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The National Basketball Association (NBA) is one of the Big Four Sporting Leagues of US Professional Sports. In recent years, the NBA has enjoyed milestone seasons in both attendance and television ratings, resulting in steady increases to both, over the previous decade. (Morgan, 2017) This surge can be attributed in

The National Basketball Association (NBA) is one of the Big Four Sporting Leagues of US Professional Sports. In recent years, the NBA has enjoyed milestone seasons in both attendance and television ratings, resulting in steady increases to both, over the previous decade. (Morgan, 2017) This surge can be attributed in part to the integration of "cultural recognition" initiatives and the overall message of inclusivity on the part of NBA franchises, with their respective promotions and advertisements such as television, social media, radio, etc. Heritage Nights, such as "Noche Latina," among other variants in the NBA, typically feature culturally influenced changes to team logos, giveaways, and other consumer offerings. In markets where Hispanics make up a significant percentage of the fan-base, such as Phoenix, NBA franchises such as the Phoenix Suns must ascertain the financial or perceptual impacts, associated with risks of stereotyping, offending or otherwise unintentionally alienating different categories of fans. To this end, data was collected from the local NBA franchises' fanbase, specifically Phoenix Suns season-ticket holders, and was statistically checked for significant relationships between both categories of fans and several different variables. This analysis found that only $192K in revenue is being missed through the investment of Heritage Nights, and that fan perceptions of stereotypical or offensive giveaways and practices have no significant effect on game or event attendance, despite the stereotypes toward giveaways and practices still being present. Implications of this study provide possible next steps for the Suns and continue to widen the scope of demographical sports marketing both in professional basketball and beyond.
ContributorsGibbens, Patrick Alexander (Author) / Eaton, John (Thesis director) / McIntosh, Daniel (Committee member) / Department of Supply Chain Management (Contributor) / School of Music (Contributor) / Department of Marketing (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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This research aims to look at the lower level collegiate athletics, Intramural sports and club sports, in comparison to Division 1 varsity athletics to see how their sport lives differ and why they are still competing when the reward does not seem as grand as the Varsity athletics. The findings

This research aims to look at the lower level collegiate athletics, Intramural sports and club sports, in comparison to Division 1 varsity athletics to see how their sport lives differ and why they are still competing when the reward does not seem as grand as the Varsity athletics. The findings show that the socially ingrained aspect of sports is the reason that most lower level athletes keep competing.
ContributorsHarvey, Abigail (Author) / Jonsson, Hjorleifur (Thesis director) / Jackson, Victoria (Committee member) / School of Human Evolution and Social Change (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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This thesis project provides a thorough cost-benefit analysis of the golf industry in Arizona. We begin by examining the economic, environmental, and social costs that the industry requires. One of the largest costs of the industry is water consumption. Golf courses in Arizona are currently finding ways to reduce water

This thesis project provides a thorough cost-benefit analysis of the golf industry in Arizona. We begin by examining the economic, environmental, and social costs that the industry requires. One of the largest costs of the industry is water consumption. Golf courses in Arizona are currently finding ways to reduce water consumption through various methods, such as turf reduction and increasing the usage of drip irrigation. However, even at current levels of consumption, golf only consumes 1.9% of water in Arizona, compared to the 69% consumed by agriculture. Of the water consumed by the golf industry, 26.3% is wastewater, otherwise known as effluent water. Since the population in Arizona is projected to grow significantly over the next decade, the amount of effluent water produced will also increase. Due to this, we recommend that the golf industry move towards using as much effluent water as possible to conserve clean water sources. Additionally, we examine land allocation and agricultural tradeoffs to the state. Most golf courses are built in urban areas that would not be suitable for agriculture. The same land could be used to build a public park, but this would not provide as many economic benefits to the state. Many courses also act as floodplains which protect the communities surrounding them from flooding. These floodplains have proven to be crucial to protect from occasional flash floods by diverting the excess water away from homes. We also discuss golf's primary social cost in terms of its perception as being a sport played exclusively by privileged and wealthy people. This is proven to be false due to many non-profit organizations centered around the game, as well as municipal courses that provide affordable options for all citizens who want to play. We provide an in-depth analysis of the benefits that the industry provides to the state and its citizens primarily through business and tax revenue, employment, and property values. Including multiplier effects, the golf industry contributed 42,000 full- and part-time jobs, $3.9 billion in sales, $1.5 billion in labor income, and $2.1 billion value added in 2014. An estimated $72 million in state and local taxes were generated from golf facilities alone, without including taxes from indirectly impacted businesses. This tax revenue provides a great benefit to the public sector and increases Arizona's GDP. Also, much of this economic contribution is from the golf tourism industry, which brings new revenue into the state that would otherwise not exist. Golf courses also increase the surrounding real estate prices anywhere from 4.8% to 28%, providing a positive externality to community members in addition to scenic views. Finally, we provide a case study of the Waste Management Phoenix Open (WMO) to illustrate the impact of Arizona's single largest golf event each year. In 2017, the event brought an estimated $389 million into Arizona's economy in one week alone. Also, it regularly hosts massive crowds with a record-breaking 719,179 people attending the event in 2018. The WMO has also taken a "Zero Waste Challenge" to promote eco-friendly and sustainable practices by diverting all of the waste and materials produced by the tournament from landfills. The WMO has been dubbed both the "Greatest Show On Grass" and the "Greenest Show On Grass" due to the entertainment value provided as well as its effort to improve the environment.
ContributorsShershenovich, Andrew (Co-author) / Wilhelm, Spencer (Co-author) / Goegan, Brian (Thesis director) / Van Poucke, Rory (Committee member) / Department of Finance (Contributor) / W.P. Carey School of Business (Contributor) / Department of Economics (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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This thesis, done in a capstone course through the Arizona State University School of Sustainability, examines the current state of sustainability-related processes at all of Major League Baseball's Cactus League sites, with a focus on Salt River Fields. Through this close examination, a final report created of our findings and

This thesis, done in a capstone course through the Arizona State University School of Sustainability, examines the current state of sustainability-related processes at all of Major League Baseball's Cactus League sites, with a focus on Salt River Fields. Through this close examination, a final report created of our findings and suggestions were presented to executives from Major League Baseball and the two occupants of Salt River Fields: the Arizona Diamondbacks and the Colorado Rockies. The overall goal is to add value to Cactus League stadiums, clubs, and the fans while promoting sustainable initiatives and creating lasting change. With a team of 11 undergraduate and graduate students from ASU led by Colin Tetreault, research was conducted by examining similar efforts by major sports leagues and comparable organizations. Our team researched reports from organizations such as the National Hockey League to determine how we could implement our ideas on a large scale successfully. Determining that fan engagement is crucial to changing the culture and implementation of sustainability, we also researched ways to interact with fans on social media and cooperated with the social media teams from the Arizona Diamondbacks and the Colorado Rockies. Additionally, we visited every stadium in the Cactus League and met with representatives from each team to determine what sort of processes they have in place, if they have any suggestions or thoughts for our efforts, and we gave each of them advice as consultants. At each site, we also interviewed vendors, cleaning crews, and fans for more information. At Salt River Fields, we engaged the guest service attendants, social media team, vendors, the Jani King custodial team, and staff involved with operations for information and to suggest changes. We started a new initiative in cooperation with these entities known as the "Recycle Rally" where we engaged with fans about recycling information and collected their recyclables. Additionally, we surveyed fans on their personal views on sustainability at each game we attended. We also conducted two waste audits at Salt River Fields, where we examined a large sample size of waste, sorted all of it into categories, and weighed it on a scale to determine how much of each category of waste there was. This data was later plotted and analyzed.
ContributorsLassman, Matthew Joseph (Author) / Tetreault, Colin (Thesis director) / Benaza, Paesly (Committee member) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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Description
As the premier colligate summer league in the country, the Cape Cod Baseball League has operated since 1885 and has seen over one thousand all-time alumni step foot in professional baseball. Every season, each of the CCBL's ten teams call upon some of the nation's top aspiring sports broadcasters, writers,

As the premier colligate summer league in the country, the Cape Cod Baseball League has operated since 1885 and has seen over one thousand all-time alumni step foot in professional baseball. Every season, each of the CCBL's ten teams call upon some of the nation's top aspiring sports broadcasters, writers, and social media managers to spearhead the coverage of the league and tell the stories of the summer. However, while the season offers hours of repetition and exposure to players and journalists alike, the league's coverage capabilities fall short of its high potential due to inconsistencies and inadequacies that restrain its media content from matching the level of baseball that takes place on the field. Through the identification of specific problems within the league's broadcast equipment, its varying platforms, and its growing gap between individual coverage teams, this thesis offers both short-term and long-term solutions that aim to raise the standards and capabilities of league content while also raising awareness of the issue itself. While considering the Cape Cod League's unique non-profit business model and its most recent financial situation, this thesis also illustrates opportunities within fundraising events, the league's online audience, and its vast alumni network that can create a sustainable business plan for the near and distant future of the Cape Cod Broadcast Network.
ContributorsKercheval, Kyle Nicholas (Author) / Kurland, Brett (Thesis director) / Cesmat, Brad (Committee member) / W.P. Carey School of Business (Contributor) / Walter Cronkite School of Journalism and Mass Communication (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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Description
The FIFA World Cup is one of the most anticipated, inspiring, and intense sporting events in the world. Soccer has integrated itself not only in sports circles, but also in politics, commerce, and society as a whole. The sport has about two hundred million active players and is still

The FIFA World Cup is one of the most anticipated, inspiring, and intense sporting events in the world. Soccer has integrated itself not only in sports circles, but also in politics, commerce, and society as a whole. The sport has about two hundred million active players and is still growing, especially in areas such as North America and Asia. As of mid-2007, FIFA’s membership included 208-member associations, making it not only one of the largest and most powerful sports governing bodies, but also one of the most popular in the world.

Since 1930—with the exception of the break for World War II—every four years, the world’s best national teams face off in a soccer tournament. The last two tournaments hosted by South Africa in 2010 and Brazil in 2014 will be the emphasis of this paper. Each tournament featured the thirty-two countries and captured a television audience of over three billion people throughout the month-long tournament, one billion of which tuned in for the final. For comparison, the Super Bowl XLIX where the New England Patriots defeated the Seattle Seahawks 28 to 24 was the most watched event in United States’ history with a viewership of 114.4 million people.

Countries spend years planning and preparing to win a bid to host one of these mega events. Bids are often times awarded eight to twelve years in advance. There has been a recent trend of developing countries hosting the FIFA World Cups and the future bids already awarded follow that trend. Many people ask the question of whether all the money spent on infrastructure, construction, and tourism to host this tournament and gain international exposure are really worth it? Simply put, the 2010 FIFA World Cup was valuable to South Africa while the 2014 FIFA World Cup was not worth the costs to Brazil.
ContributorsLooney, Andrew (Author) / Goegan, Brian (Thesis director) / Eaton, John (Committee member) / Department of Economics (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
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Description
The purpose of this research was to determine whether there was a brand impact on athletes that chose to engage in political activism. This was investigated through research into examples of athlete activism in history and in the modern era as well as with a questionnaire distributed to marketing students

The purpose of this research was to determine whether there was a brand impact on athletes that chose to engage in political activism. This was investigated through research into examples of athlete activism in history and in the modern era as well as with a questionnaire distributed to marketing students at Arizona State University. The research suggests that there is no predictable impact to athlete brand from engaging in politics. Throughout history and in modern times there are examples of athlete's careers getting damaged because of their political involvement as well a instances where the athlete's brand is undamaged by their actions. The primary research results suggest that while the population preferred that sports and politics remain separate, they also believe that athletes have the right to speak out on political issues and engage in protest, and that doing so does not weaken the brand image of the athletes. The information in this research can be used by athletes to determine how their political actions may be received and by companies deciding how sponsoring a politically active athlete may affect their own brand.
ContributorsKeeslar, Alisia Marie (Author) / Eaton, John (Thesis director) / McIntosh, Daniel (Committee member) / Department of Marketing (Contributor) / W.P. Carey School of Business (Contributor) / Department of Supply Chain Management (Contributor) / School of Sustainability (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05