This chapter focuses on the relationship between sports marketing and the diffusion of new media through an analysis supported by national and international case studies based on a managerial economic framework. New media are not just channels of distribution and communication for sports content. They trigger a dynamic network of relationships amongst a multiplicity of actors (sponsors, technical partners, sporting equipment suppliers, fans, spectators, etc.) which through the exchange and integration of resources, services and activities contribute to value co-creation in the sports industry. Technological convergence has amplified the competition among new media services providers. Nevertheless, hyper competition arises in a context of pervasive cooperation to make new media platforms compatible and workable. The features of new media, such as multimedia, interactivity and connectivity, drive the sport content through different kinds of appliances like TV, laptops, tablets, smart phones. This variety of distribution channels enable users to enjoy sports throughout an array of devices. By competing among each other they prompt an intensive intertype competition that boosts widespread potential market development. The analysis explores the evolution of the involvement of social interaction and instantaneity, for fans, sports teams and athletes. New ways are emerging to enjoy and deliver sports content throughout digital media, social networking, and the brand new wearable connected technologies, providing real and virtual users interactions. However, not all sports organizations are capable of leveraging the potential offered by the new media platforms, thus failing to retain and appropriate the value created in the sport industry.
Sport Marketing and New Media: Value Co-creation and Intertype Competition / Zagnoli, Patrizia; Radicchi, Elena. - STAMPA. - (2016), pp. 277-298.
Sport Marketing and New Media: Value Co-creation and Intertype Competition
ZAGNOLI, PATRIZIA;RADICCHI, ELENA
2016
Abstract
This chapter focuses on the relationship between sports marketing and the diffusion of new media through an analysis supported by national and international case studies based on a managerial economic framework. New media are not just channels of distribution and communication for sports content. They trigger a dynamic network of relationships amongst a multiplicity of actors (sponsors, technical partners, sporting equipment suppliers, fans, spectators, etc.) which through the exchange and integration of resources, services and activities contribute to value co-creation in the sports industry. Technological convergence has amplified the competition among new media services providers. Nevertheless, hyper competition arises in a context of pervasive cooperation to make new media platforms compatible and workable. The features of new media, such as multimedia, interactivity and connectivity, drive the sport content through different kinds of appliances like TV, laptops, tablets, smart phones. This variety of distribution channels enable users to enjoy sports throughout an array of devices. By competing among each other they prompt an intensive intertype competition that boosts widespread potential market development. The analysis explores the evolution of the involvement of social interaction and instantaneity, for fans, sports teams and athletes. New ways are emerging to enjoy and deliver sports content throughout digital media, social networking, and the brand new wearable connected technologies, providing real and virtual users interactions. However, not all sports organizations are capable of leveraging the potential offered by the new media platforms, thus failing to retain and appropriate the value created in the sport industry.File | Dimensione | Formato | |
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