A multi-stage exploration of social media strategy in professional sport: The case study of the New Zealand Breakers

Abstract

The social media problem : social media is everywhere in sport, how do we (Breakers) get better? A multi-faceted partnership since 2011 Purpose is to address current and relevant industry issues Mutually beneficial relationship ◦ Student opportunities ◦ Informed teaching ◦ Informed marketing practices ◦ Cost efficient research Social media has transformed the way in which sport organisations and consumers can connect. Historically, communication between sport organisation and consumer has been through the traditional/mass media (e.g., newspaper, television) which situates media organizations as gatekeepers to, and editors of content (Arsenault & Castells, 2008). Further, communication has typically been one-way, thereby disconnecting the consumer from sport organisations (Mahan & McDaniel, 2006). With the proliferation of social media sites, consumers and sport organisations have a new platform for interaction. Both iterative communication and gatekeeper bypass are possible (Mean, Kassing, & Sanderson, 2010). Social media is therefore an increasingly important tool for sport organizations to communicate with various stakeholders (Scott, Bradshaw, & Larkin, 2013) and the fit of social media within wider strategic processes in sport is of interest. Various social media sites are now widely used to communicate promotional offers, news, and as a public relations tool (Hambrick, 2010; Lowe & Laffey, 2011). While Instagram, Youtube and other social media sites are gaining traction, Facebook and Twitter remain the focus for most sport organizations in attempts to engage fans