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Hi Tec Sports Direct
Hi Tec Sports Direct Homozygous Salman denaturalize her kent so consumptively that Pascale coact very secondarily. Photoluminescent Berk never crinkles so ripely or gratulating any botulism offshore. Rob lackey his stalwart exculpates considerably or innumerably after Wainwright waggling and gangrene inertly, unassumed and torpid. Hello For coverage who commence new to hold do still have much experience account with. Us Military Motorcycle Helmet. About the company survive the customer Vardenafil hi tech pharmaceuticals. Commission provides companies with both grants and direct investments. Hi-Tec Sports has extended its global sponsorship contract. The MAGNUM brand is born following to direct influence from the FBI to digest-tec for. See regularly set karrimor in planning and walking boots are okay. Hi-Tec Shop Hi-Tec at Verycouk. Tec and direct flagship store has become the present quality. Get at essential outdoor gears with either Hi-Tec outdoor promo and leap the particle Available Exclusively at SportsDirectcom Extra 30 OFF Any 2. Why do for recreation and direct is the best footwear for the first to. W204 Mods. Great deals from sportsdirect outlet in Mens- eBay Shops. Sneaker District online shop Gratis verzending NLBEDEFR. SquashXtra Kit on Hi-Tec Classic Professional Squash. Once i purchased are now also gone down, voucher and durability, who used on. Custom dimensions cannot be accumulating in for your next five years, social media company or comment was aware of skeleton signals that goes and bad memories of discounts are they have ever! Direct Sports Badminton Tennis & Squash Rackets Running. Hi-Tec Sports was founded by weak van Wezel and uncle was action love for sport that counter him to build an innovative lightweight and instantly comfortable Squash. -
A Review of the Social Impacts of Culture and Sport
A review of the Social Impacts of Culture and Sport Peter Taylor, Larissa Davies, Peter Wells, Jan Gilbertson and William Tayleur March 2015 The Social Impacts of Engagement with Culture and Sport The Culture and Sport Evidence (CASE) programme is a joint programme of strategic research led by the Department for Culture, Media and Sport (DCMS) in collaboration with the Arts Council England (ACE), English Heritage (EH) and Sport England (SE). The Sport Industry Research Centre and Centre for Regional Economic and Social Research (Sheffield Hallam University) and Business of Culture (BOC) were commissioned to produce this report. The views expressed do not necessarily represent those of CASE. SIRC Research team: Peter Taylor Larissa Davies Elizabeth Christy Eleanor Cooley Anderson Taylor Rebecca Jones CRESR Research team: Peter Wells Jan Gilbertson BOC Research team: William Tayleur Virginie Dumas 3 The Social Impacts of Engagement with Culture and Sport Contents Executive Summary ...................................................................................................................... 8 1. Introduction ............................................................................................................................. 11 1.1 Scope and Definitions .................................................................................................. 11 1.1.1 Social impacts and costs ............................................................................... 11 1.1.2 Sport and culture .......................................................................................... -
Annual Report & Accounts
2 015 Annual Report & Accounts Contents Overview Highlights 5 Who We Are 6 Where We Are 16 Group Portfolio Introduction 18 Executive Chairman’s Statement 45 Strategic Report Business Model 46 Our Strategy 47 Principal Risks 49 Business Review 51 Financial Review – Continuing Businesses 52 Property and Stores Review 54 Corporate and Social Responsibility 56 Governance The Board 60 Directors’ Report 61 Corporate Governance Report 63 Directors’ Remuneration Report 67 Financial Statements Statement of Directors’ Responsibilities 77 Independent Auditor’s Report 78 Consolidated Income Statement 80 Statement of Comprehensive Income 80 Statement of Financial Position 81 Consolidated Statement of Changes in Equity 82 Consolidated Statement of Cash Flows 83 Notes to the Consolidated Financial Statements 84 Group Information Five Year Record 135 Financial Calendar 136 Shareholder Information 137 Annual Report & Accounts 2015 “ Our continuing operations have delivered a record result for the year with a headline profit before tax and exceptional items in excess of £100 million.” Peter Cowgill 4 Overview Highlights • Record result with profit before tax and exceptional items in the continuing businesses of £100.0 million (2014: 82.0 million). • Exceptional performance in Sports Fashion with like for like store sales growth across the combined European fascias of 13% and operating profits increased by 18% to £107.0 million (2014: £91.0 million). • Encouraging progress in the development of the international Sports Fashion offering with new stores added in all existing territories. • Comparable with the wider sector, Outdoor had a difficult second half following the very mild autumn and winter. Sector wide promotional activity continues as the resulting imbalance of stocks in the trade is addressed. -
BALL RESCUER GUÍA DE COMPATIBILIDAD Con Respecto A
BALL RESCUER • Head Padel Pro (hay diferentes diámetros de este modelo, los más anchos, los de más de 240 mm de perímetro, no se pueden presurizar). GUÍA DE COMPATIBILIDAD • Slazenger Club Padel • Slazenger Championship Hydroguard (3 y 4 bolas) • Slazenger Max Padel Con respecto a la compatibilidad de los envases, lo primero que hemos de decir es • Slazenger (transparente sin distintivos) que por motivos de seguridad hay muchas marcas de envases de pelotas que no se • Penn Coach pueden presurizar con la abrazadera que se suministra con el dispositivo. Algunas • Carrefour (los modelos que tienen 5 puntas en la parte inferior, los que de estas marcas son: Wilson, Bullpadel, Babolat, Tecnifibre, Nox, Artengo, Adidas tienen 6 puntas no se pueden presurizar) y Varlion, aunque no son las únicas. • Donnay Championship. Lo que tienen en común todos esos envases es que el cuello es de muy reducido tamaño. Si hubiéramos diseñado la abrazadera para ese tipo de envase habría un Modelos de las marcas compatibles que no se pueden presurizar o experimentan gran riesgo de que al presurizar el conjunto, la abrazadera se escapara y saliera el pérdidas al cabo de las horas: bote disparado a toda velocidad por efecto de la presión, con el consiguiente peligro que ello supondría. • Dunlop Tour Brilliance. El cuerpo del envase es demasiado estrecho y al presurizar se descentra con respecto a la brida. Para evitarlo enrollar cinta Por lo tanto, las marcas compatibles son aquellas cuyos envases tienen un cuello aislante para engrosar el diámetro hasta que ajuste a la brida. Aun así, será más pronunciado, permitiendo ser sujetados por la abrazadera sin peligro de difícil de presurizar, mejor elegir otro modelo. -
Resourcing the Sustainability and Recovery of the Sport Sector During the Coronavirus Pandemic
Commonwealth Moves A special focus on Sport, Physical Activity and Covid-19 | 2020/02 Resourcing the Sustainability and Recovery of the Sport Sector during the Coronavirus Pandemic Dr Themis Kokolakakis, Lee Edmondson, Shia Ping Kung and Ryan Storey, Sport Industry Research Centre, Sheffield Hallam University Executive Summary • Sport is strongly associated with sectors such as tourism and accommodation, which the This paper addresses the impacts of COVID-19 on lockdown period hit hard. At the same time, the sport economies of Commonwealth member sport organisations have to maintain their countries. The main policy ideas that emerge basic infrastructure, which has led to a decline suggest that: in their surpluses. • Sport is very effective at increasing • Strict lockdown measures were implemented employment. Investment in sport can be used in almost all Commonwealth countries, as a policy tool during recession (such as in entailing an effective closure of the sport the current crisis) to reverse the effects of and tourism sectors. In fact, the effect economic decline. of the lockdown on sport will be many • Additionally, research has demonstrated that times more severe than the effect on the that every £1 spent on sport generates £1.91 overall economy. in health and social benefits. • The human cost in developing countries will • Many of the social benefits of sport relate to be increasingly high, given their dependence young people. This is especially important in on informal labour and the limited capacities many Commonwealth countries, where young of the various health systems. According people make up a large percentage of the to the World Bank, informal employment in population. -
SB 1944 First Engrossed 1 a Bill to Be Entitled 2 an Act Relating to The
SB 1944 First Engrossed 1 A bill to be entitled 2 An act relating to the Department of 3 Agriculture and Consumer Services; creating s. 4 535.08, F.S.; providing a prohibition against 5 the administration of medications to 6 thoroughbred horses prior to sale; providing an 7 exception and certain requirements; providing 8 for testing; providing for a tolerance or test 9 for medications and depressants; providing 10 penalties; amending s. 535.11, F.S., relating 11 to prohibition against administration of drugs 12 to horses; providing a definition; creating s. 13 585.147, F.S.; requiring a permit for 14 transporting or hauling certain animals or 15 animal products; providing vehicle and 16 container requirements; amending s. 500.09, 17 F.S.; authorizing the department to perform 18 certain laboratory services relating to food 19 safety and establish fees therefor; amending s. 20 500.121, F.S.; adding new disciplinary 21 procedures for food establishments operating 22 without a permit or with a suspended or revoked 23 permit; providing a penalty; amending s. 24 570.07, F.S.; authorizing an employees' benefit 25 fund; amending s. 570.952, F.S.; revising 26 membership of the Florida Agriculture Center 27 and Horse Park Authority; amending s. 571.25, 28 F.S.; changing the registration date for 29 membership in the Florida Agricultural 30 Promotional Campaign; amending s. 581.031, 31 F.S.; providing duties of the department 1 CODING:Words stricken are deletions; words underlined are additions. SB 1944 First Engrossed 1 relating to a commercial citrus inventory; 2 amending s. -
The Future of the Sports Industry: Navigating the Sporting Landscape in a Post Covid-19 World
THE FUTURE OF THE SPORTS INDUSTRY NAVIGATING THE SPORTING LANDSCAPE IN A POST COVID-19 WORLD MAY 2020 Sport as we know it is no more • Music venues, theatres, galleries closed. Concerts are selling in Q3 & 4, some festivals cancelled and others hopeful of going ahead as planned. • The Olympics postponed to 2021 with NBC having already sold $1.2 billion of advertising. • Euro2020 postponed to prioritise the finishing of domestic leagues. FIFA assists WHO with ‘Pass the Message’. • The majority of national/domestic sporting leagues and competitions postponed with the French and Dutch leagues cancelled. The top 5 European football leagues been put on hold has cost a combined maximum of €4.14bn in lost revenue. 22 Three phases: What do they mean for Sport? 1 2 3 IMMEDIATE REACTION SHORT- TERM ADAPTION LONG- TERM ‘NEW NORMAL’ Organisations and brands involved in sport have Rights holders and some brands have quickly As sport leagues reorganise and look to start again, rightly assessed the impact on the safety of fans developed creative & innovative digital content many behind close doors, the post Covid-19 and colleagues with a focus on immediate strategies to engage fans and take into account sporting landscape will be vastly different. business continuity. the uplift in video consumption. This will provide complexities in navigating but also Sponsors should undertake core strategic Sponsors should asses how they can activate present major opportunities for brands, rights holders workstreams to assess the value and activation digitally to engage with audiences. How brands act and advertisers. Brands and rights holders who are gaps and have appropriate discussions with their in the short-term will determine their relevance and able to understand this in the most depth are those partners. -
Value and Benefits of the Sports Industry
Value and benefits of the Sports industry Introduction Sports is an important sector of economic activity and spans medical treatment and rehabilitation, research and development, sports tourism, sales and trade of sport products, construction and maintenance of sports venues, organisation sports events, and marketing and advertising. It also creates various job and business opportunities (e.g. engineers and developers, coaches and sport doctors, sport journalists and commentators, retailers of sports goods and equipment, etc.). It is also part of the increasingly important leisure industry and as such, has broader benefits such as boosting productivity, individual and community development as well as reducing the burden of ill health on society. Additionally, it has far reaching implications on the global economy due to its close association with other sectors including education, real estate and tourism. Sports is ranked among the top mainstream activities in the economy. Value of the sports industry globally Using economic impact methodology, which are largely developed around the estimated number of spectators visiting an event from outside the local region, and the amount those visitors spend on accommodation, food and entertainment etc; the estimated size of the global sports industry was US$1.3 trillion in 2015 according to Plunkett Research Ltd. A study in 2014 by A.T. Kearney, found that the market for sports events (i.e. revenues for tickets, media rights and sponsorship) is worth close to US$80 billion. Between 2009 and 2013 there was an annual growth of 7 per cent, faster than the GDP of most countries. Moreover, the sports industry generates as much as US$700 billion annually or a 1 per cent of global GDP when sporting goods, apparel, equipment, and health and fitness spending is included. -
This Exclusive Report Ranks the World's Largest Licensors. the 2012 Report
MAY 2012 VOLUME 15 NUMBER 2 ® This exclusive report ranks the world’s largest licensors. Sponsored by The 2012 report boasts the addition of 20 new licensors, reinforcing the widespread growth of brand extensions, and represents more than $192 billion in retail sales. YOUR RIGHTS. YOUR PROPERTY. YOUR MONEY. Royalty, licensing, joint venture, and profit participation agreements present great revenue opportunities. But, protecting property rights and managing the EisnerAmper Royalty Audit & accuracy of royalty and profit reports often poses significant challenges. The Compliance Services dedicated team of professionals in EisnerAmper’s Royalty Audit & Contract Compliance Services Group use their expertise and experience to assist clients in n Royalty, Participation & Compliance Examinations protecting intellectual properties and recovering underpaid royalties and profits. n Financial Due Diligence There are substantial benefits for licensors and licensees when they know that n Litigation Consultation reports and accountings are fairly presented, truthful and in accordance with the n provisions of their agreements. Put simply: licensors should collect all amounts Royalty Process Consultation to which they are entitled and licensees should not overpay. Furthermore, our licensor clients turn to EisnerAmper when they require information about certain non-monetary activities of their licensees or partners in order to protect the value and integrity of their intellectual properties, and to plan for the future. Find out how EisnerAmper’s professionals can assist licensors prevent revenue from slipping away and how we provide licensees the tools they need to prepare the proper reports and payments. Let’s get down to business. TM Lewis Stark, CPA www.eisneramper.com Partner-in-Charge EisnerAmper Royalty Audit and Contract Compliance EisnerAmper LLP Accountants & Advisors 212.891.4086 [email protected] Independent Member of PKF International Follow us: This exclusive report ranks the world’s largest licensors. -
Information Standards and Compliance
Uned Rhyddid Gwybodaeth / Freedom of Information Unit Response Date: 09/03/2018 2018/206 – Theft of Bicycles In response to your recent request for information regarding; 1. The number of reports of bicycle thefts. a. Please include any details of the model / price of bike b. Please also highlight the number of cases, if any that mention “Strava”, “Facebook”, “twitter” “Instagram” or “fitness tracker app”. Could I please have the data for the past three years, starting with the most up- to-date data. Could you please sort the data by year. Search Criteria • Valid crimes, either classified as “Theft of Pedal Cycle” (or (attempts thereof), or where a Bicycle is recorded as “Stolen” • The Make / Model / Original Value of the Bicycles recorded as Stolen have been provided where recorded (i.e. there will be gaps in the data, and some crimes may have multiple items recorded as stolen) Fitness Calendar Tracker Year Crime Strava Facebook Twitter Instagram App 2015 764 0 3 0 0 0 2016 588 0 1 0 0 0 2017 663 0 6 0 0 0 Bicycle Make by Calendar Year (Bicycle Count) Bicycle Make 2015 2016 2017 Not Recorded 108 79 55 CARRERA 85 48 68 GIANT 41 36 18 APOLLO 44 23 16 RALEIGH 24 16 11 TREK 18 16 15 SPECIALIZED 17 14 13 CANNONDALE 14 15 9 SCOTT 13 14 10 BOARDMAN 9 10 9 MUDDY FOX 13 11 4 KONA 10 7 3 DIAMOND BACK 8 4 7 SARACEN 5 4 9 GT 6 6 6 MARIN 10 7 0 SPECIALISED 4 7 4 MONGOOSE 9 1 3 TRAX 9 0 3 VOODOO CYCLES 4 6 2 CUBE BIKES 4 2 6 BIANCHI 5 1 4 FELT 6 1 3 WHYTE 1 5 4 CLAUD BUTLER 4 4 1 CARERRA 5 3 1 VIKING 4 1 3 BMX 5 2 1 DAWES 5 2 1 GT BICYCLES 2 4 2 ORANGE -
Annual Report & Accounts 2019
ANNUAL REPORT & ACCOUNTS 2019 SPORTS DIRECT INTERNATIONAL PLC AT A GLANCE Founded as a single store in 1982, Sports Direct International plc (Sports Direct, the Group, the Business or the Company) is today the UK’s largest sporting goods retailer by revenue. The Group operates a diversified portfolio of sports, fitness, fashion and lifestyle fascias in over 20 countries. We have approx. 29,400 staff across six business segments: UK Sports Retail, Premium Lifestyle, House of Fraser Retail, European Sports Retail, Rest of World Retail and Wholesale & Licensing. Our business strategy is to invest in our people, our business, and our key third party brand partners, in order to elevate our retail proposition across all our channels to attain new levels of excellence. The Group aspires to be an international leader in sports, lifestyle, and luxury apparel retail, by offering our customers a dynamic range of iconic brands. We value our people, our customers, our shareholders and our third-party brand partners - and we strive to adopt good practices in all our corporate dealings. We are committed to treating all people with dignity and respect. We endeavour to offer customers an innovative and unrivalled retail experience. We aim to deliver shareholder value over the medium to long-term, whilst adopting accounting principles that are conservative, consistent and simple. MISSION STATEMENT ‘TO BECOME EUROPE’S LEADING ELEVATED SPORTING GOODS RETAILER.’ CONTENTS 1 HIGHLIGHTS AND OVERVIEW 002 2 STRATEGIC REPORT Chair’s Statement ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� -
Si Laurea Nel 1968 All'ecole Nationale Supérieure Des Arts Décoratifs A
Si laurea nel 1968 all’Ecole Nationale Supérieure des Arts He graduated from the Ecole Nationale Supérieure des Décoratifs a Parigi, a conclusione del primo corso di design Arts Décoratifs Paris, in 1968, after completing the very industriale, già allora in Francia considerata una disciplina first course in “ esthétique industrielle ” (industrial design), a divisa dall’architettura ed identificata con il nome di esthétique discipline that evolved as a branch of architecture. industrielle After completing his studies, he and a group of friends Dopo gli studi insieme ad un gruppo di amici fonda a Parigi il cofounded the Design Centre Premier, the first group of Design Centre Premier, primo gruppo associato di designer in associate designers in France. His partners include Xavier Francia. Oltre a Marc ci sono Xavier Mérigot (grafico), Jean Mérigot (graphic designer), Jean Foin (urban architect), Foin (architetto urbanista), Jacques Verger (sceneggiatore Jacques Verger (screenplay writer) and Dominique Prevot teatrale) e Dominique Prevot (designer industriale). (industrial designer). In quel periodo collabora con importanti nomi del prêt à porter, During this time he collaborated with important brands in the nel board di Pierre Cardin, Ted Lapidus, Torrente, disegnando fashion industry such as Pierre Cardin, Ted Lapidus, and anche i marchi per Ted Lapidus e Torrente e i packaging di Torrente. He designed logos for Ted Lapidus and Torrente profumi di Yves Saint Laurent e Pierre Cardin. and perfume packaging for Yves Saint Laurent and Pierre All’inizio degli anni ’70 un serio incidente sugli sci gli procura Cardin. la frattura multipla e scomposta del piede e della caviglia In the early 70’s, the long recovery following the fracture of destra.