SportsFacility Operations management
SportsFacility Operations Management
Althoughadvertisements within sports facilities have raised concernsregarding their aesthetics, they have, nevertheless, been usedabundantly across its settings. Sports facility signage provides anenvironment devoid of DVR offerings and is one of the final placeswhere an advertiser can reliably gain access to an aggregate massaudience. As a result, these features have increased the value of anyform of signage that is within the range of cameras in the recentpast, thus raising the demand even higher(Kauppi, Moxham, & Bamford, 2013).There has been an unyielding increase in the process of reflection infacility signage. Hence, the trend has prompted its managers to comeup with new forms of broadcast advertising. Advertisers have raisedthe demand for camera-visible signage on sports facilities, and thishas catalyzed the inevitable inventory of virtual advertising,on-field branding, and consistent signage. These new forms ofsignage inventory, however, come with debate regarding clutter and insome instances, the conflicting rights of different parties in thefacility. Sports facility managers are therefore tasked with usingnew signage inventory and upholding the aesthetics of theinfrastructure.
Uniformsignage has been in existence and is permitted by major leagues inthe USA except for the NBA. Advertising on uniforms has nonethelesspresented a challenge between the interests of a team, player, andthe league(Kauppi, Moxham, & Bamford, 2013). Fora sports facility manager, advertising on uniforms can be a goodtechnique of raising revenues for a service by having corporate logoson jerseys and sports apparel without ruining its integrity. Salescan be realized for teams that have a small intellectual propertysince this will serve to promote their image through corporatesponsorships. Upcoming teams are also likely to accept any form ofsignage since such a form of advertising would require a completeredesign of uniforms for existent teams.
On-fieldbranding translates to making the facility’s public communicationplan graphic. Remarkably, this is important in providing visualsupport for print content and small images. On-field branding givesthe sector a powerful brand since the graphics imprint on the mindsof visitors(Iversen, & Cuskelly, 2015).The ultimate goal of on-field branding is to raise the brandawareness of advertisements. One of the forms of on-field branding asports facility manager can implement, is to source sponsors to havevarious apparels on the field like balls bearing different logos. Thebrand of diverse teams and corporations can be promoted during a highprofile game on the field and raise considerable revenue for thefacility.
Anotherform of signage useful in generating revenue is virtual advertising.In this type of signage, broadcasters would be allowed to replace adsappearing on dasher boards with selected electronic signage. Theresult would be the display of more vibrant and priceyadvertisements. For instance, a broadcaster would be able to sellvirtual ad inventory to advertisers (Iversen,& Cuskelly, 2015).One of the ways that sports facility managers can maximize on thissignage is to sell the virtual ad inventory for corporations as a wayof maximizing revenue. The problem with this new signage, which isdifferent from venue signage, is that it requires a substantialcapital investment to implement. The idea is to get sales agents fordashboards and broadcast rights for holders and extract revenue fromthe same dashboards. Broadcasters may feel the need to hoard therights to dashboards managers are tasked with controlling thevirtual ads and monetizing the inventory as much as possible.
Iversen,E. B., & Cuskelly, G. (2015). Effects of different policyapproaches on sport facility utilisation strategies. SportManagement Review, 18(4),529-541. Retrieved from:http://www.sciencedirect.com/science/article/pii/S1441352315000029
Kauppi,K., Moxham, C., & Bamford, D. (2013). Should we try out for themajor leagues? A call for research in sport operations management.International Journal of Operations & ProductionManagement, 33(10),1368-1399. Retrieved from:http://www.emeraldinsight.com/doi/abs/10.1108/IJOPM-11-2011-0418