by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
GRC Professional : GRC Autumn 2013
18 GRC Professional • Autumn 2013 COVER STORY Ninety nine per cent of our sports people are good role models but they don't receive a great deal of recognition. "Young athletes take direction from coaches and other administrators in their sport and club, so we can't say that because they are part of a [sub-optimal] culture that they have grown up with, that they should accept it. "Sport will readdress its moral and ethical code, but we do need to understand what the culture of an organisation means. Many of the fans or administrators didn't know what was happening, but that is not an excuse." For all that, Speed says sports players are more accountable than company directors with 24/7 media following every move of star players; scrutinising their performance in public and how they front up to questioning from the press. They must also subject themselves to drug testing and administrators looking for criminality, and they are not allowed to bet. "Sports will now have greater resources and protocols in place to manage integrity and some will tie it to funding for elite athletes at the expense of other sport, including the grassroots area. This in itself will have its own implications." Speed also says the focus is more often than not on the negative, particularly you ng, testosterone overloaded male players who binge drink, take drugs and show a lack of respect for women. He believes that if there is more focus on the positive side, such as the time sportsmen and women devote to charitable causes, that would give them more encouragement to be good role models. "Ninety nine per cent of our sports people are good role models, but they don't receive a great deal of recognition" he says. "A conglomeration of incidents have brought Australian sport to a head, and the public is asking if the organisations are doing the right thing. There is significant education on values, teaching respect for women, anti-racism--all these sorts of things--but perhaps we need a different and more concerted approach to stop these happening in future." ACI SAYS: For an industry used to scrutiny only on an individual level, there is a significant piece of cultural change management ahead of it. Organisations that run and associate themselves with sports people will have to mature into the realisation that they are "big business" in themselves and apply professional business management systems to ensure the resilience of the industry and learn to anticipate risks and change to stem a cultural epidemic. ••• Sponsorship prerequisites Sponsorship is a multi-billion dollar business, and sponsors are loathe to talk on the record about what they will or won't sponsor and the reasons for their decision. But given the high cost of funding sport and the high exposure sponsors receive through large audience participation, banks, credit card companies and myriad businesses that feed into the sporting industry, are eager to get involved. But whether to sponsor or not is no light matter. One global company prominent in the sponsoring stakes said there is a lengthy list of requirements to be met that must be "congruent with our blue box values." The essentials • Highest priority is return on investment • Brand visibility--opportunities to create business and brand awareness globally and gain further acceptance of the product • The country where sponsorship is being sought from, its political stability, whether it is a developing country (China is hot), its population base and that population's level of interest • Global prominence (or otherwise)of the sport or product requiring endorsement • The audience, its profile/income, who it will attract and potential new clients • Is a competitor vying for the same sponsorship and if so what are the consequences of losing that sponsorship? (e.g. countries pushing one credit card over another) • Being able to control the sponsorship terms, from securing the rights of sponsorship renewal to compatibility with other sponsors at an event to ensuring product exclusivity and having the right resource support • Hospitality opportunities for clients • Customer-client relationships potential • In sport the recipient(s) is a good team player, treats people with dignity, has integrity and is a good citizen at work and in private life (Tiger Woods erred here, cheating on his wife, trashing his reputation). Nice to have list • Advantages of global exposure • Corporate entertaining and marketing opportunities • Relationship building with other sponsors • Employee involvement -- the morale of getting everyone involved. Weighing up the risks • What are the consequences of sponsorship turning sour through bad sportsmanship or scandal • The effect on customers, shareholders, employees • Minimising the risk of non-performance • The cost of lost opportunity.
GRC Summer 2013