ABSTRACT
Sport organizations exist to provide something of value, usually in the form of different products and services to meet and hopefully exceed customer needs. Collectively these outputs constitute your organization's product mix or business portfolio. Within this portfolio some products as well as product lines will naturally be more profitable than others, currently and/or in the future. So the frequent management dilemma arises: how do you balance the conflicting demands of different products and services competing for often scarce organizational resources? What level of priority and balanced investment risk should you adopt to ensure a sustainable future?
