Sports marketing is a growing division of the Marketing field that focuses on the business of sports and the use of sports as a marketing tool.

Many schools across the country offer degree programs or concentrations in Sports Marketing as part of their Business curriculums. Sports marketing is broad in nature as it consists of everything from branding the team or organization, marketing the product to the public by advertising/packaging & merchandising to developing promotions that encourage the fan/customer to buy or experience their product. When sports franchise executives convene in virtual boardrooms to discuss corporate sponsorship packages, the conventional dialogue revolves around quantity, not quality.  Sports Marketing professionals enjoy a wide variety of employment opportunities, including positions with universities, corporations, media outlets, sporting equipment manufacturers, retailers and public relations agencies. Now, every level of sport can be actively marketed from youth leagues to professional sports which means there are a ton of opportunities out there.

Large-market franchises are routinely inundated with countless requests for  sponsorships, but they fail to satisfy existing clients. These incipient rifts in the franchise-sponsor relationship reflect a condition of frenzy-feeding in a depleted reservoir.  Simply put, there are too many corporate sponsors in each team’s Rolodex.The crux of this potential problem revolves around team executives’  unwillingness to identify a need for fewer clients, more attention.  Although this
placid notion may resonate familiarly from the quixotic “Jerry Maguire,” there is a more critical issue at stake. Middle managers, consumed with a provincial sales mentality, focus their responsibilities strictly on immediate results.  However, team presidents should prepare themselves for the adverse effects of ignoring long-term product management. Franchise owners, by not equipping their front offices with ample capacity, face an uphill battle in pleasing sponsors with a rewarding return on investment.  If this implication comes to fruition, then owners will have succeeded in reversing their bargaining power.

Conversely, if owners are willing to cultivatehigher quality in their corporate sponsorships, then they can reserve the upper hand when considering future applicants.