9 THEME 9: THE “FAMMOUS” MODEL FOR OPERATING BUSINESS

Learning Objectives

*Review the concepts for developing a strategic sport marketing plan, and apply those concepts by adding the human component (“people”) in the actual practices

*Identify all the elements within the FAMOUS star model and understand the interactions and relationships among the various different elements.

Introduction

At this moment, we assume the readers are familiarized with the process for developing a strategic sport marketing plan, elements of all marketing mix, and evaluation methods after going through previous readings (themes). In this theme, the authors would like to introduce a conceptual model that ties all the learned marketing concepts and skills with an additional human element (“people”). This FAMOUS star model should help students understand each important marketing element and develop practical strategies to execute the demanded marketing tasks. In Theme 7, the authors indicated the importance of recognizing the gatekeepers and decision makers to secure a sponsorship deal. In the same manner, the FAMOUS star model will remind the practitioners about reaching out to every necessary group of individuals (athletes, media, sponsors, and fans/clients/patrons) and satisfying all their needs.

The Five Components of the FAMOUS Star Model

A common criticism about today’s sport marketing education is the lack of consistent collaboration between the industry and academia (Guo, 2007). Hughes, O’Regan, & Wornham (2009) note that students often possess too much theoretical and fragmented knowledge without knowing how to practically apply or interpret learned skills and knowledge. This gap between critical thinking skills and conceptual frameworks can prevent students from linking required information and sources necessary to execute marketing tasks (Gregory-Mina, 2007). Therefore, the authors would like to introduce a holistic pedagogic model and learning activities that help students understand the intricacies and required details for marketing a successful sporting event. The following FAMOUS star model is introduced with an intent to help bridge the gap between “knowing” and “doing the work” for all potential and current marketers.

Q1. There seems to be a common criticism that students don’t know to practically apply or interpret the learned marketing skills and knowledge in the field. True/False

The Five Components of the Famous Star Model

The “Famous Star” model contains five major components representing major sectors of a sporting event.  “Famous” is an acronym for Fans, Athletes, Media, Organizations/Unions and Sponsors. Between each one and the other element, there is a special connection and relationship that can be fostered and cultivated. The pentagon diagram in Figure 1 further illustrates those 10 unique pairs of relationships among the five components. Because the pentagon shape of the model (resembles the logo of Dodge Motor) presented in Figure 1 has a star in the middle, so the authors decided to name it the FAMOUS star model. Interestingly, we probably can all agree that famous stars (athletes) really have a powerful influence on the success of any given marketing campaign. This notion makes the naming of our model sound particularly appropriate. The authors will attempt to illustrate the practical use of the model by discussing the relationship between a specific pair of components. The discussion of each paired relationship emphasizes the exchanged services and activities and highlights the social and marketing issues that sport marketers may need to be aware while planning the events.

Figure 1. Diagram of the Famous Star Model

(a) An example of Paired Relationship: Fans and Organization/Union

The authors will demonstrate how the paired relationship between fans and organization/union is performed. When analyzing each pair of relationship, a student or a practitioner would need to perform these three steps:

• (1) First, we need to identify the role of each component. In this specific example, the fans are those who attend the game and purchase the products to show their support for the teams (or organization). The team (organization) is the one that provides the services and products.
• (2) After the identification of the roles, the student or practitioner must begin to fill in key interactive functions that the two groups will engage. In this case, the team (organization) must think about the products or services it has offered. They include tickets, game services, licensed merchandises, concession sales, community programs, promotional information and social features. Other than attending games or purchasing products, the fans can offer loyalty and support to the team (organization)
• (3) In order to provide these services and products effectively, the sport marketers must consider the marketing related issues and concerns that fans may care about. There could be challenges and concerns that both sides must mutually address as well. Examples of these concerns may cover ticket prices, fans’ game experiences, the rate of retention, fans’ attending motivation and satisfaction, current economy, and consumers’ behaviors. In other words, by examining the relationship between a pair of elements, the students (or practitioners) are required to brainstorm and perform a thorough SWOT analysis to recognize and combat the issues.

Table 1 summarizes the contents and discussed concerns between fans and teams (organizations). Additional examples of various interrelationships among different components are listed in various tables below (from Table 2 to 10)

Table 1. Interrelationship between Fans and Team (Organization/Union)

Table 2. Interrelationship between Athletes and Sponsors

 Table 3. Interrelationship between Athletes and Fans

 Table 4. Interrelationship between Athletes and Media

 Table 5. Interrelationship between Athletes and Organization/Union

 Table 6. Interrelationship between Sponsors and Fans

 Table 7. Interrelationship between Sponsors and Media

 Table 8. Interrelationship between Sponsors and Organization/Union

 Table 9. Interrelationship between Media and Fans

 Table 10. Interrelationship between Media and Organization/Union

Q2. Which type of interrelation may deal with issue such as ambush marketing and measurement of effectiveness?

(a) Sponsors—Organization

(b) Media—Organization

(c) Athletes—Organization

(d) None of the above

Q3. Which type of interrelation may primarily deal with issue such as activation and direct sales opportunity?

(a) Athletes—Organization

(b) Media—Organization

(c) Sponsors—fans

(d) None of the above

The Practical Functions of the Model

The authors assume proposed FAMOUS star model can serve the following purposes:

*Helping the audience gain a holistic view on the sophistication, complexity and interrelationships of each marketing component (sector);

*Identifying solutions and issues pertaining to the event or the marketing operation with a collaborative approach; and

*Recognizing each potential issue, demands, solutions and tasks may lead to potential career opportunities (e.g., new positions for problem solving) and marketing development.

Conclusions

The authors believe that the model can help sport marketing students (or practitioners) understand how various industries market their products or services directly in sporting events or indirectly through sports. For example, the strategy of “marketing in sports” can be illustrated by two sets of interrelationships, “Fans & Organizations/Unions” (e.g., teams send game schedules to their fans) and “Media & Fans” (e.g., fans see game promotion messages on televisions). In these two pairs of examples, the fans directly experience the entertainment and sport events from either directly attending the games performed by the organizations or watching them on TVs. The “Marketing through sports” strategy can also be observed from two sets of interrelationships, “Sponsors & Media” (e.g., the broadcasters shows the sponsors’ logo during the game) and “Sponsors & Organizations/Unions.” (e.g., the sponsors announce a lucky prize winner during half-time). In this case, a non-sports related industry, such as a beer or an automobile company, can try to reach its consumers by launching commercials during the sporting events or sponsoring sporting events onsite.

The presenters do not intend to reinvent a “new wheel” to explain the complex marketing concepts. Rather, the creation of this model is to help the audiences easily and smoothly conceptualize the various marketing issues and theories revolving in the sports industries. In addition, this model does not cover all aspects of marketing details for sporting events. There are certainly many more details and ideas that can be addressed that are left out by various tables. The authors hope the marketing instructors can identify more issues and concerns, as well as the solutions, while having students practice the model. Finally, some of the additional interactive agents that are not thoroughly covered by the model include: (1) sports agencies or marketing firms/consultants, and (2) government and local authorities. We hope we can improve our model and recreate a new acronym to make the model more inclusive without neglecting any aspects of marketing components soon.

Q4. The strategy of “Marketing in sports” can be illustrated by the interrelationship of “Media & Fans”. True/False

Q5. Please identify a unique interactive agent that is not covered by the FAMOUS star model. (Answer:  A sport agencies or marketing firms/consultants, or government and local authorities.)

Brainstorming Activities

The current financial landscape of college athletics is putting a lot of pressure on non-revenue generating sports (sports other than football and basketball) to find fundraising methods in order to keep the programs competitive. The sport of cross country is not typically considered a revenue generating sport. However, at any level, the sport can still generate quite a bit of revenue when competitions and marketing campaigns are planned correctly by attracting adequate numbers of teams. Assume the role of a cross country coach, you are in charge of organizing and conducting a cross country meet for your university. Try not to focus on the planning and organizing of the race itself. See if you can utilize the FAMOUS star model to compose a marketing plan for this race. Try to be more ambitious about soliciting sponsors and more live spectators to attend the race. How would you connect all the different groups of people to make your event more entertaining and successful?? Please share your thoughts about the plan.

References

Dees, W., Walsh, P., McEvoy, C., McKelvey, S., Mullin, B.J., Hardy, S., & Sutton, W.A. (2022) (2014). Sport marketing (5th ed.). Champaign, IL: Human Kinetics.

Gregory-Mina, H. J. (2007). Critical thought analysis: Bridging the gap between academia and business. Retrieved from http://www.academicleadership.org/article/critical-thought-analysis-bridging-the-gap-between-academia-and-business

Guo, C. (2007). Is sustainable competitive advantage an achievable holy grail? The relevance gap between academia and business. Journal of Business & Management, 13(2), 115-126.

Hughes, T., O’Regan, N. & Wornham, D. (2009). Let’s talk: getting business and academia to collaborate. Journal of Business Strategy, 30(5), 49-56.

Pitts, B., & Stotlar, D. K. (2013). Fundamentals of sport marketing (4th ed.). Morgantown, WV: Fitness Information Technology.

Sawyer, T. H., & Hypes, J. A. (2012). Marketing principles. In T. Sawyer & L. Judge (Eds.). The management of fitness, physical activity, recreation, and sport (pp. 397-409). Campaign, IL: Sagamore Publishing.

Schwarz, E. C., & Hunter, J. D. (2008). Advanced theory and practice in sport marketing. Burlington, MA: Butterworth-Heinemann.

Shank, M. D., & Lyberger, M. R. (2015).  Sports marketing: A strategic perspective (5th ed.). New York, NY: Routledge.