ABSTRACT
In sporting organisations, the strategic sport-marketing planning process assumes great significance because these organisations are often one-product entities, and therefore organisation-wide planning and marketing planning become the same process. Recognising and satisfying consumer needs ensures maximum market share, market development opportunities and growth. A marketing program is not delivered in isolation of the organisation-wide planning process. An important foundation for understanding the internal capabilities of a sport is the ability of the sport manager or marketer to match strengths and weaknesses with industry opportunities and threats. Having established the internal capabilities, it is necessary to ascertain the mission of the organisation, followed by a review of the organisation’s principal goals and objectives. Marketing must devise its own specific plans, complementary to the organisation’s overall mission, goals and objectives. Market penetration (or concentration) refers to making more sales to existing customers without changing the product.
