|Keywords:||Basketball; Sports; Sports marketing; Sponsorship; Sports economics; Contingency Framework; Sports marketing mix|
|Full text PDF:||http://rudar.ruc.dk/handle/1800/23298|
This paper explored how to create interest for the Danish men’s basketball national team (DMBNT). The objective was to create strategic marketing mix recommendations grounded in sports marketing and sponsorship theories. An interview with the DMBNT manager Rasmus Winkel, provided data that was analyzed with the contingency framework for strategic sports marketing. The framework studies external and internal contingencies, and a SWOT analysis for the DMBNT was conducted based on the findings. It showed positive external opportunities like increasing demand, but also some significant threats from FIBA, the governing body of international basketball, and other competing sports. Internal weaknesses and strengths showed a low budget, but high absolute quality of basketball and a strong partnership with TV2. The consumer needs and target market selection, which are also parts of the contingency framework, were investigated through an online survey, which showed that the target market for the DMBNT should be 10-40 year olds, preferably males, from the basketball environment. The consumer needs of possible sponsors were explored through two interviews with managers from Danish basketball teams, and the A-ERIC model was used to analyze their answers, which showed that sponsors in the Danish basketball market are primarily interested in creating business to business relationships through their sponsorships. All of these findings led to marketing mix recommendations that suggested that the DMBNT should implement a brand identity, create a business network as a secondary product, place games in Aarhus or Copenhagen if the costs allowed it, use a skimming strategy for ticket sales, sell V.I.P ticket to devoted fans, and use low cost promotional tools like online advertising and publicity to reach their desired target market and thus increase interest.