It can be observed in every sports structure in force, that in the sports management model presented, there are several flaws that prevent the huge potential of the sports consumer market that we face being exploited. The causes that explain the question presented are numerous, such as the lack of proper strategic planning, the lack of professionalism in the management of clubs, associations, federations and sports confederations, the lack of qualified professionals to work in this area, and the lack of space.
However, in order for all the marketing power presented by the sport to be achieved and exploited, it is first necessary to have an efficient management, acting in a professional manner. If a sport does not have good management, its properties and values are of little value, because what enhances its market is its revenues and the maximization of its values is of management excellence. This is really unfortunate because sports have the potential of millions of dollars, we can take soccer betting as an example.
A professionally managed sport embraces the standards of strategic managerial management: lean and flexible structure, selected investments, focus on results, talent training, development of sport massification and internalization programs and projects, excellence in the performance of its athletes and teams, champions, professional managers, marketing structure, balance sheet publishing and financial reporting. However, in order for all of this sports management excellence to be achieved, it is necessary that the four major phases of sports management be well designed and carried out. The first phase refers to strategic planning, which is characterized by the set of actions that will be performed during a certain period, so that all the goals of the elaborated planning are reached. This first phase is in constant amateurishness in the structures of current sports institutions, be they clubs, federations, sports institutions such as leisure and entertainment clubs, among others. Often, the “sports companies” establish only short-term planning, aiming only at the survival of that “company”, and not its development and growth.
The second phase of sports management refers to the organization, that is, how the entire structure will be made for successful strategic planning. In this phase, the organization chart of the whole “company” should be prepared, the investments selected, the development of programs and projects for massification and internalization of the sport, the marketing structure, among others. Nowadays, amateurism is observed in sports in the organization of “sports companies”, since the same person accumulates several positions, and even in some cases all the positions of this company, which will diminish its capacity to enhance the marketing potential.
The third and fourth phase are linked to implementation and accommodation, i.e. after the planning and organization phases, it is at this time that all the developed planning will be put into practice is maintained or changed if something is not as previously planned. However, for the implementation and accommodation of strategic sports planning to be successful, it is necessary that all marketing potential of the sports product in question is achieved, there is a need for professional management, with qualified professionals so that the sports product in question is success for the company. However, it is clear that of all sectors of the industry, the sports sector is the one that covers the smallest number of qualified people, which, despite the increasing amount of funds, the clubs are in debt.