Abstract
Business and industry devote precious time, energy, and financial resources to clearly “define” their products and services to the markets and consumers they serve. This definition or “mission” articulates the organization's central purpose; that is, what it wants to be or do, a critical component of the Marketing Planning Process. Without a clear understanding of an organization's raison d'etre (reason for being), the product position or program concept remains undefined and the organization will be taking a dangerous “trip without a road map,” unable to satisfy the needs of a changing and fickle marketplace (Mullin, 1985). Ultimately, consumers will have the final word on how well sport organizations meet their future needs, however they may be defined.
The current economic climate increases competition for limited leisure resources (time and money). Changing demographic and life-style (psych-ographic) characteristics of the sport consumer (participant and spectator) demand that sport organizations rethink their program concept(s). To compete for future resources, successful sport organizations will be those that have their marketing “niche” clearly defined and understood by consumers. Without a clear understanding of their program concept or product position, spectator sports will not only have a difficult time competing in the future, but they may also not survive.
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