Amateur participation in the team sports of lacrosse, volleyball and
rugby is extremely high. SGMA reports 33% growth in core participants
in lacrosse during 2010.
One of the strongest, long-term growth trends in all of the recreation
business is in fitness-related activities. In the U.S. alone, health
clubs boasted 51.4 million members in 2011, representing a 2.4%
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increase, according to the International Health, Racquet & Sportsclub
Association (IHRSA). Americas 29,890 health clubs enjoyed revenues
of $21.4 billion (a 5% increase). Members visit their clubs an average
of about 100 days each year. Another 25 to 30 million Americans use exercise machines in their
homes, according to Plunkett Research estimates. Americas 75
million surviving baby boomers, with time and money on their
hands plus a growing concern about their quality of life, will boost the
health club and home exercise sectors further. (Sports and leisure
revenues from the Baby Boomer segment will grow quickly. For example, pickelball, a racquet and ball game played on a court about
one-quarter the size of a tennis court, is soaring in popularity with
senior citizens.)
Internationally, IHRSA research found there were 43.5 million health
club members in the European market during 2011. This represented
a decrease of 900,000, not surprising in light of the economic
downturn in Europe.
Globally, IHRSA estimates 133,000 health clubs serving 129 million
members as of 2011. It also reports that Brazil, a very body-conscious
nation and home of Rio de Jane iros famous beach culture, is second
only to the U.S. in the total number of health clubs.
Evolving technologies and fashions have an immense impact on
sales of sporting goods within specific sectors. Sporting goods makers
are constantly trying to create reasons for consumers to buy new
equipment. Golf ball and club makers adopt new technologies with
great success. Snow ski and board makers use new technologies as
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soon as they become available. Additionally, ski gear manufacturers
introduce new fashions, new colors and new styles yearly in an effort to
get consumers to buy new or buy up, regardless of whether significant
new technologies are involved. Nanotechnology, with the ability toprovide components with tremendous strength at very low weight, is
being featured in new equipment to a growing degree, including tennis
rackets. Likewise, carbon fibers are increasingly seen in the
construction of upper-end equipment, including fine bicycles.
Meanwhile, media used to deliver sports and sports related
information are evolving quickly. Sports coverage is one of the mostwidely viewed categories online. At the same time, digital TV recording
devices (DVRs), such as TiVo, are enabling fans to watch events
according to their own schedules. The rapid emergence of sports
news and events video delivered via state-of-the-art mobile screens is
having a major impact. Watch for continued rapid change
throughout the sports industry, as consumers tastes and
manufacturers product lines evolve.
The global recession had a significant effect on sports and recreation
in 2008 and 2009. Professional teams encountered difficulty selling
tickets, and revenues for manufacturers of sports and recreation
equipment dropped. Gambling revenues plummeted. Consumers in
America and Europe are still keenly interested in their favorite sports
and recreation, but many are reducing their discretionary purchases,
and they are cutting back on luxury, leisure and entertainment
purchases in particular. Since ticket prices for professional sports have
become extremely expensive, sales have been affected. Some golf
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courses suffered revenue declines, and many have closed. At least
two major U.S. sports teams fell seriously behind on their debts and
took bankruptcy during the recession. Even the NFL laid off 150
employees at the end of 2008. For the mid term, the sports industry willface challenges in providing services and products that are appropriate
for consumers in slow economies (particularly Europe as of 2012),
while revenues in emerging nations such as Brazil and China will have
an excellent opportunity to grow.
The biggest opportunities in the sports industry today lie in providingexciting, high-value opportunities for sports fans, such as high-tech
recreational gear at reasonable prices; spectator sports ticket
packages that represent good value; exercise/fitness services and
programs that will appeal to aging baby boomers; and equipment and
apparel that represents high value and exciting design. Consumers still
want to play, but they want to do so at a reasonable cost.
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CHAPTER 3
RESEARCH METHODOLOGY
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MEANING OF RESEARCH
Research in common parlance refers to a search for knowledge. Once can
also define research as a scientific and systematic search for pertinent
information on a specific topic. In fact, research is an art of scientific
investigation. The Advanced Learners Dictionary of Current English lays
down the meaning of research as a careful investigation or inquiry specially
through search for new facts in any branch of knowledge. Redman and Mory
define research as a systematized effort to gain new knowledge. Some
people consider research as a movement, a movement from the known to the
unknown. It is actually a voyage of discovery. We all possess the vital instinct
of inquisitiveness for, when the unknown confronts us, we wonder and our
inquisitiveness makes us probe and attain full and fuller understanding of the
unknown. This inquisitiveness is the mother of all knowledge and the method,
which man employs for obtaining the knowledge of whatever the unknown,
can be termed as research. Research is an academic activity and as such
the term should be used in a technical sense.
According to Clifford Woody research comprises defining and
redefining problems, formulating hypothesis or suggested solutions;
collecting, organizing and evaluating data; making deductions and reaching
conclusions; and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis. D. Slesinger and M. Stephenson
in the Encyclopedia of Social Sciences define research as the manipulation
of things, concepts or symbols for the purpose of generalizing to extend,
correct or verify knowledge, whether that knowledge aids in construction of
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theory or in the practice of an art. Research is, thus, an original contribution
to the existing stock of knowledge making for its advancement. It is the
persuit of truth with the help of study, observation, comparison and
experiment. In short, the search for knowledge through objective andsystematic method of finding solution to a problem is research. The
systematic approach concerning generalization and the formulation of a
theory is also research.
As such the term research refers to the systematic method consisting
of enunciating the problem, formulating a hypothesis, collecting the facts or
data, analyzing the facts and reaching certain conclusions either in the form
of solutions(s) towards the concerned problem or in certain generalisations
for some theoretical formulation.
DEFINITION OF RESEARCH
Research is the systematic and continuing study and evaluation of all factorsbearing on any business operation which involves the transfer of goods from
production to consumers.
Research is the systematic problem analysis; model building and fact finding
for the purpose of improve decision-making and control in marketing of good
and service
In words of Clifford Woody
Management has become a part and parcel of everyday life, be it at home, in
the office or factory and in Government. In all organizations, where a group of
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human beings assemble for a common purpose, management principles
come into play through the management of resources, finance and planning,
priorities, policies and practice. Management is a systematic way of carrying
out activities in any field of human effort.
RESEARCH COMPROMISES OF -
Defining and re-defining problems,
Formulating hypothesis or suggested solutions, Collecting
Organizing and evaluating data
Making deductions and researching conclusions
At last carefully testing the conclusions to determine whether they fit the
formulating hypothesis.
In short, the research is an original contribution to the existing stock of
knowledge making for its advancement or the search for knowledge through
objective and systematic method of finding solution to a problem is research.
Thus to conclude we can say that The systemic approach concerning
generalization and the formulation of a theory is also research
METHODS OF DATA COLLECTION
The task of data collection begins after a research problem has been defined.
While deciding about the method of data collection to be used for the study,
the researcher should keep in mind two types of data vise, primary and
secondary.
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Secondary Data: - The secondary data are those which have already
been collected by someone else & which have already been passed
through the statistical process.
COLLECTION OF SECONDARY DATA
Secondary data means data that are already available i.e. they refer to the
data which have already been collected & analyzed by someone else.
Secondary data may ether be published data or unpublished data .
PUBLISHED DATA ARE AVAILABLE IN:-
Various publications of central, state & local government.
Publications of foreign government & other organizations.
Technical & Trade Journals.
Reports & Publications. Books, magazines & newspapers.
Reports request by the research scholar universities economic etc. in
different field.
Public records and static historical document and other sources of
published information.
The sources of unpublished are many, they may be found in letters and
published biography and autography.
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SECONDARY DATA POSSESS FOLLOWING CHARACTERISTICS
1. RELIABILITY OF DATA:
The reliability can be tasted by finding out such things about the said
data:
a. Who collected the data?
b. What were the sources of data?
c. Where they collected by using proper method?
d. At what time were they collected?
e. Was there any bias of the compiler?
f. What level of accuracy was desired? Was it achieved?
2. SUITABILITY OF DATA:
In this context, the researcher must very carefully scrutinize the definition of
various terms and units of collection used at the time of collecting data from
the primary source originally. Similarly, the object, scope and nature of the
original inquiry must also be studied. If the researcher finds differences in
these, the data will remain unsuitable for the present enquiry and should not
be used.
3. ADEQUACY OF DATA:
If the level of accuracy achieved in data is found inadequate for the purpose
of the present enquiry, they will be considered as inadequate and should not
be used by the researcher. The data will also be considered inadequate, if
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they are related to an area, which may be either narrower or wider than the
area of the present enquiry.
OBJECTIVES OF RESEARCH STUDY:Getting general data on the market for sports goods in India, including
general social and economic data such as imports, exports and production
statistics for various types of sporting goods.
Getting general information about the lifestyle trends and
preferred sports activities.
To study the various (market players )companies involve in sportsindustry
To study the various concept of sports marketing
To study need of sports marketing
To study the spending proportion in various activities
To study the various marketing trends in sports marketing
SIGNIFICANCE OF RESEARCH
The main purpose of these reports, has been to assist sporting goods
companies in improving their market penetration in every country.
By recognising their development potential in each market
By knowing all the aspects of each market, including economic,
demographic, consumption and sports participation trends and the
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structure of the supply chain
By benchmarking their performance in each country against that of
other companies
By learning more about the major players in each market, includinglocal competitors and local distributors and retailers
By identifying potential new distribution partners
By taking inspiration from the strategies and moves of other companies
in the region
By defining the best possible market entry and penetration strategies
By avoiding possible mistakes
All the country reports that we have published are still for sale, country by
country or volume by volume, at reduced prices. Comparable or higher
benefits can probably be expected from a better market knowledge about
the major emerging markets, which are growing much faster, offering plenty
of opportunities for all sorts of brands.
Six years after launching our successful report on the sporting goods
sector in Russia, we are tackling here another important emerging sports
market with our brand-new report on India. This country has been chosen
because it offers much more room for growth than any individual western
market and because very little reliable information has been published so
far about it.
To help clarify the market situation in India, we have decided that we could
not limit ourselves to the consultation of the available documentation and to
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a vast number of executive interviews, which have required a lot of time
and travel expenses. Thus, as we did with the Russian market six years
ago, the report on the Indian sporting goods market also contains the
findings of a unique consumer survey carried out by our Indian researchpartners, Indian Business News Agency, among 800 urban consumers in
five Indian metropolitan areas.
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CHAPTER -4
DATA INTERPRETATION
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PEST ANALYSIS
Central to successful and effective marketing is the identification andsatisfaction of the needs and wants of the sports market. By understanding
the place of the organisation within the market and the forces that impact
on decision making, the sports marketer can gain a better realization of the
context
their organization exists within. A key feature of successful marketing isbeing flexible to situations arising outside the organization. Many sporting
organizations have to deal with a variety of changing influences and forces
that are in a constant state of flux. These are environmental considerations
that impact on the way that the sports marketer creates, implements, and
analyses their marketing campaigns. This chapter will investigate the
environmental forces that surround and permeate sports organizations and
the sports marketer within them. The first part of this chapter will discuss
the key principles of environmental analysis which, is that these external
forces impact on all organizations, sport and non-sport, that operate within
the same environment. Some of these forces can be controlled while other
forces the sports marketer has to adapt their practices to. Following this a
section detailing each of these forces an examination of market analysis
tools and techniques will highlight the how to carry out environmentalanalysis. Within this chapter two case studies will be used to demonstrate
the inter-connectedness of these factors on both sport and non-sport
organizations that are involved in the marketing of sport
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1: The External Environment of the Sports Organization
The External Environment
The external environment consists of a number of separate factors andforces that impact on marketing decisions made by the sporting
organization. The model adopted for categorization of the external
environment in this chapter is PESTEL. This mnemonic stands for six
environmental influences, the first being the political environment which is
characterized by the ideology of the party in power and the tier (level) of
government. The economic environment is dependent on macro- and
micro-economic conditions that pervade organizations and the regions in
which they operate. The socio-cultural environment is
Political Economic Socio-Cultural Ecological/ Ethical Legal
Regulatory Technological
The External Environment
The Sport Organization influenced by shifts in society and consumer tastesas well as being characterized by cultural differences and their impact on
the marketing process. Following on is the technological environment which
is one of the most revolutionary and rapidly expanding influences over the
past twenty years. It is the impact of technology on the operations of the
sport and the impact of technology on the ability of the sporting
organization to carry out its activities, which are the focus of this section
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POLITICAL ENVIRONMERNT
This environment describes the political landscapes and structures that a
sports organization operates within. An example of this is the politicallandscape in Britain where politics has in recent times shifted towards a
central of political ideology with more compromised views on governance
and its role in society (Henry, 2001). The views of political parties from
traditional conservative and social reformist viewpoints have been softened
to create a third way of government, as evidenced by New Labors term in
office in Britain. Due to the profile and mass appeal of sport the body politichas been keen to associate itself with successful, popular sport. John
Howard the prime minister of Australia is one of the leading supporters of
Australian cricket, described by some as a cricket tragic. In Britain New
Labor were quick to arrange a formal reception, and subsequent photo
opportunities, with the World Cup winning English Rugby Union team, upon
their return from victory.
Political influence has an impact on the operations and administration of
sport as high lighted through two main areas that should be included in the
environmental scanning process. The first sphere of influence from the
political environment is the ideology and policies of the governing parties
involved. This factor can therefore determine the level of involvement and
support for sport as an industry or as a past-time. Second the tier of
government and the impact of its operations and influence is an issue for consideration as political bodies operate at international/regional, national,
intra-national and local levels. Indeed differences in ideology can exist
between the tiers of government which can also create turbulence for the
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range and type of marketing strategies employed by sports organizations.
These cycles affect the levels of consumer demand, which describes how
willing they are to purchase sporting goods and services. In periods of positive economic growth organizations and consumers have confidence in
the positive aspects of the economic environment and are therefore
prepared to spend and invest. Alternatively in the periods of recession
consumers are more concerned with saving due to levels of economic
uncertainty. An example of this impact can be seen when considering the
trend of professional sporting franchises in the United States and their
growing reliance on corporate funds from luxury seat and box sales. This
reliance consolidated during the stable periods of the 1990s (Howard and
Burton, 2002). Following the attacks on America on September 11 th,2001 a
period of social and economic uncertainty led the American economy into
recession. Looking to protect themselves from a downturn in the economy
the corporate customers of the franchises cut back their spending. This
impacted on the franchises ability to gain funds and market their activitie.
SOCIO-CULTURAL ENVIRONMENT
Every organization must take into consideration the various beliefs and
differences between their members and potential members. Differences
along geographical, cultural, societal andethical lines act to increase the
changing composition and nature of this environment. Amyriad of aspectscould be taken into consideration in the environmental analysis and each
of these can differ again when marketing across local, national and
international regions. To simplify this, two aspects will be examined. First
shifts in societal tastes, which will focus on the changing nature of the
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dominant market in a particular region, the second will examine the cultural
differences that can be used to understand and include all cultures in a
modern sporting provision.
The Technological Environment
The technological environment is probably the most dynamic and uncertain
environmental forces that face the sports marketer. Technology influences
our daily activities and although the rate of change of this force has
increased in the last-twenty years it has been ever-present since the
industrial revolution. Technology impacts on the ability of the sports
manager to operate and administer their sport. Hence technology that has
increased the performance of sport and technology that allows for more
effective administration are two separate areas that sports marketers need
to be aware of. Sport organizations have used new technologies to improve
the playability of their sport for a number of years. There are instances
where these advances in technology have benefited sport by making itmore attractive and hence more marketable to a wider
audience. Nevertheless there are also instances where advances in
technology have taken away from the 15 human-error element that has
made sport attractive in the past. In the first category an example of these
benefits is the development of stadium technology that has made sport
more enjoyable and comfortable to watch. The development of stadiadesigned for consumer comfort and better viewing, as opposed to the
development of stadia for mass spectatorship has been due to changes in
not only consumer preference but technology that allows the modern
stadium-gore to sit in relative comfort, out of the elements of the weather,
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and have the opportunity to receive up-to-date statistical information,
internet access and replays on small in-seat information screens. This
makes it a very different experience to the days with cold meant pies on awet and windy terrace. These developments can allow the sports marketer
to appeal the sport offering to a wider-potential audience so using
technology to explore new markets and find new income streams
Organization must take into consideration the various beliefs and
differences between their members and potential members. Differences
along geographical, cultural, societal and ethical lines act to increase the
changing composition and nature of this environment. A myriad of aspects
could be taken into consideration in the environmental analysis and each
of these can differ again when marketing across local, national and
international regions. To simplify this, two aspects will be examined. First
shifts in societal tastes, which will focus on the changing nature of the
dominant market in a particular region, the second will examine the cultural
differences that can be used to understand and include all cultures in amodern sporting provision. Shift in Society and its Tastes Sport has a
traditional role in the societies of many countries across the globe. Certain
sport shave dominated from high participation and high publicity that have
allowed those working within them to rely on this traditional link with
aspects of society such as class. For instance rug by league in Australia
has strong roots in the working classes of Sydney and north Queensland,while in the southern states of Australia Australian-rules football have been
similarly supported by the working classes. From an English perspective
the divide between social class and rugby code has long been established
and was until recently highlighted by geographical location. This has led
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some sports in the past to rely too heavily on this tradition and enter a state
of marketing myopia as they have felt these links would be ever-lasting.
The societal make-up in the suburbs of cities such as London and Sydneyhas changed dramatically over the past twenty years. With these shifts the
traditional customer base of certain sports has altered.
The process of gentrification in Sydney and the arrival of new immigrants
and the white -flight in East London have seen sporting organizations such
as Bal main Rugby League Club and Ley ton Orient Football Club lose their
traditional supporters and only after readjusting their marketing activities
have been able to appeal to these new social groups.
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Chapter - 5
CONCLUSION & SUGGESTIONS
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CONCLUSIONS AND RECOMMENDATIONS
1. Sports marketing is restricted to Cricket as seen in the Indian
marketing scenario
2. Majority of the Sports equipment manufacturers and sports
companies are unwilling to invest in other sports like football,
badminton, formula one because of a lesser mass they can target.
3. As compared to the US the Indian sports industry and its
marketing has not been tapped to its full potential and there are
many more arenas other than cricket that the companies might
explore for increasing their business.
4. Major reasons for not investing more than what the companiesspend at present would be lack of infrastructure and the mass
appeal of a host of other sports in India.
5. Cricket is the most popular sport in India also said that Cricket
should be given more coverage in terms of media, sponsorships.
This might be the reason why sports companies are still focussingtheir attention on cricket above any other sport in India
6. Merchandize purchases are not made because of the stock are
not available. This was evident when certain merchandize was not
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available in cities other than metros. Nike does not sell official
training jerseys of the Indian cricket team in cities like Pune
whereas in New Delhi it was readily available though they were notavailable in all sizes.
7. Online store of Nike India (www.nike.co.in) did not sell
merchandize related to sports teams like cricket, football etc.
8. Sports companies are in a bid to make sports a lifestyle and
hence a major concentration of their marketing revolves around
merchandize that is related to fitness apparels and gear
9. For effective & successful marketing in sports external forces or
factors play vital role. Political, economical, technological, socio
cultural, ecological and legal factors affect the marketing decisions
10. The cultural differences & taste of consumer has impact on
marketing process. Political process has influence on an impact on
the operations and administration of sports because ideology &
policies of governing parties involved.
11. The Economic conditions of nations are also affect the sports
marketing
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12. Technological environment is also a most dynamic & uncertain
environment factor because technological impacts on the ability of
sports manager to operate their sports and buying process.
13. The study also attempts to put into perspective how consumers
who have inclination towards different sports see fairness or
legitimacy in the popularity of other sports. The scope of the study
covers the buying behaviour of consumers related to merchandize
of various sports but not the reasons which affect these buying
behaviours like family , peer influence , nag factor of children etc.
The biggest opportunities in the sports industry today lie in
providing exciting, high-value opportunities for sports fans, such as
high-tech recreational gear at reasonable prices.
The time has come for the sports company to shifts its focus on other
equipments then cricket. Now the scenario of Indian sports market is
shifting towards other sports like Football, Hockey, Golf etc. thus in order
to get upper age on the sports product company. Like Nike, Adidas etc.
Need to concentrate from the very beginning towards these sporting
events.
Marketing of sports largely based on sporting icon like Dhoni, Sachin incase of cricket. Bhutia in case of Football and Saina Nehwal in case of
Badminton. Thus it is being recommend companies should start shifting
their eyes from cricket to other sporting events and in order to concave
large sports market available in India
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BLIOGRAPHY
BOOKS
Amit Sharma, P. B. (2008). film sports merchandising yet to pick up
in India. Indiatimes.
Bhatar, G. (2012, December). (T. Bamrara, Interviewer)
Fry, A. (n.d.). India: Opportunities in the Business of Sport.
Kumutha, N., Kirubakar, S. G., & Margaret, G. D. (n.d.). 1. Prospects
and strategies for sports marketing in
o
India.
Nike . (n.d.). Retrieved from www.nike.co.in
Reebok . (n.d.). Retrieved from www.reebok.co.in
Reebok CrossFit one . (n.d.). Retrieved from
www.reebokcrossfitone.com
http://www.nike.co.in/http://www.nike.co.in/http://www.nike.co.in/http://www.reebok.co.in/http://www.reebok.co.in/http://www.reebokcrossfitone.com/http://www.reebokcrossfitone.com/http://www.reebokcrossfitone.com/http://www.reebok.co.in/http://www.nike.co.in/Recommended