Mr Kiomars Ramezanlo, Dr Noshin Benar, Ms Fatemeh Saeedi,
Volume 12, Issue 23 (9-2022)
Abstract
The purpose of this study was to investigate the role of input sources, market position and creativity in creating a competitive advantage for sports businesses. This research was a descriptive-survey and in terms of practical purpose. The statistical population of this study consisted of managers of water sports recreational complexes in Tehran. To collect the data needed to test the hypotheses, a field method and a questionnaire were used. To obtain more confidence in the results, 80 questionnaires were distributed among managers in purposeful way in relation to the distribution of water sports complexes in five districts of Tehran province of which 75 questionnaires were analyzed. Findings showed that Input resources, market positioning and creativity power has a positive and significant effect on competitive advantage.
The results of this study are the purposefulness of the hybrid approach due to the ability to properly use input resources including human, organizational and financial resources, attention to customer capital and having competitive intelligence as creators and stabilizers in the market and also capital of innovation, information technology capability and knowledge management as the most important resources and elements in using creativity, they can bring a competitive advantage to businesses.
Mr Mostafa Mohammadian, Dr Noshin Benar, Dr Fatemeh Saeedi,
Volume 13, Issue 25 (9-2023)
Abstract
This study aims to identify the appropriate methods for the financial block as one of the four main elements of Osterwalder's business model. The present study is based on qualitative studies and Brown and Clarke (2006) theme analysis method. The statistical population of the research encompassed owners and adept managers specializing in sport tourism, as well as employees of diverse sections of sport tourism businesses in Guilan province. Fifteen individuals were chosen applying purposive sampling with the help of snowball and non-random techniques, the sampling procedure continued until the theoretical saturation stage was reached. This research has been carried by content analysis method and making use of Max QDA software. Findings indicate that the components of the financial block for this type of business include ten main dimensions and 27 sub-dimensions in 2 themes (theme) including, revenue model and cost structure. The cost structure also includes the cost of infrastructure facilities, the cost of tours, the cost of human resources and the cost of training and the revenue model also includes health and sports tourism services, facility rent, athlete certification, membership fees, and the use of apps and financial needs. Financial modeling from qualitative data analysis helps sports tourism business owners to make decisions in calculating situations and thus comparing different scenarios.
Mis Fatemeh Raeei, Dr Alimohamad Safania, Dr Abolfazl Farahani, Dr Hamid Ghasemi,
Volume 100, Issue 100 (10-2020)
Abstract
In the sports industry, there is significant potential for the emergence of startups. However, startups in this sector have experienced various challenges and fluctuations. Therefore, the purpose of this study is to examine the factors that contribute to the acceleration of Sports Startups. The research was conducted using a mixed-methods approach, involving the participation of sports business experts and scholars. Data collection was carried out through purposive sampling, employing in-depth interviews with these experts. The qualitative data obtained were analyzed using the thematic analysis approach. Additionally, the identified factors were ranked using the Analytic Hierarchy Process (AHP). The findings revealed the existence of six categories of accelerators for sports startups. Notably, strengthening and optimizing the value chain emerged as the most crucial factor among these categories. Consequently, to enhance the growth and development of sports startups, it is imperative to establish a well-defined value chain and actively work towards its reinforcement.
