Will the Kixx be able to attract fans in new neighborhood?

The Philadelphia Kixx have recently announced they will now be playing home games in the Liacouras Center on the campus of Temple University. This brings up some interesting thoughts about the club's future, amidst the upcoming arrival of MLS Soccer in Philadelphia, and the differences in the areas surrounding their former home, The Spectrum, and their new home in North Phildelphia.

For those not in the know, the historic Spectrum will be coming down in a few months, and the location is right off I-76 and I-95 south of the city with ample parking. The Liacouras Center is on the campus of Temple University, several miles up Broad Street, but many would say worlds apart in terms of neighborhood characteristics, not to mention accessibility.

However, the Kixx will start play at their new home in January and through the conclusion of the regular season in March. An interesting development to watch will be the development of marketing and promotional tactics that will emerge to attract their immediate audience: students. Temple has a large commuter population, but nonetheless there is still a pool of students on campus or those that live nearby that should be targets for the Kixx marketing strategists. With capacity at around 10,200 for basketball games, a 2009 All-American candidate in Dionte Christmas, and an NCAA Tournament bid to cap off the season, Temple men's basketball drew only 7,092 fans on February 22: Dionte Christmas bobblehead day. Final home game of that season against St. Joe's? A more respectable 9,349, but still no sell out for a team with Big Dance aspirations.

So, when support is lacking by the student body for the "home" team, how will the Kixx work to draw in the population immediately surrounding their venue? And what about the suburbanites who were willing to drive to the Spectrum? Will they be willing to travel north on Broad Street to a part of Philadelphia that does carry a negative stigma?

It will be an interesting development to watch as it unfolds.

Title IX compliance offers coaching opportunities

When one thinks of Title IX's impact on collegiate athletics, I would think the initial thought relates to increased opportunities for female athletes and coaches and support personnel in those sports. Chestnut Hill (PA) College opened its doors to its first co-ed class in 2003, and with it came the need for men's sports to balance the established women's teams. 6 years later, and Chestnut Hill has not only added 7 men' teams, but also recently made the leap from DIII to NCAA DII.

Chestnut Hill's Philadelphia neighbor, Rosemont College is now in a similar position. The D3 school is transitioning from a female college to co-ed in 2009-2010, and the men's sports opportunities are trickling in:

Golf, Lacrosse, Tennis and Cross Country coaching positions are currently advertised.

New Jobs

Here is an interesting one with UC Riverside...

The Senior Development Assistant provides high-level administrative support to the Associate Athletics Director for Development, and the Director for Annual Giving and Events. This position is the front-line point of contact for UC Riverside's Athletics Development. The Sr. Development Assistant provides assistance and support in implementing programs and events, donor relations and fundraising efforts. In addition, this position tracks donor gifts, performs accounting and reconciliation, maintains a donor database, handles communications with donors, assists in prospect research, keeps website content current, coordinates travel and schedules calendars and meetings.

Visit our web site for a complete list of requirements and apply on-line indicating position #09-10-020HEJ to http://hr.ucr.edu/jobs. EOE.

SR. DEVELOPMENT ASSISTANT (AA III)Intercollegiate Athletics$3,346-$4,478/Month

Job postings

Men's Lacrosse Coach, Wheelock College (MA)

Wheelock College is in final stage of its strategic plan to add male sports to a department that has previously offered only women's sports. The final men's sport to be added for competition in the 10-11 academic year is Men's Lacrosse. We are seeking a part-time Head Men's Lacrosse Coach. For the 09-10 academic year the primary responsibility of the coach will be the recruitment of student-athletes. The head coach is primarily responsible for coordinating all aspects of a NCAA Division III Men's Lacrosse program; including but not limited to day to day operations, budgeting and recruiting; college competing and coaching experience preferred. Requirements:The candidate should have knowledge of the sport and the ability to teach and motivate student-athletes to be successful academically and athletically.

http://www.interviewexchange.com/alljobs.jsp?COMPANYID=205

Senior Director of Development - Athletics, U of North Texas

This position directs all fund-raising activities of the athletic development team as well as manages a pool of athletic leadership gift prospects. The incumbent cultivates and solicits gifts in support of assigned athletic projects and initiatives. This position also creates, develops, and executes capital initiatives, working in conjunction with the Office of Development. Emphasis will be on tasks related to training and directing a team of athletic development staff members to achieve annual and capital goals, and to cultivating and soliciting major/leadership gift prospects.

https://jobs.unt.edu

Summer Break is Officially Over, and observations

After a break of a few months, it's time to return to The Sports Marketing Professor.

I had the pleasure of being an invited panelist to an event at Villanova University at the end of September. While there is not formal sports management program offered there, a group of students has created a sports management society, for those with the common interest. Great idea.

The panel included myself and 4 other sports management professionals from the Philadelphia market, with extremely varied backgrounds and career paths, but with one common thread: the emphasis on networking.

Every one's personalized story referenced the value of relationships, and how most jobs were obtained, not through an internet posting, but through a contact who thought of them.

So, this brought up an interesting observation to me, once the formal part of the evening concluded, and we all retired to another room for refreshments... only a handful of students made an effort to speak to any of the panelists. Most of the students either spoke with each other, or stood alone with a plate of cheese and looked at the floor. What most of us fail to realize is that these are the moments when impressions can really be fortified, either positive or negative. So much emphasis is placed on wearing the right shirt, or the complacency that might arise when the name Villanova appears on one's resume. Granted, that is a powerful feather in any one's cap, but that is not a fast pass to a career in the sports industry.

Another common theme presented by the panel was the consensus that sports is a difficult market to enter. But, we were all proof that it can be done, and successfully. So, take advantage of the advice shared by 5 people who took time from their schedules to freely share tips and advice from their own perspective on how they got where they are professionally. Keep your head up. Force yourself to walk over to someone and say hello, and the biggest thing to remember about networking.... Don't walk up to someone and ask them for a job or internship right out of the gate. Maybe it's a personal thing, but nothing turns me off more than a student who bases their interest in a potential conversation on whether or not I might be able to hire you in the next few weeks. Once again, what many fail to realize is that it takes a relationship and a reason, before we will make that leap. And the reason cannot be that the student just needs a job or internship hours.

So, my final word to those students, and others... What makes you different? Why hire you, instead of the other 50 people that are lined up for an unpaid internship opportunity? How do you differentiate yourself in an increasingly overcrowded marketplace for the jobs that exist? Think about that, and get back to me.

Customers are STILL looking for value

There is the old adage that you can get 2 of the following, but never all 3: price, service, quality. I say, why must you pick like you are ordering off the menu at a Chinese restaurant?

Customers may be a bit more cautious lately about where they are spending their money, but they are still spending. And it is those firms, service providers, mom and pop companies that can deliver these benefits CONSISTENTLY that will survive.

Price is not the sole motivator in customer purchasing decisions. Some simple and recent casual observations of mine are the "very scientific basis" for my claims.

Case 1: As I collect data for my dissertation at various minor league stadiums in the PA/NJ/DE region, I am asking fans about their attitudes toward the use of certain promotions. While I have not analyzed data, I do casually talk with many of the fans about their choices. Price does not motivate. Discounted ticket prices are not critical. They are willing to spend a few extra dollars, for VALUE.

So what is customer value? It's that nebulous term that will mean different things to different people. It includes things like that the Lehigh Valley IronPigs offer... Golf cart shuttle service for fans from the remote parking lot to the stadium (nice touch!). It includes things like extra staff around the stadium to answer questions, cleaner and more varied amenities.

Case 2: In the development of a new municipality-based recreational outdoor summer league, some basic value concepts have been applied that have a small price tag, but are making impacts on the bottom line. Ken Blanchard's book "Raving Fans" discusses the idea that satisfied customers are simply not good enough. They are satisfied, because their expectations are being met. Well, what if their expectations were low in the first place? It would not take much for a new player to enter the game and steal that business. What does Blanchard suggest? DELIVER PLUS 1 PERCENT. Make absolutely certain that you deliver, without fail, and with absolute consistency, everything you claim to deliver. Then, as you can do so, again with 100% consistency, raise that bar. Give your customers a little extra.

What did we do for the summer league? Logo shirts for the volunteer coaches. We will give provide end of the season recognition to each player through their participation in the inaugural season. We will also have free clinics for the player on basic shooting fundamentals. It is a minimal expense, but we have already seen quantifiable results from the implementation: kids from the basketball league are signing up for personal training sessions from the league's basketball personnel and other basketball programs offered by the league' presenting organization. The price tag for some extra shirts and certificates? $75. Revenue that we have seen directly related to new business generated from the summer league? As of today's date:
$1000 and counting. In terms of percentages, they seem pretty good to me.

But best of all, are the"RAVING FANS" that are being created, and unleashed on the community singing your praises.

By the way if you have not taken an hour or two to read this book of Blanchard's, I would highly recommend it.

Now go out and think of beneficial, customer-friendly ways to add unexpected value to your product and service!

Still looking for an internship?

We all have heard the rumors. It's a tough job market out there. What about for those that just want or NEED an internship to fulfill academic requirements?

Be innovative. Sell yourself as the individual the company can't be without, and make yourself indispensable. Do the unthinkable - work for free if you have to. I did it when I was in college. TWICE! Just like a company has to win over your loyalty as a customer, the roles are now reversed, and YOU are the product. Do whatever it takes to make yourself distinct from the other applicants, and deliver everything you promise, and then some.

Good luck out there. For the go-getters, there is no recession. Businesses that want to stay in business are looking for top talent.

Check out these internships:

Auburn University Athletics: Marketing internship
Auburn University Athletics is seeking qualified candidates for a full-time marketing and promotions internship. Responsibilities include creating and executing marketing plans, overseeing the Kids Club, managing the Student Rewards Program, supervising student assistants, soliciting group ticket sales and other duties as assigned.
The internship is an eleven-month position, with an anticipated start date of August 3, 2009. The internship includes a monthly stipend.
Application deadline is July 3, 2009. Submit resume, cover letter and three references to: Auburn University Athletics, Attn: Mike Hales, P.O. Box 351, Auburn, AL 36831-0351.

Southwestern Athletic Conference
The Southwestern Athletic Conference , an NCAA Division I athletic conference headquartered in Birmingham, AL, is seeking qualified candidates, with an interest in Athletic Administration, for the Southwestern Athletic Conference Administrative Internship Program for the 2009-2010 academic year.
The program starts September 7, 2009 until July 2, 2010. The Southwestern Athletic Conference Administrative Internship is designed to expose a highly-motivated individual to all aspects of Division I intercollegiate athletics.
The candidate will obtain hands-on experience, professional development and an opportunity to develop leadership skills.
Responsibilities will include, but are not limited to: providing support in the organization and administration of conference championship events, working with the Conference SAAC, assisting the enhancement of conference academic support and compliance programs, and general office duties.
Requirements
A Bachelor's Degree with an emphasis on intercollegiate athletics or a proven desire to pursue a career in Athletic Administration.
The candidate must show exemplary leadership and decision making skills, be self-starting.
The candidate must also possess the following: basic computer skills (especially Microsoft Office programs), effective verbal communication and writing skills, the ability to multi-task and meet deadlines.
The candidate must also have a valid driver's license. The candidate must comply with all laws, policies, rules and regulations governing the SWAC and the NCAA.
This is a full-time 10-month internship with a monthly stipend of $2,000; it requires flexible hours (evenings and weekends), and travel.
All interest candidates please send your cover letter, resume and 3 references to Esha Hand, Director of Championships or Ashley Robinson, Assistant Commissioner for Compliance at championships@swac.org: Deadline for application is July 17, 2009.

MIT Recreational Sports
The Member Services Intern position is given the opportunity to work in two very different environments with a varied set of responsibilities. This will allow the Intern to develop skills that will be transferable to many different career paths. The Intern will serve as the initial point of contact for the Zesiger Center and/or Alumni Pool and Wang Fitness Center for the Department of Athletics, Physical Education and Recreation. These facilities service 2,000 and 400 visitors per day respectively. This position serves as a front line Member Services Representative that interacts with students, faculty, staff, alumni, Friends of MIT and their families.
Zesiger Center Roles and Responsibilities: • Serve as lead front line Member Services Associate. Will work all Member Services positions. • Create daily facility reservation sheets. • Verify that all forms of payment are accounted for and sign off on staff’s daily cash balance report for each shift. • Execution of towel service including, cleaning, folding and stocking towels on a daily basis. • Trained and scheduled as POC (Point Of Contact) in the management rotation. This entails being responsible to open or close the entire facility, respond to accidents and incidents, complete security rounds of the building during shift and respond to patrons questions/concerns. • Supervise front desk operations including but not limited to: deactivating and activating member profiles within the Ccure and Class Software Program, completing and disseminating paperwork for membership, temporary passes, locker and program sales, re-stocking and updating forms, desk supplies, binder information and employee manuals at the customer service stations. • Attend and participate in weekly Member Services Management meeting and quarterly POC meeting.
Alumni/Wang Center Roles and Responsibilities: • Serve as locker manager at the Alumni Wang facility. • Manage expiring memberships daily using the Ccure and Class programs. • Assist the Assistant Director at Alumni/Wang with the annual membership audit. • Manage lost and found process at the Alumni Pool and Wang Fitness Facility. • Supervise front desk operations including but not limited to: deactivating and activating member profiles within the Ccure and Class Software Program, completing and disseminating paperwork for membership, temporary passes, locker and program sales, re-stocking and updating forms, desk supplies, binder information and employee manuals at the Member Services stations. • Compile daily cash balance reports and investigate discrepancies. • Execution of towel service including, cleaning, folding and stocking towels on a daily basis. • Trained and scheduled as POC (Point Of Contact) in the management rotation. This entails being responsible to open or close the entire facility, respond to accidents and incidents and respond to patrons questions/concerns. • Supervise assigned Member Services staff projects such as bulletin board ideas, student outreach posters, hourly transaction report and form separation. • Perform other duties as assigned.
To apply please email resume with cover letter to Shelby Krider, Assistant Director of Member Services - Alumni/Wang, slkrider@mit.edu