2017 THE SECRETS OF THE SCHOOLS LEADING THE WAY IN 2017
THE TOP-40 LIST OF THIS YEAR’S BEST SPORTS COURSES
HOW SECTOR TRENDS ARE REFLECTED IN THE CLASSROOM
EMERGING MARKETS AND THE FUTURE OF SPORTS ACADEMIA
PAGE 79
PAGE 80
PAGE 90
PAGE 94
Class Acts
OUR ANNUAL SURVEY OF THE WORLD’S BEST POSTGRADUATE COURSES [ PAGES 77-99 ]
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POSTGRADUATE RANKINGS : 2017
2 01 7
WELCOME | 2017 SPORTBUSINESS POSTGRADUATE COURSE RANKINGS
W
elcome to the 2017 SportBusiness Postgraduate Course Rankings. Once again, we have had a tremendous response with around 1,000 surveys completed by alumni and course leaders. We would like to thank everyone who contributed to and participated in the rankings. Our objective is to provide the most reliable and respected rankings system for postgraduate sports management courses across the world. As in previous years we consulted an advisory board of leading academics to gather feedback on the last rankings process before the launch of the 2017 edition. Following their input, four changes have been made to the methodology for this year’s rankings. The principal update was to expand the course leaders’ choice and, for the first time, to include these results in the overall score, thus directly incorporating the views of sports management academic professionals in the final rankings. Previously course leaders were asked to nominate which course they considered to be the best outside of their own. In 2017 course leaders were requested to select both the top five courses and the top five business schools, outside of their own. Courses were assessed based on the overall quality of the student education, taking into account the quality of course content; the standard of teaching; the number and standing of guest speakers; the provision and quality of work placements/ internships; and the programme of alumni support. The selection of the top five business schools or faculties was based on the institution’s overall academic reputation; quality, number and standing of staff; the number and quality of papers published; and research capability. These two scores were combined to create the overall course leaders’ choice which now accounts for 15 per cent of the overall score. In order to incorporate the course leaders’ choice into the rankings the employment weighting in the overall score was reduced from a maximum 40 per cent to 25. At the same time the employment measurement period was increased from 07.17 : SportBusiness International
“Our continuing objective is to provide the most reliable and respected rankings system for postgraduate sports management courses across the world” three months after graduation to six months to allow for a more realistic timeframe for students to enter the industry. This resulted in higher employment scores for many universities than in previous years. In addition several new options were added to the employment section to cater for additional outcomes. These included adding full-time employment in a non-sports industry company, but connected to sport (e.g. the marketing department of a major sport sponsor), and dividing internships into a range of options. And the winners are…
Ohio University topped the overall list for the fifth time in the six-year history of the rankings and also rated highest on the alumni choice. The University of Massachusetts Amherst ranked top among the course leaders’ choice ahead of Ohio University and Deakin University in Australia. In Europe it was a return to the top for the CIES’s Fifa Master, which, like Ohio, recorded its fifth win in six years. On the following pages you will find reaction and insight from the top three North American and European courses, and see the full list of the top 40 courses overall and the top 15 for both North America and Europe. In addition, there are separate tables for the course leaders’ and graduates’ choices and an analysis of the employment status of students before and after graduation. Once again SportBusiness International would like to thank all the course leaders and alumni who participated in the rankings and we hope you find the supplement a useful and interesting guide to this dynamic sector. 1
How the PGR score is calculated 5
5
5
100 pts
15
45
25
1 Student satisfaction 1 Employment 1 Course leader 1 Domestic/international 1 Gender 1 Other
Student satisfaction: a maximum total of 45 points is derived from quality of alumni support (15pts), satisfaction with quality of course teaching (10pts) and quality of support (10pts), and quality of extra-curricular support (10pts). Employed within six months of graduation: up to 25 points is awarded based on the proportion of the course’s 2014 alumni who, six months after graduation, have gained full-time employment or become self-employed in the sports industry; were interns which led to a full time career with the same company; or registered for a sports-related PhD. Course leader: a maximum 15 points comes from course leaders, who selected their top five sports management courses and business schools. Domestic/international student ratio: up to five points is awarded based on the split between students from within and outside the course’s home country. Gender ratio: up to five points based on the split between male and female. Languages: a maximum of two points is awarded depending on the number of languages used to teach. Salary: up to two points is based on average salary three years after graduation. Work placement: one point if a work placement/internship is part of studies. 1
POSTGRADUATE RANKINGS : 2017
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OVERVIEW | ESTABLISHED SCHOOLS CONTINUE TO SET THE COURSE Richard Mulligan looks at the qualities shared by the institutions that prevailed in this year’s SportBusiness Postgraduate Course Rankings
E
Ohio University course leaders pick up their 2017 PGR awards
xperience, reputation and a focus on potentially lucrative areas of sport business appear to be determining factors in reaching the top of the SportBusiness Postgraduate Course Rankings. Ohio University finished top of the chart for the third successive year, with its nearest rival the University of Massachusetts Amherst, Mark H. McCormack Department of Sport Management. Fellow US schools George Washington University in Washington DC and San Diego State University were joined by Switzerland’s CIES to complete the top five. While San Diego was a huge riser, having not finished in the top 25 last year, five schools finished in the top 10 in both 2016 and 2017. T. Bettina Cornwell, a member of the PGR advisory board (a group of academics that SportBusiness consults annually to review and improve the rankings), believes that even following minor adjustments in the scoring system, the most established schools will continue to lead the way. “Due to the factors involved in producing high-quality educational experiences, one will typically find some stability in the top academic rankings and this is beginning to happen in the SportBusiness International ranking system,” says Cornwell, the Edwin E. and June Woldt Cone Professor of Marketing at the University of Oregon’s
PGR 2017 Top 10 1
Ohio University
2
University of Massachusetts Amherst
3
George Washington University
4
San Diego State University
5
CIES
6
University of Oregon
7
Deakin University
8
Columbia University
9
Temple University
10
Russian Int Olympic University
Lundquist College of Business. “The programmes clustering at the top of the list are either in business schools or have a strong tie to business. Graduates who go to work on the business side of sport, for example working with a brand in sport sponsorship, often have higher starting salaries than those working in sport organisations and this influences rankings. Established alumni base
“The second characteristic that distinguishes those programmes clustered at the top of the list is their history; in the main, they are programmes that are more than 20 years old. They have attracted quality faculty and have a supportive and established alumni base, and this too influences rankings.”
David Shilbury, another member of the advisory board, feels that changes to the scoring system have been validated by this year’s list. In particular, he is pleased to see the congruence between final position and course leader ranking. “2017 results show a strong performance by the generally well-recognised programmes by professors in the field,” says Shilbury, director of Deakin Sport Network and codirector at the Centre for Sport Research at Deakin Business School. “The University of Massachusetts Amherst’s rise up the list from fourth in 2016 to join Ohio in the top two is a better match between course leader perception and standing overall. These two programmes together with the University of Oregon and Deakin University are recognised as the major players by the course leaders.” Cornwell is also supportive of the scoring changes. As well as backing the inclusion of the number of languages category, she says the employment data is now more reflective of graduates’ success. “The rankings this year have an extended window for job placement following graduation, which has risen from three months to six months,” she says. “This is a positive change to the rankings approach. With this window, graduates with the confidence to hold out for the job they want are included in the data.” Rankings will always attract discussion and disagreement. One participating course leader this year said significant year-on-year movements in position for some universities did not accurately reflect moderate changes in the standard of courses. The closeness of scores between universities contributes to this volatility, as does the heavy weight placed on employment outcomes, which can vary a lot year-to-year. As per the introduction article (see page 78), the rankings are subject to an annual review by the team that creates them and an advisory board of course leaders. This review considers changes to improve how accurately the ranking reflects the quality of the courses. 1
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POSTGRADUATE RANKINGS : 2017
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TOP 40 | POSTGRADUATE SPORTS BUSINESS COURSES
Rank
Course provider
Course
1
Ohio University
Master of Business Administration/Master of Sports Administration
2
University of Massachusetts Amherst, Mark H. McCormack Department of Sport Management
MBA/MS Sport Management, MS Sport Management
3
George Washington University
Masters of Sport Management
4
San Diego State University
Sports MBA
5
The International Centre for Sport Studies (CIES)
Fifa Master
6
University of Oregon, Lundquist College of Business, Warsaw Sports Marketing Center
MBA Sports Business
7
Deakin University
Master of Business (Sport Management)
8
Columbia University
Master of Science, Sports Management
9
Temple University, STHM
Master of Science in Sport Business
10
Russian International Olympic University
Master of Sport Administration
11
University of Parma - University of Republic of San Marino
International Master in Strategic Management of Sports Organisations, Events and Facilities
12
Virginia Commonwealth University, Center for Sport Leadership
MEd/MBA Sport Leadership
13
AMOS Sport Business School
Master of Business in Sport
14
Ohio State University
MA in Sport Management
15
University of South Carolina
Master of Science in Sport and Entertainment Management
16
University of Central Florida
DeVos Sport Business Management Graduate Program
17
Centro de Formación Fundación Valencia CF
Master in International Sports Management
18
University of New Haven
MS in Sport Management
19
University of South Florida
MBA/MS in Sport and Entertainment Management
20
University of Ulster
MSc Sport Management
21
University of Ottawa
Master of Human Kinetics - Concentration in Sports Management
22
Texas A&M University
Master of Science in Sport Management
23
Real Madrid Graduate School
MBA Master in Sports Management
24
University of Tennessee
Master of Sport Management
25
University of Bayreuth
MBA Sport Management
26
Coventry University
MSc Sport Management
27
University of Stirling
MSc Sport Management
28
Old Dominion University
Master of Science in Sport Management
29
AISTS (International Academy of Sports Science and Technology)
Master of Advanced Studies in Sport Administration
30
University College Dublin
MSc in Sports Management
31
University of Liverpool
MBA Football Industries
32
Georgia State University
Master of Science in Sport Administration
33
Florida Atlantic University
MBA-Sport Management
34
Georgetown University
Master of Professional Studies in Sports Industry Management
35
Sheffield Hallam University
MSc Sport Business Management
36
University of Windsor
Master of Human Kinetics in Sport Management
37
Ca'Foscari University of Venice
Master in Sport Business Strategy
38
Vrije Universiteit Brussel
Postgraduate Course in Sports Management
39
Johan Cruyff Institute
Master in Sport Management
40
Seattle University
Master of Sport Administration and Leadership
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POSTGRADUATE RANKINGS : 2017
81
*To see how these scores were calculated, turn to page 78. Class size
Employment within six months of graduation score
Course leader score
Student satisfaction score
Work placement
Course length (months)
Average age (years)
Female students (%)
Foreign students (%)
Total score
No. of languages taught in
20
25.00
44.69
13.75
Yes
22
27
40%
25%
1
94.44
24
23.84
42.54
15
Yes
12-21
25.5
30%
30%
1
89.38
20
22.86
44.57
1.48
Yes
18-24
25
40%
15%
1
79.91
27
23.64
43.18
0.63
Yes
18
25.9
48%
14%
1
78.45
28
22.29
40.92
3.05
Yes
10
28.2
36%
100%
1
77.26
22
21.25
41.81
5.86
Yes
18
28.3
32%
5%
1
76.92
69
22.86
37
6.95
Yes
24
27
25%
44%
1
76.81
27
23.75
39.58
2.42
Yes
12-16
27
31%
51%
1
76.75
26
20.42
40.83
4.45
Yes
18-24
24.5
42%
12%
1
76.70
27
25.00
40.3
0
Yes
10
30.9
49%
34%
2
76.30
20
24.12
43.41
0.47
Yes
12
26.5
25%
8%
2
76.00
47
21.50
43.17
0
Yes
12-18
24.2
48%
0%
1
75.67
162
23.42
39.11
1.17
Yes
24
20
35%
5%
2
74.70 73.97
15
21.25
41
1.72
Yes
12-18
23
55%
6%
1
44
18.44
42.31
2.66
Yes
12-15
25.5
44%
15%
1
73.41
28
20.00
40.57
1.8
Yes
17
25
55%
14%
1
73.37
17
22.00
41
0
No
9
27
20%
53%
2
73.00
25
19.38
41.88
0
Yes
9
26
35%
10%
1
72.26
25
16.93
39.62
3.52
Yes
20
28
40%
21%
1
71.07
8
20.71
40.14
0
Yes
12
28
38%
75%
1
70.85
15
22.50
36.5
0.63
Yes
15
24
50%+
10%
2
70.63
20
21.67
39.89
1.17
No
18
23
69%
3%
1
69.73
25
21.05
37.63
0.86
Yes
10
27
20%
90%
2
67.54
31
19.05
37.38
0.08
Yes
21
24
46%
0%
1
67.51
15
17.50
36.83
0.23
Yes
24
31
39%
33%
2
66.56
18
16.25
39.13
3.91
Yes
12
26.4
22%
85%
1
66.29
21
21.00
34.5
0.7
Yes
12
26.5
29%
41%
1
66.20
30
19.00
37.6
0
No
24
24
48%
10%
1
65.60
41
19.40
37.52
0.63
Yes
15
27
26%
91%
1
65.55
25
22.23
36.11
0
No
12
31
32%
18%
1
65.34
30
15.00
40.83
0.94
Yes
12
28
5%
91%
1
64.77
42
16.96
37.7
0
Yes
24
23
49%
6%
1
64.66
25
18.57
38.14
0.47
Yes
23
24
27%
5%
1
64.18
114
18.89
33.67
0.16
Yes
12-18
25
40%
25%
1
63.72
27
20.71
32.88
0.94
No
12
25
9%
35%
1
63.53
8
15.00
37
1.33
Yes
16-24
22
64%
0%
1
63.33
35
18.68
35.94
0
Yes
12
24
25%
5%
2
62.62
60
17.23
36.78
0.16
Yes
8
22
25%
10%
2
62.17
74
17.08
29.58
0.86
No
10
30
21%
45%
2
58.52
18
16.93
34.15
0.39
Yes
21
25
29%
29%
1
58.47
07.17 : SportBusiness International
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S P O N S O R E D CO N T E N T : LO U G H B O RO U G H U N I V E R S I T Y
THE GOLD STANDARD IN SPORT BUSINESS RESEARCH AND TEACHING Loughborough University, an outstanding contributor to the sports industry for over 60 years, is combining exceptional research and teaching with active industry partnerships at its postgraduate campus at London’s Olympic Park.
L
oughborough University has a longestablished reputation as a hub for nurturing professional sporting talent. More recently, as part of the legacy of the London 2012 Olympic and Paralympic Games, the University has established a stunning postgraduate campus at London’s Queen Elizabeth Olympic Park, and is quickly becoming the gold standard in teaching and research in the business of sport. At Loughborough University London, the Institute for Sport Business offers Master of Science degrees in Sport Business and Innovation, Sport Business and Leadership, Sport Digital and Media Technologies and, from the 2017-18 academic year, a Master of Research in Sport Business. Professor James Skinner, Director of the University’s Institute for Sport Business and Associate Dean for Enterprise, says that the Institute is ideally located as a base for dynamic sport business professionals and aspiring sport leaders to gain the knowledge and skills they need to operate in the contemporary global industry. Reputation
“The UK operates one of the most dynamic and progressive sports markets in the world,” he says. “Supporting over 450,000 jobs and generating £20bn (€23bn/$25bn) for the economy over the last five years, there has never been a more important time for individuals to acquire the right knowledge and skills to stay ahead of the game. “The first programme was the Sport Business and Innovation MSc - a conversion degree, providing graduates from different backgrounds with foundation management skills to enter commercial, government and not-for-profit organisations in sport. “The Sport Business and Leadership MSc is pertinent considering the integrity issues that have undermined international and national sport governing bodies in recent times. This programme provides fundamental requirements for future leaders in sport. “Our most recent programme is the Sport Digital and Media Technologies MSc, which enables students to develop a critical understanding of how technology is impacting 07.17 : SportBusiness International
Professor James Skinner, Director of Loughborough University London’s Institute for Sport Business and Associate Dean for Enterprise
sport. It also allows them to understand how statistical analysis and data visualisation assist in identifying sport business trends and solutions.” The University’s teaching methods reflect the rapidly-changing nature of the sports industry. “It is vital to understand the different economic, cultural and social drivers that underpin the expansion and development of sport,” Skinner explains. “Our students learn about the economic, cultural, and social nuances of emerging sport business environments.” Strong partnerships
The University’s global outlook is not only reflected by the make-up of its students, but its international faculty that comprises renowned sport business academics. The Institute has strong partnerships with leading sport universities in China, Europe,
Australia and the US. It also has partnerships with the likes of Premier League football club Chelsea, the West Ham United Foundation, sport business management consultancy CSM Strategic, Benchmark Sport and GlobalSportsJobs, providing opportunities for internships, access to research projects and an environment to put theory into practice. Moreover, inspiring Loughborough University alumni and sports industry leaders are often invited to give students unrivalled insights into their experiences. Looking to the future
The Olympic Park is the perfect location for the UK’s top university for sport to establish a second campus. Loughborough University London sits amongst iconic sporting venues, which continue to host highly prestigious events, such as the Rugby World Cup, Track Cycling World Championships and European Aquatics Championships. With purpose-built lecture theatres and seminar rooms fitted with state-of-the-art technology, a stunning library and a range of versatile workspaces, the campus provides first-class learning facilities. “For many years, sport was seen as a closed sector, but given the level of investment coming into sport, you simply cannot have people who are not qualified working within such a complex landscape,” Skinner adds. “The global sport landscape is seeing new opportunities emerge; for example, the growth and commercialisation of women’s sport. We hope this trend will also encourage women to consider a career in the business of sport.” Loughborough also has no intention of letting its global reputation in sport slip. “I think the most impressive thing about Loughborough University is that it could try to live off its past glories and reputation when it comes to sport,” Skinner says. “However, it’s not doing this. It recognises the need to continue to invest to sustain its reputation in sport, continue to develop the best sport business teaching programmes, produce high-quality sport business research and provide an engaging and challenging learning environment that can produce the sport business leaders of tomorrow.” 1
POSTGRADUATE RANKINGS : 2017
83
NORTH AMERICA | HOW U.S. SCHOOLS CONTINUE TO BUILD ON A WINNING FORMULA SportBusiness International asked the providers of the top three ranking postgraduate courses in North America about the secrets of their success
1. OHIO UNIVERSITY MASTER OF SPORTS ADMINISTRATION
Norm O’Reilly Chair, Department of Sports Administration
2. UNIVERSITY OF MASSACHUSETTS AMHERST MARK H. MCCORMACK DEPARTMENT OF SPORT MANAGEMENT – MBA/MS SPORT MANAGEMENT
Steve McKelvey Associate Professor, Associate Department Chair & Graduate Programme Director SBI: Why are Ohio’s alumni so successful in securing full-time employment in the industry? NO: “Ohio University’s MSA programme is the No.1-ranked programme in the world and has been for five of the past six years, because it offers our graduates a tremendous platform to enter the industry. In almost every one of those years we have had 100-per-cent placement in the industry shortly after graduation. “We are housed in a nationally-ranked business school that preaches balance between teaching and research. We focus on hard and soft skills. This is coupled with the fact that our faculty must be contain thought leaders and be industry-engaged, so that those providing the training are of the highest quality.” SBI: How will you build on your success? NO: “We’re increasing the quality of our programmes, adding rigour to our curriculum, enhancing our faculty, internationalising our programmes, students and research, and driving our resource base through our department’s AECOM Center for Sports Administration.”
SBI: What does your institution offer to individuals seeking a career in the sports industry? SM: “Given the hyper-competitiveness of breaking into the sports industry, contacts and connections are critical assets. As the second oldest sport management programme in the world, our students have direct access to arguably the largest and broadest alumni network in the industry. Through professional development trips, guest speakers and our graduate mentorship programme, our students have many touchpoints with our 3,500-plus alums who work across a multitude of sports industry segments.” SBI: Where do your alumni end up working? SM: “As our alumni network is across so many industry segments, we see our graduates going into a wide range of sectors. By design, each year we have a very competitively-selected and small cohort – our MS classes average about 22 students – and on average about 25 per cent of our students are international, but always representing a variety of countries, global perspectives and sport systems that always add value and insight to class discussions and curricular activities.”
07.17 : SportBusiness International
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POSTGRADUATE RANKINGS : 2017
NORTH AMERICA continued...
on a personal approach for each student and on integrating into the curriculum knowledge, practice and networking.”
3. GEORGE WASHINGTON UNIVERSITY MBA IN SPORT MANAGEMENT
SBI: What opportunities are available to your students? LDN: “For most course assignments, students do real work for real clients, gaining knowledge as they acquire experience and contacts. We also offer off-campus experiential courses during which students go behind the scenes for a different view of sport sectors. These courses include focuses on mega-events, such as the Olympic Games and World Cup; Major League Baseball marketing and player development in China; sport globalisation and Japan; corporate social responsibility in action sports; and a course on the evolving sports footwear and apparel industries. We continue to look for new developments and disruptions in the marketplace, and adapt the curriculum. For example, we offer courses in the Business of eSports and also Sport Philanthropy.”
Lisa Delpy Neirotti Director, Sport Management Programmes
SBI: What is the purpose of the programme? LDN: “The programme is designed to provide students with the practical skills needed for success in the field, including courses in marketing, media, law and facilities management. In addition to our experienced full-time faculty, students learn from and have the opportunity to meet senior industry professionals. Our success is built
TOP 15 NORTH AMERICAN COURSES Employment (in 6 mths)
Student satisfaction score
Total score
Foreign students (%)
Female students (%)
Course length (mths)
Course provider
Course
1
Ohio University
MBA/Master of Sports Administration
20
25.00
44.69
13.75
22
40%
25%
94.44
2
University of Mass Amherst
MBA/MS Sport Management
24
23.84
42.54
15
12-21
30%
30%
89.38
3
George Washington University
Master of Sport Management
20
22.86
44.57
1.48
18-24
40%
15%
79.91
4
San Diego State University
Sports MBA
27
23.64
43.18
0.63
18
48%
14%
78.45
5
University of Oregon
MBA Sports Business
22
21.25
41.81
5.86
18
32%
5%
76.92
6
Columbia University
MS Sports Management
27
23.75
39.58
2.42
12-16
31%
51%
76.75
7
Temple University, STHM
MS in Sport Business
26
20.42
40.83
4.45
18-24
42%
12%
76.70
8
Virginia Comm University
MEd/MBA Sport Leadership
47
21.50
43.17
0
12-18
48%
0%
75.67
9
Ohio State University
MA in Sport Management
15
21.25
41
1.72
12-18
55%
6%
73.97
10
University of S Carolina
MS Sport & Ent Management
44
18.44
42.31
2.66
12-15
44%
15%
73.41
11
University of C Florida
DeVos Graduate Programme
28
20.00
40.57
1.8
17
55%
14%
73.37
12
University of New Haven
MS Sport Management
25
19.38
41.88
0
9
35%
10%
72.26
13
University of S Florida
MBA/MS Sport & Ent Management
25
16.93
39.62
3.52
20
40%
21%
71.07
14
University of Ottawa
Master of Human Kinetics (Sports Management)
15
22.50
36.5
0.63
15
50%+
10%
70.63
15
Texas A&M University
MS Sport Management
20
21.67
39.89
1.17
18
69%
3%
69.73
07.17 : SportBusiness International
Class size
Course leader score
Rank
#
AGAIN. Being number one comes naturally to OHIO’s Master’s of Sports Administration Program. As the birthplace of sports business education, it is an honor to be ranked as the number one postgradute sports program for the fifth time by SportBusiness International. On behalf of our student body, world class faculty, and the largest alumni network in sports, we humbly accept this award. Again.
sportsad.ohio.edu sportsad.ohio.edu
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POSTGRADUATE RANKINGS : 2017
PGR 2017 DATA | SPORTS MASTERS IN NUMBERS
2 01 7
Would you recommend your course? (%)
95.9
94.2
How valuable has the course been in furthering your career? (%)
95.0
6.1
3.4
7.4
15.5
49.3
43.0
5.0
Europe
Overall
46.4 26.2
Europe
2 Extremely valuable
North America
■ Yes ■ No
2 Highly valuable
2.9
17.8
26.9
North America 4.1
6.6
20.2
25.7
5.8
2.5
2 Valuable
Overall
2 Somewhat valuable
2 Not valuable
Average salary of graduates
$53,212
$51,192
$48,035
$49,806
$51,558
2013
2014
2015
2016
2017
Average student age
26.1
27 25.8
25.4
24.8
24.8
How many were in full-time employment before starting course? (%)
45.3
54.7
2013 2016
2017
■ North America ■ Europe ■ Overall
07.17 : SportBusiness International
44.6
55.4
2014
44.9
55.1
2015 2 No
48.8
51.2
2016
49.5
50.5
2017
2 Yes
Source: Data from the 2017 alumni survey, which was answered by those graduating in 2014
Department of
Sport and Entertainment Management Bachelor’s, Master’s and Ph.D. Degree Programs
#1
in the U.S. for Sport Sciences (ShanghaiRankings, 2016)
#5
in the world for postgraduate sports management course (SportBusiness International, 2016)
sc.edu/hrsm •
[email protected] • 803-777-4690
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POSTGRADUATE RANKINGS : 2017
2 01 7
EUROPE | LEADING THE WAY IN TIMES OF CHANGE
SportBusiness International asked leaders representing Europe’s top three courses about how they are staying ahead of their rivals from across the continent DragonImages
1. THE INTERNATIONAL CENTRE FOR SPORT STUDIES (CIES) FIFA MASTER
Kevin Tallec Marston Academic Projects Manager & Research Fellow in History SBI: CIES is well established in the industry, but how are you responding to trends? KTM: “There is more and more competition and convergence in this sector, more demand for part-time courses and executive education, and expectations of candidates are higher. Our response is to stay studentfocused and innovate our full CIES education offer with our international network of executive programmes worldwide to stay topical. Our staff improve the learning experience to cultivate critical thinking and leadership, update teaching with current issues, nurture mentorship relationships and develop our alumni community – for example with a new annual event around graduation in Neuchatel that will better connect new classes and the alumni community.” SBI: What sort of track record is there for Fifa Master alumni in the sports industry? KTM: “In our most recent survey covering 440-plus alumni, only 10 per cent were not working in sport. We have 40 alumni working at Fifa alone and we had at least one person from each of the 17 editions of the course working directly or indirectly for the Rio 2016 Olympic Games. We do not just ‘train’ managers, but open their eyes to what sport truly is: a global and interdisciplinary phenomenon with stimulating career opportunities.” 07.17 : SportBusiness International
2. RUSSIAN INTERNATIONAL OLYMPIC UNIVERSITY MASTER OF SPORT ADMINISTRATION
Nikolay Peshin Pro-Rector
SBI: What are the major trends that are influencing the evolution of the MSA? NP: “The sports industry is increasingly involving local communities, states and big business, mostly through organising sporting events. Social networks are changing interaction with fans, building new marketing tools and attracting new sponsors. Meanwhile, developing new types of sporting activity, like esports and extreme sports, is creating new business opportunities in the market’s growing sectors, especially for start-ups. Other areas of importance include new technologies, strengthening the fan experience, as well as offering sponsors what they need.” SBI: What challenges lie ahead? NP: “We must analyse the global challenges facing big sport and adequately transform our educational strategies. The rising cost of mega-events is a risk, obviously leading to the need for inter-regional cooperation. We need to consider new centres of sports business in the Asia-Pacific region. Another challenge is integrating the e-gaming industry into sport through the spread of the concept of ‘sport’ to any form of competitive activity. Another challenge is developing manipulative technologies for selling sport-related products and services.”
POSTGRADUATE RANKINGS : 2017
3. UNIVERSITY OF PARMA – UNIVERSITY OF REPUBLIC OF SAN MARINO INTERNATIONAL MASTER IN STRATEGIC MANAGEMENT OF SPORTS ORGANISATIONS, EVENTS AND FACILITIES
Marco Brunelli, Director
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instance, ‘media rights’ and ‘customer experience management’ were included as a topic a few years ago when the steering committee saw the importance of these contents. A major trend now is digital transformation. I’m not talking only about the digitalisation of management processes, but also about the redefinition of industry boundaries and the birth of new business models. In May we organised the first seminar ever in Italy on esports, for example.” SBI: In which industry sectors do your alumni end up working? MB: “Our students come from a wide range of studies and experiences. In addition, the Master’s reputation is high in each segment of the sports market. Students can find good positions in a huge variety of jobs and industries, including media, teams, organisations, marketing and licensing agencies.”
SBI: Your institution has improved in the rankings considerably this year. How has your International Master developed? MB: “The Master has always been focused on industry needs. We have adjusted the programme and the faculty to try to do the best for leagues, teams, sporting goods producers and agencies. For
TOP 15 EUROPEAN COURSES Class size
Employment (in 6 mths)
Student satisfaction score
Course leader score
Total score
Foreign students (%)
Female students (%)
Course length (mths)
Rank
Course provider
Course
1
The International Centre for Sport Studies (CIES)
Fifa Master
28
22.29
40.92
3.05
10
36%
100%
77.26
2
Russian International Olympic University
Master of Sport Administration
27
25.00
40.3
0
10
49%
34%
76.30
3
University of Parma University of Republic of San Marino
International Master in Strategic Management of Sports Organisations, Events and Facilities
20
24.12
43.41
0.47
12
25%
8%
76.00
4
AMOS Sport Business School
Master of Business in Sport
162
23.42
39.11
1.17
24
35%
5%
74.70
5
Centro de Formación Fundación Valencia CF
Master in International Sports Management
17
22.00
41
0
9
20%
53%
73.00
6
University of Ulster
MSc Sport Management
8
20.71
40.14
0
12
38%
75%
70.85
7
Real Madrid Graduate School
MBA Master in Sports Management
25
21.05
37.63
0.86
10
20%
90%
67.54
8
University of Bayreuth
MBA Sport Management
15
17.50
36.83
0.23
24
39%
33%
66.56
9
Coventry University
MSc Sport Management
18
16.25
39.13
3.91
12
22%
85%
66.29
10
University of Stirling
MSc Sport Management
21
21.00
34.5
0.7
12
29%
41%
66.20
11
AISTS (International Academy of Sports Science and Technology)
Master of Advanced Studies in Sport Administration
41
19.40
37.52
0.63
15
26%
91%
65.55
12
University College Dublin
MSc in Sports Management
25
22.23
36.11
0
12
32%
18%
65.34
13
University of Liverpool
MBA Football Industries
30
15.00
40.83
0.94
12
5%
91%
64.77
14
Sheffield Hallam University
MSc Sport Business Management
27
20.71
32.88
0.94
12
9%
35%
63.53
15
Ca'Foscari University of Venice
Master in Sport Business Strategy
35
18.68
35.94
0
12
25%
5%
62.62
07.17 : SportBusiness International
90
POSTGRADUATE RANKINGS : 2017
2 01 7
FUTURE COURSE | HOW SCHOOLS ARE EMBRACING SPORT’S BRAVE NEW WORLD
With huge interest in the development of data analytics and computer technology, courses are being adapted to prepare students for the sports industry of tomorrow
V
irtual reality and analytics are just two of the areas that could become major areas of focus for sports business programmes in the future as course leaders attempt to not just keep with the times, but also prepare for the future. The last year has seen a number of major sports bodies announce new virtual reality (VR) offerings and take-up among fans continues to increase according to industry data. For the 2016-17 season, National Basketball Association (NBA) Digital and its partner, NextVR, aired one weekly regular season NBA League Pass game in virtual reality. As the season progressed, VR audiences “continued to surge,” according to Danny Keens, NextVR vice-president of content. Many believe VR has the potential to become an increasingly important revenue stream for rights-holders and teams. Its advocates recognise that English Premier League clubs could sell season tickets to millions of passionate Chinese supporters, while sports fans from across the world could enjoy the full experience of a night session in an Olympic stadium. Technology ‘wildcards’
So far one might suggest sports bodies and the broadcasters they work with have struggled to stay up with the pack when it comes to VR. Action from the Rio 2016 Olympic Games was only available in VR on the day after it took place through NBC, while fans were also left frustrated by the ‘near’ real-time highlights provided by Fox Sports and partner LiveLike during the Super Bowl. The enthusiastic, talented and sports-mad young people who can help to reimagine the future of sport are those sitting in classrooms right now and, according to T. Bettina Cornwell, of the University of Oregon, there is a need to incorporate technology “wildcards” within courses. “The near-term role of technology and our ability to prepare students for it is an open question,” says Cornwell, the Edwin E. and
June Woldt Cone professor of marketing at Oregon’s Lundquist College of Business. “For example, augmented and virtual reality are wildcards that may advance quickly or may not be a game changer for a couple of years. “Everyone will agree that there is a movement to incorporate analytics in the sport business curriculum and for good reason, since there is strong demand for graduates with analytic skills.” One school that is certainly embracing the role of technology is AISTS, which offers a Master of Advanced Studies in Sport Administration and Technology. The syllabus features technology that might be considered more traditionally associated with sport, such as stadium construction, as well as the possibilities opened up by the new worlds of broadcast media. “Virtual reality is touched on within our digital module as well as our ICT module, but more as an example of what is to come,” Dominique Gobat, head of business development at AISTS, tells SportBusiness International. “I think the emergence of 8k mobile phone screens will really take virtual and augmented reality to a new level. “With the ever-increasing rise in new technologies and the acceleration with which new technologies appear on the market, it has made the importance of understanding technology from a management perspective even more important. It is our role as educators to ensure that postgraduates are
equipped with the necessary knowledge to make calculated decisions.” While the students may not become VR artists or Silicon Valley coders, Gobat believes it is essential that they become au fait with current trends and begin to consider what is possible. He adds: “We approach the topics of technology from a management perspective, so we don’t expect students to know or understand technical details of a specific technology, but rather to understand the general terminology, trends and impact. By observing and understanding decisional errors from the past, we will be better prepared for the future.” Specialist areas
If VR is considered trendy these days, sports information is quite simply king or queen of the catwalk. Market leader Sportradar last year secured the NBA’s stats for the next six seasons in a $250m (€225m) agreement, having already signed up with the NFL, NHL and International Tennis Federation. Indeed, the company is so appealing that when it partnered with the NFL in 2015, the League acquired an undisclosed equity stake in it. The worldwide sports analytics market is expected to be worth around $4bn by 2022, according to data published by Research and Markets, but such growth is only possible if capable graduates enter the sector. Columbia Business School in New York City is just one establishment that has understood its potential, having launched an MBA in Sports Analytics at the start of the decade. The course covers measuring and predicting player and team performance, decision-making and strategy in sports, and fantasy sports and sports betting. Analytics and virtual and augmented reality may still be deemed rather specialist areas of expertise, though, especially when so many wide-ranging topics are considered essential in sports business courses. Many schools quite understandably offer their students a packed schedule that covers
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POSTGRADUATE RANKINGS : 2017
“By observing and understanding decisional errors from the past, we will be better prepared for the future” DOMINIQUE GOBAT, HEAD OF BUSINESS DEVELOPMENT, AISTS
everything from marketing and branding to corporate sales, finance, law, event management and communications. Their curriculum must cater for students with a variety of interests and ambitions, from franchise chief executive to grassroots sports leader and venue manager. But there is much to be gained from specialised areas of focus and many schools are doing just that, according to David Shilbury, of Deakin University. “I think we are starting to see programmes seek to identify a competitive edge,” says
Shilbury, director of Deakin Sport Network and co-director at the Centre for Sport Research at Deakin Business School. “In other words, the standard stock programme may not provide the edge required for new programmes. Within the sport business framework some programmes, like Oregon, for example, may seek to provide a focus on sports marketing, while others may focus on other areas of the sector.” One trend Shilbury would like to see develop is course leaders linking their own extracurricular projects with their classroom
teaching – “an ongoing link between cuttingedge research by professors and their ability to infuse their work in the classroom through their teaching,” he adds. “Although practical real-world scenarios are important to these programmes, they do not necessarily help students solve tomorrow’s problems and the challenge therefore for a top-flight sport business programme is to provide a foundational core of sport business knowledge, with the insight to new research and the problem-solving skills to tackle tomorrow’s issues.”
TOP 15: AVERAGE SALARY
TOP 15: COURSE LEADERS’ CHOICE
TOP 15: GRADUATES’ CHOICE
Rank
Course provider
Average salary ($)
Rank
Course provider
Course leader score
Rank
Course provider
Student satisaction score
1
Columbia Univ
103,429
1
Univ of Mass Amherst
100.00
1
Ohio Univ
99.31
2
Ohio Univ
91,861
2
Ohio Univ
91.67
2
George Washington Univ
99.04
3
San Diego State Univ
85,800
3
Deakin Univ
46.33
3
Univ of Parma (San Marino)
96.47
4
AISTS
84,854
4
Univ of Oregon
39.07
4
San Diego State Univ
95.96
5
Univ of Oregon
75,963
5
Temple Univ, STHM
29.67
5
Virginia Comm Univ
95.93
6
Univ of Liverpool
72,904
6
Coventry Univ
26.07
6
Univ of Mass Amherst
94.53
7
George Washington Univ
70,500
7
Univ of S Florida
23.47
7
Univ of S Carolina
94.02
8
Univ of S Florida
68,750
8
CIES
20.33
8
Univ of New Haven
93.07
9
Univ of Bayreuth
65,921
9
Univ of S Carolina
17.73
9
Univ of Oregon
92.91
10
CIES
65,897
10
Columbia Univ
16.13
10
Ohio State Univ
91.11
11
Georgetown Univ
65,300
11
Univ of C Florida
12.00
11
Valencia CF
91.11
12
Virginia Comm Univ
63,243
12
Ohio State Univ
11.47
12
CIES
90.93
13
Univ College Dublin
60,277
13
Loughborough Univ
10.94
13
Temple Univ, STHM
90.73
14
Johan Cruyff Institute
57,607
14
George Washington Univ
9.87
14
Univ of Liverpool
90.73
15
Univ of New Haven
55,500
15
Univ of Windsor
8.87
15
Univ of Central Florida
90.16
07.17 : SportBusiness International
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94
POSTGRADUATE RANKINGS : 2017
2 01 7
WHEN WILL DEVELOPING REGIONS MAKE THE GRADE?
Postgrad courses are becoming more common in markets such as China and India Links are being forged between schools in emerging and developed markets Schools in emerging markets must focus on commercial sports management
Students at Tsinghua University in Beijing will soon be offered the opportunity to study a postgraduate winter sports management course (Tsinghua University)
BY RICHARD MULLIGAN
A
quick check through this year’s top-40 list reveals the continuing dominance of North American and European schools at the top end of sports business academia. But notable institutions in other parts of the world are eager to elevate their standing in the sector, with emerging markets such as China and India taking fledgling steps. The two Asian countries with billionplus populations are becoming increasingly important to the sporting world. Now, almost a decade since China staged the 2008 Summer Olympics, one of its major schools is, quite literally, no longer willing to keep its ambitions in the sector on ice. With the Beijing 2022 Winter Olympics set to 07.17 : SportBusiness International
attract billions of viewers and turn over billions of dollars in revenue, the capital city’s Tsinghua University is in the process of introducing a postgraduate winter sports management course with an annual intake of 30-50 students. Nationwide initiative
Developed with the Polytechnic University of Turin, the course is now under the approval process of China’s Ministry of Education, but should be looked upon favourably by officials who have set up a nationwide initiative to engage 300 million people in winter sports over the next five years. With recent projections released by the government showing that the industrial scale of winter sports shoussld reach RMB 600bn (€78bn/$87bn) by 2020, Xueli Wang, director of the Center for Development of Sports
Industry at Tsinghua, told SportBusiness International there is growing demand for highly-skilled experts. “The market is in great need for these qualified people,” says Wang. “Lots of new arenas are under construction, and games and competition are being developed. “The whole industry is asking for the talents and we hope our course could be the leading programme in providing the best and most influential business leaders in China’s sports industry.” The winter sports course coincides with the opening of Tsinghua’s Center for Development of Sports Industry (TUDSI), which was built in response to China’s wider sporting ambitions. In a bid to ensure the quality of its research capabilities and academic offerings, Tsinghua has partnered
SPONSORED CONTENT : AISTS
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THE GRADUATE | FROM THE UNITED NATIONS TO A CAREER WITH WADA Ben Cohen, director of Wada’s (World Anti-Doping Agency) European office, describes how the AISTS (Académie Internationale des Sciences et Techniques du Sport) helped him on his current career path
A
s director of WADA’s European Office and International Federation Relations, Ben Cohen has one of the pivotal roles in sport. From the Maison du Sport International in the Olympic Capital Lausanne, the largest of WADA’s regional offices provides a broad range of support for international federations and European national anti-doping organisations equipping them in the fight for clean sport. It is a role he was appointed to only last year and one which he relishes. “The role involves being proactive in helping the federations to adopt the best anti-doping programmes possible but, of course, there is a reactive element because it is in the nature of the job that we come up against things you can’t control or anticipate and those are often the things which make it onto the front pages of the newspapers and across the media,” he says. The Lausanne native joined WADA from FIBA, where he had been head of governance and legal affairs for more than seven years and is the latest step in a wide-ranging career in sport which started at the United Nations Office of Sport in New York and has taken in a role at UEFA along the way. Cohen says that while a career in sport was always on his agenda, it was his experience at AISTS, the Académie Internationale des Sciences et Techniques du Sport, which broadened his horizons and capabilities and set him on his current path. Lausanne-based AISTS was founded in 2000 by the International Olympic Committee (IOC) and other various Swiss educational institutions to help ensure a flow of talent matching the needs of the ever-morecomplex and technical sports sector. Cohen had already qualified as a lawyer and was working for the UN in New York when he was accepted for a place on the AISTS Masters of Advanced Studies in Sports Administration and Technology programme and, while it was a big decision to leave the Big Apple behind, it was one he has never regretted. “After qualifying I specialised in sports law but the more transverse approach of AISTS introduced me to the broader aspects of sport from medicine to technology, management
“It is an amazing programme where I met people from all over the world with different interests and backgrounds” BEN COHEN DIRECTOR, WADA EUROPEAN OFFICE
and sociology,” he said. “I wanted to get a broader and more rounded perception and understanding of sport and being on the AISTS course taught me so much. “Being in Lausanne, at the heart of so much of the sports world, meant that, in addition to great lecturers, we had different experts talking to us nearly every day. “To have so many people with real operational experience at the highest level makes it truly unique. “But it is not only the staff and guest lecturers who are so important but the nature of the organisation and its network of universities in Geneva and Lausanne with the world-renowned EPFL, IMD and Ecole Hôtelière de Lausanne. These high quality academic partners are vital. “It is an amazing programme where I met people from all over the world with different
interests and backgrounds. The course itself and the people I met along the way have been so important for me.” In fact, one of Ben’s research projects, a study for the Council of Europe into the autonomy of sport and his Masters thesis on the governance of world football, got him noticed by UEFA and led to the offer of an internship and then a full role. “Carrying out projects which have real value for clients which are sports organisations is priceless as a student because you are doing something that really matters, learning skills and building your network,” he says. Cohen certainly believes that his experience at AISTS succeeded in providing him with the breadth of perspective and experience which has enabled him to develop his career in new ways and provides an interesting rationale for his move to WADA. “In the time I was at FIBA I saw it grow from a small office of 26 people near Geneva airport to the far bigger, modern and sophisticated organisation it is today,” he says. “In many ways my new role may not be seen as quite so sexy but I feel that it was the right thing to do to be involved in the fight for clean sport.” 1 07.17 : SportBusiness International
96
POSTGRADUATE RANKINGS : 2017
“The problem most developing countries confront is that the sport industry is taking shape rather than already established. In other words, jobs will be few in the short term as the industry evolves” DAVID SHILBURY, SPORT MANAGEMENT PROGRAMME DIRECTOR, DEAKIN UNIVERSITY
with Mark H. McCormack Department of Sport Management in the Isenberg School of Management at the University of Massachusetts Amherst, taking guidance from what Wang describes as “the best”. As well as offering assistance in the development stage, TUDSI faculty and students will in August spend five full days at UMass, discussing major sports business topics and embarking on technical visits to the region’s sports organisations. Strategic partnership
Steve McKelvey, associate department chair and graduate programme director in the McCormack Department of Sport Management, said that while future collaborations could include faculty members delivering guest lectures in China and online learning modules, the benefits will very much be mutual. “The strategic partnership will enhance our department’s understanding of emerging sport business issues in Asia-Pacific,” says McKelvey. “On Tsinghua’s end, it will also develop their faculty and students’ knowledge base of North American sport management research and application across topics such as sport marketing and consumer behaviour, leadership, sponsorship sales, negotiations, and agency/player representation. “Our McCormack Center for Sport Research & Education hopes to cultivate additional partnerships in the future, to help grow and mature the industry we serve.” The McCormack Department has also engaged in high-level dialogue with industry executives in India regarding potential education-based partnerships. In further links between Western institutions and emerging markets, EMLyon is now running sport programmes out of its new campus in Shanghai, while Business School São Paulo and Escuela Universitaria Real Madrid Universidad Europea are partnering on an MBA in Sports Management course. The International Institute of Sports Management (IISM) in Mumbai already offers a Master of Sports Management course that covers sports marketing, operations, strategic management and sports entrepreneurship. 07.17 : SportBusiness International
Wenlong Xu of China, Men’s Team Sprint Semifinals, Nordic World Ski Championships, 2013 (Mike Hewitt/Getty Images)
$87bn Amount the Chinese government wants the winter sports market to be worth by 2020
“Armed with a specialised business administration degree in sports management, we at IISM develop students who become the pivotal elements in sporting and entertainment events worldwide,” IISM says. According to Simon Chadwick, professor of Sports Enterprise at Salford Business School, it is “noticeable how many academics and students are now spending time with overseas institutions, in places like Qatar, Kazakhstan and India”. While “most impressed” by the progress made by many of the schools in emerging markets, Chadwick is concerned that courses are not sufficiently removed from exercise science. As well as noting a political rather than commercial focus within the syllabus in some nations, he has also identified two specific areas of improvement that should be targeted. “Firstly, they often do not fully embrace the specific nature of the markets in which they are delivered,” he says. “That is, they can be too generic, based upon a US or Western European view of sport. “Secondly, there is rather too much ‘me tooism’ in the world of sport education. Courses often simply appear as a homogenous mass. Programme developers need to be much more mindful of the need to innovate and create competitive advantage.” While “the early years of delivering sport management are difficult,” according to David Shilbury, sport management programme director at Deakin University in Australia, there are plenty of reasons to be optimistic. He notes the importance of students, teachers and leaders gaining experience in developed nations, but says that commercial opportunities and levels of sophistication within the country’s sports business sector will ultimately raise academic standards. “The problem most developing countries confront is that the sport industry is taking shape rather than already established,” says Shilbury. “In other words, jobs will be few in the short term as the industry evolves. “However, in some markets such as India, the industry is taking shape and graduates can grasp the opportunity to lead, or be pioneers in the field of sport management by contributing to its evolution.”
“FIFA Master” ranked Europe’s No.1 course in 2017 for a record 5th time by SportBusiness
POSTGRADUATE RANKINGS : 2017
99
CAREER PROSPECTS | SPORTS MASTERS GRADUATES EMPLOYMENT STATUS BEFORE BEGINNING COURSE (%) Overall
North America 0.7
1.9 9.4
4.1
1.8
20.5
4.5
Europe 3.3
10.5
2.8
7.9
5.4
21.1
19.4
7.9 11.6
14.7
13.1
26.0
25.3
25.5
18.6
23.2
21.0 1 Full-time employment in the sports industry
1 Student - other course
1 Self-employed within the sports industry
1 Part-time employed
1 Full-time employment or self-employed outside the sports industry
1 Student - undergraduate sports management
1 Unemployed
1 Other
EMPLOYMENT STATUS SIX MONTHS AFTER GRADUATION (%) Overall
4.2
1.7 1.5
3.3
4.0
North America
3.4 1.4
51.2
4.4
2.0
Europe
1.4 2.4
57.1
2.4 0.4
5.0
3.7 5.4
43.3
4.4
5.1
9.9
7.7
10.8
11.6
10.1 12.8
11.2
9.1
9.5
1 Full-time employment in the sports industry
1 Full-time employment in a non sports industry company but connected to sport
1 Internship within the sports industry that did not lead to a full-time position with the same company
1 Other
1 Full or self-employed outside the sports industry
1 Unemployed
1 Internship within the sports industry that led to a full-time position with the same company
1 Internship with a non sports industry company but connected to sport
1 Self employment within the sports industry
1 Enrolled on a full-time sports-related PhD programme
CURRENT EMPLOYMENT STATUS (%) Overall 2.2
4.2
5.5
North America
2.0
1.0
3.7 2.7
3.0
20.9
65.1
Europe 3.7
24.3
5.0
1.2 16.5
8.7
64.9
65.2
1 Enrolled on a full-time sports-related PhD programme
1 Self-employment within the sports industry
1 Full or self-employed outside the sports industry
1 Unemployed
1 Full-time employment in the sports industry
1 Other
Source: Data from the 2017 alumni survey, which was answered by those graduating in 2014
07.17 : SportBusiness International
