The purpose of the study is to ascertain whether sport organizations which outsource ticket sales force management outperform sports organizations which manage their ticket sales force internally, relative to ticket revenue and attendance.,Thirteen years of ticket revenue and football attendance data were collected for National Collegiate Athletic Association (NCAA) Football bowl subdivision (FBS) Division I Athletics Departments (n = 126), as well as data on whether the organization employed an external (outsourced), internal or no ticket sales force. The number of salespeople employed was also captured. Within-subjects, fixed effects regression models, which included several control variables such as number of home contests, prior season attendance, team success and population, were run to assess the relationship between sales force type and both ticket revenue and attendance, for one year, two years and three years after sales force establishment.,All models were significant. While both internally managed ticket sales forces and those managed by outsourced firms saw significant increases in ticket revenue (compared to not employing a sales force), internally managed departments outperformed third parties. In addition, departments utilizing outsourcing companies reported lower attendance for the first two years after outsourcing, but attendance differences were negligible by the third year of outsourcing.,The results of the study provide data to help sport managers determine whether outsourcing sales functions within an organization will lead to greater ticket revenue and/or attendance.,While several sport management studies have examined the decision-making process of outsourcing organizational functions, no prior studies have examined the financial implications of doing so.

中文翻译：

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考察票务销售人员外包管理的影响

该研究的目的是确定相对于门票收入和出勤率而言，外包票务销售人员管理的体育组织是否胜过在内部管理票务销售人员的体育组织。对国家大学收集了十三年的票务收入和足球出勤率数据田径协会（NCAA）足球碗分部（FBS）第I田径部门（n = 126），以及有关该组织是否雇用外部（外包），内部或无票务销售人员的数据。还聘用了销售人员的数量。受试者内部固定效应回归模型，其中包括几个控制变量，例如主场比赛的数量，上赛季的出勤率，团队的成功率和人口，在销售团队成立后的一年，两年和三年中，对销售团队类型与票务收入和出勤率之间的关系进行了评估。所有模型都很有意义。尽管内部管理的机票销售人员和由外包公司管理的机票销售人员的门票收入均显着增加（与不雇用销售人员相比），但内部管理部门的表现要优于第三方。此外，利用外包公司的部门报告外包后的头两年出勤率较低，但到外包第三年的出勤率差异可以忽略不计。研究结果提供的数据可帮助体育经理确定组织内外包销售职能是否有效将导致更多的门票收入和/或出勤率。