Harvard Case - Global Events as Drivers of Growth: The Case of Hockey Canada
"Global Events as Drivers of Growth: The Case of Hockey Canada" Harvard business case study is written by Norman J O'Reilly, George Foster, Darryl Boynton. It deals with the challenges in the field of Marketing. The case study is 19 page(s) long and it was first published on : Dec 10, 2010
At Fern Fort University, we recommend Hockey Canada adopt a comprehensive growth strategy focused on leveraging its global brand appeal and fostering a more inclusive and sustainable hockey ecosystem. This strategy should encompass a multi-pronged approach, including:
- Expanding international reach: Targeting emerging markets, particularly in Asia and South America, through strategic partnerships, localized marketing campaigns, and development programs.
- Strengthening the grassroots level: Investing in youth hockey development, coaching education, and infrastructure improvements across Canada and globally to build a strong foundation for future talent.
- Embracing digital innovation: Utilizing technology and analytics to enhance fan engagement, optimize marketing efforts, and create personalized experiences across all platforms.
- Prioritizing corporate social responsibility: Demonstrating a commitment to diversity, inclusion, and sustainability, enhancing Hockey Canada's brand image and attracting a wider audience.
2. Background
This case study examines the challenges and opportunities facing Hockey Canada, a national governing body for the sport of ice hockey in Canada, as it strives to maintain its position as a global leader. Despite its strong brand recognition and a rich history of success, Hockey Canada faces increasing competition from other sports, rising costs, and changing consumer preferences. The case highlights the need for a strategic shift towards a more sustainable and inclusive growth model.
The main protagonists in this case are:
- Hockey Canada: The national governing body, responsible for developing and promoting hockey in Canada and internationally.
- Hockey fans: The diverse group of individuals who consume and engage with the sport, ranging from casual viewers to dedicated enthusiasts.
- Players: The athletes who participate in hockey at all levels, from youth leagues to professional leagues.
- Sponsors: The companies that invest in Hockey Canada and its events, seeking to leverage the brand's reach and influence.
3. Analysis of the Case Study
To analyze Hockey Canada's situation, we can utilize the following frameworks:
1. SWOT Analysis:
- Strengths: Strong brand recognition, rich history and tradition, passionate fanbase, established infrastructure, successful national team programs.
- Weaknesses: High operating costs, declining participation rates in some regions, limited international reach, potential for reputational damage due to recent controversies.
- Opportunities: Growing global interest in hockey, emerging markets in Asia and South America, potential for digital innovation, increased focus on diversity and inclusion.
- Threats: Competition from other sports, rising costs of equipment and facilities, changing consumer preferences, potential for economic downturns.
2. PESTEL Analysis:
- Political: Government funding for sport, regulations surrounding youth participation, international trade agreements.
- Economic: Economic conditions, disposable income of consumers, sponsorship opportunities.
- Social: Changing demographics, increasing interest in diversity and inclusion, growing popularity of other sports.
- Technological: Advancements in equipment and training technology, digital marketing and fan engagement tools, data analytics.
- Environmental: Sustainability concerns, climate change impacts on ice availability.
- Legal: Antitrust regulations, labor laws, intellectual property rights.
3. Marketing Analysis:
- Target Markets: Hockey Canada needs to expand its target market beyond traditional demographics, focusing on attracting new audiences, particularly in emerging markets and among diverse communities.
- Brand Positioning: Hockey Canada needs to re-position its brand as a modern, inclusive, and sustainable organization that embraces diversity and innovation.
- Marketing Mix: Hockey Canada should leverage a comprehensive marketing mix, including digital marketing, social media, content marketing, event marketing, and partnerships to reach new audiences and enhance fan engagement.
4. Competitive Analysis:
- Direct Competitors: Other national governing bodies for ice hockey, professional leagues, and competing sports organizations.
- Indirect Competitors: Other entertainment options, leisure activities, and forms of media consumption.
- Competitive Advantage: Hockey Canada can differentiate itself through its strong brand, rich history, and commitment to developing the sport globally.
5. Financial Analysis:
- Revenue Streams: Hockey Canada generates revenue through sponsorship, broadcast rights, ticket sales, merchandise, and government funding.
- Cost Structure: High operating costs associated with infrastructure, staff, travel, and event organization.
- Financial Sustainability: Hockey Canada needs to explore new revenue streams and optimize its cost structure to ensure long-term financial stability.
4. Recommendations
To address the challenges and capitalize on the opportunities outlined above, Hockey Canada should implement the following recommendations:
1. Expand International Reach:
- Target Emerging Markets: Develop strategic partnerships with national governing bodies and organizations in emerging markets, particularly in Asia and South America.
- Localized Marketing Campaigns: Create culturally relevant marketing campaigns tailored to specific target markets, leveraging local influencers and media channels.
- Development Programs: Invest in youth hockey development programs in emerging markets to foster a new generation of players and fans.
- Global Events: Host international tournaments and events in emerging markets to increase visibility and attract new audiences.
2. Strengthen the Grassroots Level:
- Youth Hockey Development: Invest in youth hockey programs across Canada and globally, including coaching education, infrastructure improvements, and equipment accessibility.
- Community Engagement: Develop programs to engage communities in hockey, promoting inclusivity and accessibility for all demographics.
- Talent Identification: Implement robust talent identification programs to identify and nurture future hockey stars from diverse backgrounds.
3. Embrace Digital Innovation:
- Fan Engagement: Utilize digital platforms to enhance fan engagement, providing personalized content, interactive experiences, and behind-the-scenes access.
- Data Analytics: Leverage data analytics to optimize marketing efforts, understand consumer behavior, and personalize fan experiences.
- E-commerce: Develop a robust e-commerce platform to sell merchandise, tickets, and other products directly to fans.
- Social Media Marketing: Utilize social media platforms to build community, engage fans, and promote events.
4. Prioritize Corporate Social Responsibility:
- Diversity and Inclusion: Promote diversity and inclusion within hockey, creating a welcoming environment for all participants regardless of race, ethnicity, gender, sexual orientation, or ability.
- Sustainability: Adopt sustainable practices across all operations, reducing environmental impact and promoting responsible resource management.
- Community Outreach: Engage in community outreach programs, supporting local charities and initiatives.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Hockey Canada's core competencies in developing and promoting hockey, while also supporting its mission to make hockey accessible and inclusive for all.
- External Customers and Internal Clients: The recommendations address the needs of external customers, such as fans, sponsors, and players, while also considering the needs of internal clients, such as staff and volunteers.
- Competitors: The recommendations are designed to position Hockey Canada as a leader in the global hockey landscape, differentiating itself from competitors through its focus on international growth, grassroots development, and digital innovation.
- Attractiveness: The recommendations are expected to generate positive financial returns, enhance brand equity, and increase fan engagement, contributing to the long-term sustainability and growth of Hockey Canada.
- Assumptions: The recommendations assume that Hockey Canada will be able to secure necessary funding, attract talented staff, and adapt to changing market conditions.
6. Conclusion
By implementing these recommendations, Hockey Canada can position itself for sustainable growth and secure its place as a global leader in the sport of ice hockey. The organization can leverage its strong brand, rich history, and passionate fanbase to attract new audiences, foster a more inclusive and sustainable hockey ecosystem, and achieve its long-term goals.
7. Discussion
Other alternatives not selected include:
- Focusing solely on domestic growth: This approach would limit Hockey Canada's potential and fail to capitalize on the growing global interest in hockey.
- Ignoring digital innovation: This approach would leave Hockey Canada behind its competitors in terms of fan engagement and marketing reach.
- Ignoring corporate social responsibility: This approach could damage Hockey Canada's brand image and alienate potential partners and fans.
The key risks associated with these recommendations include:
- Financial constraints: Securing sufficient funding for international expansion and grassroots development programs.
- Competition: Maintaining a competitive edge in a rapidly evolving global market.
- Changing consumer preferences: Adapting to evolving consumer preferences and staying relevant in a digital world.
8. Next Steps
To implement these recommendations, Hockey Canada should:
- Develop a detailed strategic plan: Outlining specific goals, timelines, and resource requirements for each recommendation.
- Establish a dedicated team: To oversee the implementation of the strategy and monitor progress.
- Secure funding: Through partnerships, sponsorships, and government grants.
- Communicate the strategy: To stakeholders, including fans, sponsors, and staff.
By taking these steps, Hockey Canada can embark on a journey of sustainable growth and ensure its continued success in the global hockey landscape.
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Case Description
The management and marketing of global events has enabled growth at Hockey Canada, the National Sport Organization responsible for the sport of ice hockey in Canada. Indeed, through a planned approach to events, Hockey Canada has established an event program that includes guaranteed profit figures in the millions, high interest from host cities, good attendance, and impressive television ratings. The executive who has led the organization through this growth, COO Scott Smith, is the central figure in the case, which includes background information, financial numbers and strategy elements of the growth over the past decade. The case touches on a number of important topics in sport and event management including international growth, risks, event-hosting, sport development, television, social media, sponsorship, digital media, women's sport, and online viewing.
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