A multi-stage exploration of social media strategy in professional sport: The case study of the New Zealand Breakers
Bruffy, Katherine; Scott, Olan; Naylor, M.
Date
2013Citation:
Bruffy, K. C., Scott, O., and Naylor, M. (2013). A multi-stage exploration of social media strategy in professional sport: The case study of the New Zealand Breakers. Paper presented at Sport Management Association of Australia and New Zealand Conference, Dunedin.Permanent link to Research Bank record:
https://hdl.handle.net/10652/2888Abstract
The social media problem : social media is everywhere in sport, how do we (Breakers) get better?
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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.