An examination of the effects of outsourcing ticket sales force management

IF 3 4区 教育学 Q2 HOSPITALITY, LEISURE, SPORT & TOURISM
N. Popp, J. Jensen, C. McEvoy, J. Weiner
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引用次数: 3

Abstract

The purpose of the study is to ascertain whether sport organizations which outsource ticket sales force management outperform sports organizations which manage their ticket sales force internally, relative to ticket revenue and attendance.,Thirteen years of ticket revenue and football attendance data were collected for National Collegiate Athletic Association (NCAA) Football bowl subdivision (FBS) Division I Athletics Departments (n = 126), as well as data on whether the organization employed an external (outsourced), internal or no ticket sales force. The number of salespeople employed was also captured. Within-subjects, fixed effects regression models, which included several control variables such as number of home contests, prior season attendance, team success and population, were run to assess the relationship between sales force type and both ticket revenue and attendance, for one year, two years and three years after sales force establishment.,All models were significant. While both internally managed ticket sales forces and those managed by outsourced firms saw significant increases in ticket revenue (compared to not employing a sales force), internally managed departments outperformed third parties. In addition, departments utilizing outsourcing companies reported lower attendance for the first two years after outsourcing, but attendance differences were negligible by the third year of outsourcing.,The results of the study provide data to help sport managers determine whether outsourcing sales functions within an organization will lead to greater ticket revenue and/or attendance.,While several sport management studies have examined the decision-making process of outsourcing organizational functions, no prior studies have examined the financial implications of doing so.
外包售票队伍管理的效果检验
研究的目的是确定外包门票销售人员管理的体育组织是否优于内部管理门票销售人员的体育组织,相对于门票收入和上座率。研究人员收集了美国大学体育协会(NCAA)橄榄球碗分区(FBS)一级体育部(n = 126) 13年来的门票收入和足球上座率数据,以及该组织是否雇佣外部(外包)、内部或没有门票销售人员的数据。被雇佣的销售人员的数量也被记录了下来。在研究对象内,采用固定效应回归模型,包括几个控制变量,如主场比赛次数、前一个赛季的上座率、球队成功和人口,来评估销售队伍类型与门票收入和上座率之间的关系,在销售队伍建立一年、两年和三年之后。所有模型均显著。虽然内部管理的票务销售人员和外包公司管理的票务收入都有显著增长(与不雇用销售人员相比),但内部管理的部门的表现优于第三方。此外,使用外包公司的部门在外包后的头两年报告出勤率较低,但到外包的第三年出勤率差异可以忽略不计。研究结果提供了数据,以帮助体育经理确定组织内部的外包销售功能是否会带来更高的门票收入和/或上座率。虽然一些体育管理研究审查了外包组织职能的决策过程,但之前没有研究审查了这样做的财务影响。
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来源期刊
International Journal of Sports Marketing & Sponsorship
International Journal of Sports Marketing & Sponsorship HOSPITALITY, LEISURE, SPORT & TOURISM-
CiteScore
4.70
自引率
13.60%
发文量
26
期刊介绍: The International Journal of Sports Marketing and Sponsorship is the world’s leading journal for the sports marketing industry. Published quarterly, it has met the rigorous standards required for a listing by both PsycINFO and the Social Sciences Citation Index (SSCI).
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