Strategic sport marketing

"Strategic Sport Marketing is a comprehensive text for sport management students as well as practising sport administrators. Integrating the unique product characteristics of sport with traditional marketing theory, it presents a strategic sport marketing model that recognises the diverse markets for sport: participants, sponsors, spectators at the event and lounge-room fans." "Case studies and sportviews selected from international sports and media illustrate the unique features of sport marketing. With detailed examples and step-by-step processes, Strategic Sport Marketing is a practical tool and theoretical guide to sport marketing internationally." "The second edition of this widely used text is fully revised and updated. It includes two new chapters: 'Customer satisfaction and service quality' by Linda van Leeuwen and 'Sport and the Internet' by Daniel Evans. There is also an increased focus on sponsorship and the role of services theory in the delivery of sport."

Indo-US strategic ties on the upswing

Strategic ties based on converging national interests shared perceptions of the evolving Asia-Pacific security environment are strengthening between India and USA. The sanctions imposed in response to IndiaEs 1998 nuclear tests were relaxed and military-to-military links were stored with the joining of India in US-led war on terror.

Evaluating a strategic approach to professional development through guided reflection

Research on quality in early childhood has consistently shown that staff are the cornerstone of excellence, and that staff training makes a difference to services provided to children and families. There is also a growing awareness of the importance of adopting a planned approach to career development and that this begins with self-assessment, and can be enhanced through the use of guided reflection with a mentor. The Early Childhood Consortium Victoria (ECCV) at The University of Melbourne, has developed a self-assessment manual (SAM) designed as a tool for early childhood practitioners to explore their work in a strategic way. It serves the dual purposes of assisting practitioners to address issues of service quality, as well as promoting individual professional development through reflective practice. SAM has now been piloted in a number of early childhood settings in Australia and this paper presents a formative evaluation of this work and discusses its potential for professional development planning.

Strategic review of enhancements and culture-based fisheries

Enhancements are interventions in the life cycle of common-pool aquatic resources. Enhancement technologies include culture-based fisheries, habitat modifications, fertilization, feeding and elimination of predators/competitors. Enhancements are estimated to yield about two million mt per year, mostly from culture-based fisheries in fresh waters where they account for some 20 percent of capture, or 10 percent of combined capture and culture production. Marine enhancements are still at an experimental stage, but some have reached commercial production. Enhancements use limited external feed and energy inputs, and can provide very high returns for labour and capital input. Moreover, enhancement initiatives can facilitate institutional change and a more active management of aquatic resources, leading to increased productivity, conservation and wider social benefits. Enhancements may help to maintain population abundance, community structure and ecosystem functioning in the face of heavy exploitation and/or environmental degradation. Negative environmental impacts may arise from ecological and genetic interactions between enhanced and wild stocks. Many enhancements have not realised their full potential because of a failure to address specific institutional, technological, management and research requirements emanating from two key characteristics. Firstly, enhancement involves investment in common-pool resources and can only be sustained under institutional arrangements that allow regulation of use and a flow of benefits to those who bear the costs of enhancement. Secondly, interventions are limited to certain aspects of the life cycle of stocks, and outcomes are strongly dependent on natural conditions beyond management control. Hence, management must be adapted to local conditions to be effective, and certain conditions may preclude successful enhancement altogether. Governments have a major role to play in facilitating enhancement initiatives through the establishment of conducive institutional arrangements, appropriate research support, and the management of environmental and other impacts on and from enhancements.

So what do customer value propositions and strategic planning have to do with teaching and learning?

Within most universities there are central areas that assist with teaching and learning and, in the case of universities offering programs through distance education or flexible learning, there are also units that develop and or manufacture course material. As budget constraints squeeze universities and, with a plethora of choices in online and integrated learning, the usefulness of centralised learning resource units can be called into question. To ensure these units remain vital and can justify their budgets to their parent organisations they need to demonstrate delivery of customer value. What do faculty staff value from a central unit? What irritates students about their course materials? What are the most important services from the point of view of a head of school? This paper outlines the process followed by Learning Services at Deakin University to discover its customers’ value model. Customer value propositions and the removal of what irritates the customer are then used to drive strategic planning, service offerings and continuous process improvement.

Strategic public land use assessment and planning in Victoria : over 30 years of trailblazing but where to from here?

Conflict over the appropriate uses and management of public land have been a feature of the Australian political landscape for at least the past 30 years. While various attempts have been made to establish land use assessment and planning institutions in various jurisdictions, the success of these often short lived attempts at institutional approaches for managing land use conflict have been patchy at best. The experience in the State of Victoria has been somewhat different, with public land use assessment and planning having been informed by a series of independent statutory bodies since 1970 (the Land Conservation, Environment Conservation, and Victorian Environmental Assessment Councils). To some degree at least the value of this approach is indicated by the extent to which Victoria’s bioregions are now protected in conservation reserves. However, while there has always been a statutory body in operation, the roles and responsibilities of these bodies have been subject to significant legislative change, with existing bodies replaced by new bodies in 1997 and 2001. Justifications for these reforms included changing circumstances and new understandings about environmental management, as well as changing views about public administration. As a way of contributing to enhancing the design of institutions for mediating land use conflict and contributing to sustainable land use and management, this paper investigates the lessons that can be learnt from the Victorian experience by examining the implications of the changing roles and responsibilities of these institutions, and then discussing possible future directions for strategic land use planning.