First, the development of the basketball market in China
From the reform of basketball game system from 65438 to 0995, CBA league promoted the development of basketball-related industries. According to statistics, there were 1998- 172 games in Men's Basketball Team A in 1999, and the audience reached 620,000. Most of the attendance rate is above 75%, and some branches exceed 100%. This season's ticket revenue reached 1465438+ ten thousand yuan. 12 A club advertising revenue can reach 1.3 million yuan. From 65438 to 0998, chinese basketball association transferred the naming rights, promotion rights and 75% of the venue advertising rights of the men's basketball team A to the international management group as a whole, with an annual income of more than 3 million US dollars. The national 12 club title income exceeds 46 million. In 2000-200 1 season, 164 games were watched by 563,700 people, with an average attendance rate of 85%. The attendance rate was as high as 108% and the audience reached 53,300. In addition, the ratings of live television once ranked first in sports evenings. The consumption market of sports goods related to basketball is also on the rise. In consumption statistics, basketball ranks first among sports equipment purchased by universities, first in middle schools and eighth in primary schools. Every year, college boys buy sportswear in turn: sports shoes, basketball clothes; Sports equipment purchased are: basketball, football, table tennis, etc. Middle school students buy equipment in the following order: football, basketball and table tennis. Basketball ranks fifth among the sports equipment purchased by college students, middle school girls and primary school boys. The survey shows that 1998, the per capita consumption of residents' ornamental sports is 29. In 28 yuan, the per capita consumption of residents' physical fitness is 1 12. In 92 yuan, the average expenditure is 3 1. 29 yuan; Residents believe that the top three items of sports consumption should be focused on: football, basketball, swimming and so on. With the improvement of people's living standards, they have the consumption ability to watch high-level basketball games, which can be used as spiritual products to meet people's cultural life.
Second, the development of professional basketball market in China
(A) China basketball market problems in the development process
1. The market economy consciousness is backward and the market development is unbalanced. Many theoretical problems such as the connotation and classification of basketball industry, the relationship between basketball industry and basketball cause, the relationship between basketball industry and basketball market, the prospect of basketball market, the development focus of basketball industry and the position of government in basketball industry have not been completely solved. According to the data, only five clubs in 12a have specially hired managers as the general managers of the clubs, lacking management talents who know both basketball and management, which leads to the club's own imperfect system, unfavorable market development and poor operating efficiency. In the 1998- 1999 season, the economic income of the men's basketball team 12 club did not exceed $20 million, while the income of tickets, TV broadcasting rights and authorized products at home and abroad only exceeded $3.7 billion in the American NBA. As an industry, it should focus on the development and management of competition performance, fitness, entertainment and intangible assets, but in many clubs, it pays more attention to the development of competition performance market, but not enough attention to the development value of other markets such as fitness and entertainment, sports consumer goods and sports training services. Consumer products associated with CBA are far from meeting the needs of fans and the market. The development of the ball market is unbalanced. In areas with developed economy and culture and better basketball development, the ball market is more fierce, and the market competitiveness in economically backward areas is insufficient.
2. The marketing strategy of professional basketball lacks foresight and long-term. At present, the funds of CBA clubs mainly come from sponsors, and the relationship between organizers and sponsors is purely sponsorship, let alone mutual promotion. In the marketing process, clubs and enterprises pay more attention to the interest relationship and the cooperation is uncoordinated. NBA always promotes itself as a whole in marketing, while CBA is fragmented by clubs, lacking a unified marketing plan and communication and cooperation between business divisions. In cooperation with the media, the main media in NBA is TV. In addition to domestic cable TV networks, there are 109 national and regional TV networks and TV stations that regularly broadcast NBA programs around the world. At the same time, the professional level of TV broadcasting is very high, while the TV pictures exposed by CBA are too monotonous, the commentator's explanation level is not enough, and the report content is not rich enough.
3. Teenagers, as the main consumer groups, have not received due attention. In the United States, teenagers get subtle education through get-togethers with NBA stars, and establish a good public image among teenagers, which has greatly promoted the steady development of basketball in the United States. In China, due to the influence of "Seal Brand Strategy", many provinces, cities and places cut off I basketball teams and sports schools, which reduced the enthusiasm of young people to participate in basketball and caused a fault in the construction of basketball reserve talents echelon in China. With the booming basketball market, more teenagers are attracted to the stadium, but there are few opportunities to communicate with their favorite stars, which seriously affects teenagers' interest in basketball. In addition, basketball entertainment places that can stimulate teenagers' interest, such as low baskets, small venues and revolving basketball courts, are still far behind developed countries.
4. The imperfection of the current management system and institutions has affected the benign operation of China's professional basketball market. China's professional basketball league has gradually established a set of operating mechanism, but there is still a big gap with the requirements of modern enterprises. At present, it is still in the transitional stage from planned economy to market economy. The National Basketball Management Center organizes leagues, which are undertaken by local basketball associations and invested by clubs. Management means mainly rely on the administrative instructions and regulations of the basketball management center, combined with the form of consultation with the club. This decision-making mechanism has obvious administrative characteristics of planned economy, and its dynamic mechanism is insufficient, which affects the enthusiasm of club market development. From the aspect of management system, the basketball management center and the club have neither administrative subordination nor economic property rights in law; The property right of professional basketball league is not clear enough. Basketball management center holds the actual possession of the league on behalf of the government. The league is operated by administrative decree 10, and the club lacks the right to operate independently and is responsible for its own profits and losses. According to statistics, 30% of clubs have no organization and no legal affairs department. 65% of the general managers of clubs are sports professionals, lacking experience in market operation and management, and even ignorant of operation and management. The enterprises that jointly run the club have not really participated in the operation and operation of the club.
(B) the operating conditions of the professional basketball market
The commercial channels of professional basketball mainly include: tickets, TV broadcast, logo products, stadium management, sponsorship, advertising and so on. Among them, advertising accounts for 40%-50% of the club's income; Followed by TV broadcasting and logo product income, in the NBA finals, TV advertising costs as high as $300,000 every 30 seconds, and TV broadcasting costs account for about 30% of the club's income. China CBA league and market development is a form of cooperative development with international management groups. Starting from 1995, the international management group acts as the designated agent of CBA professional leagues, and cooperates twice in 1995- 1997 and 1998-200 1 year for three seasons. During the cooperation period, the TV broadcasting rights, naming rights and logo product rights of CBA league are all managed by international management group. The Basketball Management Center receives certain funds from the Group (1998-200 1 three seasons, US$ 3.2 million), which is mainly used for the transportation expenses of each team; The other part, as the China Basketball Development Fund, is led by the Basketball Management Center. Through several seasons' exploration and experience accumulation, in the 200 1-2002 season, the National Basketball Management Center hosted the CBA League, carried out exploratory development and operation of the basketball market, and did a lot of public relations measures, such as holding several press conferences every year, providing the CBA basketball website to the society, and broadcasting it live on CCTV twice a week,199965438+February. All these have promoted the industrialization of the basketball market. However, there are also problems of support: first, the club is still waiting for fans to come to the door at the ticket seller's side, so it relies heavily, lacks market research and has few sales channels; As for TV broadcasters, in order to meet the needs of stadium advertisers and earn advertising fees, the club has to pay the TV station the service fee for the broadcast fee when asking the TV station to broadcast the game.
(3) The management and restraint mechanism in the professional basketball league is gradually improved.
After seven years of exploration, the League has gradually established and improved relatively perfect laws and regulations. In1Regulations on the Management of Clubs of China Basketball Association promulgated in June, 1995, basketball clubs are defined as sports groups engaged in basketball, which must be registered with local civil affairs departments, and are social organizations with independent legal personality or local industrial and commercial administrative departments. At the same time, economic entities with independent legal personality stipulate that basketball clubs must be registered or put on record in CBA, obey the leadership and management of CBA, and abide by the articles of association, organization and articles of association of CBA. Subsequently, the "Regulations on the Transfer Management of Players in the Basketball Team of Queguo Basketball Association Club" was issued, which guaranteed the legitimate rights and interests of the team and athletes and promoted the rational and effective flow of athletes. In order to maintain the health and order of China's basketball market and prevent the occurrence of copyright infringement and market chaos, the Regulations on Logo Marketing of Basketball Team Players of Chinese Basketball Association Clubs and Basketball Teams of Registered Clubs were promulgated, which stipulated the scope of commercial activities and the way of profit distribution allowed by athletes and clubs. 1On September 8th, 999, the National Regulations on Punishment of Basketball Competition (Discussion Draft) was promulgated, which is of great significance to ensure the smooth and orderly progress of basketball competition, prevent violations of sports ethics and protect the legitimate rights and interests of our athletes, coaches, referees and staff. In order to prevent some star players from overcharging, solve the labor-capital contradiction, standardize the distribution system of the national men's basketball club and establish the normal labor-capital relationship of the club, the income measures of the men's club of China Basketball Association (Walker) were promulgated on June 5, 1999 10. These laws and regulations have played an important role in ensuring the rationalization and standardization of the behavior of economic subjects in China's professional basketball market and ensuring the normal operation of professional basketball leagues.
Third, China basketball market development strategy
1. Respect the survival and development law of the basketball market and overcome blindness. The development of basketball market, like other industries, is restricted by many social factors. Only by ensuring a management system that adapts to market rules and meets the diverse needs of fans and spectators can we improve the high quality of competitive products and attract more consumer groups.
2. The establishment and development of basketball market should be combined with the national conditions of China. The development level of social economy determines the development direction and overall development level of basketball industry. The basketball market must highlight the word "benefit" and adhere to the combination of economic benefits and social benefits. Guided by state regulation, relying on the society, going to the market, forming the ideological system of the transformation of government functions from) H industry to "managing industry".
3. Actively develop and cultivate the basketball market on the basis of vigorously developing mass basketball. In the process of cultivation, we can learn from the successful experience of NBA and the advanced achievements of other international markets, and absorb and digest them selectively.
4. Strengthen the training of basketball talents to meet the needs of the development of the basketball market. For example, in sports colleges, it is necessary to strengthen the training of sports economic work and sports management talents, and build and strengthen the discipline of sports economy and management; Set up sports industry classes to improve the management quality and level of the existing basketball industry departments. Strengthen the awareness of market economy, introduce talents who know how to operate, manage and understand basketball, and establish long-term and systematic marketing strategies to meet the needs of market economy development.
5. Further strengthen the construction of sports laws and regulations, improve the management system, establish a complete management organization, strengthen the concept of legal system and improve the restraint mechanism; The government should formulate laws and regulations related to leagues to protect the legitimate rights and interests of clubs, coaches and athletes. Such as club registration, rights and obligations, income distribution, player selection, transfer, salary system, contract signing, etc. , make clear provisions, so that there are laws to follow and rules to follow.
6. Pay attention to teenagers as a consumer group. Through primary and secondary schools and college leagues, we will develop distinctive consumer goods, organize interesting basketball activities, stimulate young people's interest in basketball, tap their potential, and promote the development of the ball market and basketball.
7. According to the history and reality of unbalanced economic, cultural and sports development in China, the basketball market will gradually transform from imperfect to perfect and mature. Focus on the large and medium-sized cities with relatively developed economy and culture in the eastern coastal areas, and gradually develop to large and medium-sized cities in the central and western regions, and even spread to rural areas. In areas with poor market, we should focus on cultivating, stimulating and promoting market development with corresponding special policies.
8. Establish professional basketball management system suitable for China's market economy system, such as professional basketball league. It is suggested that the Basketball Management Center and Club A form a professional basketball alliance, in which the Basketball Association shares in the form of intangible assets, and 12 Club A invests the same amount of money to form a joint-stock professional alliance. League matches should be relatively independent of government functions, and it is an operating organization that bears the same interests of all basketball clubs. It should protect the interests of investors, be conducive to the democratization and scientific decision-making, make investors the real masters of the alliance, and mobilize the enthusiasm of investors to the maximum extent; As a basketball management center, we should create a fair competitive environment and necessary conditions for the formation and development of the basketball market, effectively supervise the market, standardize and maintain the market order, and strive for the government's preferential policies in taxation and financing.
Four. Main conclusions and recommendations
1. The basketball market in China is still in the primary formation process, and market development is a long-term and arduous systematic project. By expanding the increment of marketization and strengthening the degree of basketball marketization, a market operation system in line with China's national conditions will be established.
2. Take various measures and cooperate in many ways to develop the commercial resources of the basketball market; Establish a new basketball talent training system, improve the quality of basketball competition products by improving the level of athletes' training and competition, creating a stadium atmosphere, and providing a variety of comprehensive "river crabs".
3. Constantly expand the consumption demand of basketball market, further open tickets, develop TV broadcasting rights, logo products, sponsorship, advertising and marketing channels, vigorously build CBA professional league brands and shape stars, thus stimulating basketball consumers' interest in basketball, expanding the basketball market and increasing their competitiveness.
4. Strengthen the relationship among the stadium, the press, clubs, spectators and entrepreneurs, actively and reasonably solve the contradiction of their respective interests distribution, and vigorously develop the basketball market.
5. Establish a "multi-channel training and multi-level selection" basketball reserve talent training system, take the school as the training base, give full play to the advantages of scientific research and intelligence, implement paid training, export to the society with compensation, and take the road of combining learning with training.