Outsourcing in Intercollegiate Athletics Essay -- Sports, Athletes, FB

Division I extramural athletic departments, especi solelyy those that are home to Football Bowl atom (FBS) teams, increasingly resemble front offices of professional sport organizations in call for to their mission and transaction operations. With huge operating budgets, state-of-the-art facilities, world-class athletes, and international corporate sponsors, these sport businesses strive to produce winning teams and profitable events both season. The outsourcing of selling operations and rights is common practice in Ameri croupe college athletics today. According to Li and Burden (2002), more than one half of all NCAA Division I-A athletic programs have outsourced some or all of their marketing operations and rights to a growing number of nationally prominent outsourcing agencies. Among the operations commonly outsourced are the proceeds of communicate game broadcasts, production of radio call-in shows, coaches television shows, sales of media and venue advertising, sales o f official sponsorship rights to corporations, and production and management of Internet websites, etc. (Li & Burden, 2002).Outsourcing simply means acquiring operate from an external organization instead of utilize internal resources (Butler, 2000). By using outsourced resources, organizations can gain a competitive advantage by utilizing contingent on(p) staff to accomplish strategic goals without incurring the fixed overhead. By direction on the leading edge and highly specialized skill sets, outsourcing providers can often offer higher character reference services, or at a lower price than the client organization. Typical reasons for outsourcing go beyond ingenuous contingent staffing. Outsourcing providers are able to maintain economies of scale with regard to specialism (... ... bring the anticipated benefits, and in some instances can be a risky proposition (Chin, 2003). Villcocks and Lacity (1998) stated that among the possible disadvantages are the potential outlet of control over critical functions such as timeliness and quality of service, difficulty in monitoring vendor performance, difficulty in explaining the business needs to vendors, the potential for loss of company secrets as well as intellectual property, and the high cost of outsourcing contracts. Schools also risk developing a dependency on outside agencies, lowering employee morale, loss of development skills for employees, and having to present the prospect of managing relationships that go wrong (Kakabadse & Kakabadse, 2000 Hayes, 2001). By outsourcing, not only do schools lose some of the personal touch in servicing their employees entirely their clients as well (Rombel, 2002).