There’s a lot happening in the use of technology to improve athlete performance and influence competitiveness. There is also a widespread euphoria when it comes to having a social media strategy in place, and multi-channel engagement is an inevitable option since fans are active beyond regulation time and always looking for a personalized engagement and contextual conversation. But when it comes to the core of sports business, the front office and its executives – and what supportive material they use to make decisions – there is still a lot to be changed. We are seeing a slow but consistent adoption of technology on the business-side of sports, especially in ticket sales (even if it is just to process orders or sell) and marketing. However, we are still missing a major break-off from doing business as usual, guess-working as a part of defining a strategy, and using the available data to measure and resolve specific problems or achieve objectives. The necessary next big thing in t
The C Generation Infographic by University of Waterloo A paper from PwC states that by the year 2020, an entire generation will have grown up in a primarily digital world. Computers, the Internet, mobile phones, texting, social networking – all are second nature to them. And their familiarity with technology, reliance on mobile communications, and desire to remain in contact with large networks of family members, friends, business contacts, and others will transform how we work and how we consume. This is the demographic group we call Generation C – connected, communicating, content-centric, computerized, community-oriented. They are realists, they are materialists. They are culturally liberal, if not politically progressive. They are upwardly mobile, yet they live with their parents longer than others ever did. Many of their social interactions take place on the Internet, where they feel free to express their opinions and attitudes. They’ve grown up under the influence of Har