Case Study on Sport Management
Added on 2020-04-01
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Case Study in Sport Management
Table of ContentsPart 1 - Situational Analysis............................................................................................................3Part 2 - Concept and Feasibility.......................................................................................................3Market Position of Rivals............................................................................................................3Key Success Factors....................................................................................................................4League Concept...........................................................................................................................6Organization and Governance of Sports Leagues...................................................................6Delivery of the Core Product.......................................................................................................7Competition be formatted for strategic advantage...................................................................8Team ownership structure........................................................................................................8Home and away season vs event structure..............................................................................9References......................................................................................................................................10
Part 1 - Situational AnalysisIntroductionFor the success of any business, it is necessary to evaluate the environmental factors. Evaluatingthe factors internal and external to the organization has a strong impact on the strategic processesand plan and can be a key determinant in the success of an organization. Once the leaders areable to identify the possible threats and opportunities present in the environment, the activitiescan be focused in the direction of achievement of strategic goals (Arthur, 2017). In this respect, the following report focuses on discussing the current strategic position of thecompany Softball Australia. A brief overview of the company has been provided at thebeginning of the report along with its organizational structure, culture and leadership values. Thereport also includes a SWOT analysis and Porter's five force analysis to evaluate the internal andexternal factors present in the market.Overview of the Organization: Softball AustraliaSoftball Australia is responsible for governing the softball sports in Australia. It is the governingbody that comprises of eight member states which include both territories and states, clubs,associations, and all the individual members who are associated with the softball sports (SoftballAustralia, 2017). These individual members are those who are involved in coaching, playing,officiating or support the game in Australia.The sport was initially introduced in the year 1939 in NSW when Gordon Young, the NSW’sDirector of Physical Education, started promoting the game. However, it was introduced as anorganized game in the year 1942 for the recreational purpose for the US nurses that werestationed in Melbourne (Nauright, 2012).
Current Strategy of the CompanyThe current strategy of the organization is focused to achieve its strategic goals by the end of2020. The strategy of the organization is developed in five key areas which are discussed below:Developing and implementing a strategy that can be listened, communicated and has thecapability to engage all the stakeholders and members- for this the organization isadopting alternatives that are concerned with the development of a website which is user-friendly and has a social media footprint. The organization has planned to visit almostevery region in a calendar year and develop a system for effective communication andengagement of members. Developing a network of well managed and maintained facilities across the state- theorganization is planning to devise a database that has information about all the facilitiesof places where the softball games have been held. It is also planning to design an assetmanagement plan that would help in determining the true costs.Increase in the participation and development- the organization would be doing this byincreasing its members to 5,000, the percentage of junior members to 30%, and coachesby 100% (Softball Western Australia, 2016). The alternatives adopted by the organizationwould be offering increased activities during calendar events and encouraging theassociations to capitalize on the programs in schools, and programs like social 7’s andbatter up.Ensuring the sustainability of the softball by increasing the capacity and developing newpartnerships across states.
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