The Strategic Management Process for Sport
- The need for effective strategy in the sport management industry
- Strategy as a focus of the sports organisation or enterprise
- The need for maximisation of the sport organisation’s resources and capabilities to gain a competitive advantage
- Deliberate and emergent forms of sport strategy
- Flexibility for change
- Strategy driving structure
Strategic Analysis of a Sport Enterprise
- Sport enterprises surveying the external environment (PESTLE)
- Environmental scanning within the sport industry
- Sport industry analysis
- Sport competitor analysis
- Internal resource audit of a sport organisation
- Using strategic models to analyse a sport organisation
- Making sense of the analysis in a sport context
Strategic Formulation within the Sport Industry
- Understanding how the key analytical factors (above) can affect a sport enterprise
- Considering the various options that fit well with the sport enterprise analysis
- Mission formulation
- Stakeholder values, power, interest and expectations of the sport enterprise
- Positioning the sport organisation relative to competitors – cost leadership or differentiation?
- Resource based view of strategy tailored to sport
- Strategic choice within the sport setting
Strategic Implementation for a Sport Business
- Management of change issues for sport
- Assessment of risk and the importance of strategic leadership
- The need for the sport manager to utilise communication and consultation to assist successful implementation within the sport enterprise
- Possible implementation problems for the sport enterprise to overcome to ensure success
Example Candidate Response Booklet
Example Candidate Response (ECR) Booklets are a source of crucial information for Centres and Candidates as they use real candidate responses. We ask Senior Examiners to comment on five or more responses in terms of why the mark was awarded with commentary about how to improve the answer (if necessary).
