Academic literature on the topic 'New Zealand Cricket Team'

A challenge for New Zealand cricket is identifying and retaining fast bowling talent. A methodology is described for determining individuals with a greater propensity to play test cricket for New Zealand, based solely on youth performances. Analyses were conducted on data from New Zealand youth test matches contested between 1986 and 2008, with subsequent selection for the test team as the dependent variable. Given the presence of collinearity and complex interactions amongst the variables, a regression tree technique was utilised, which ensured a pragmatic solution. After pruning, the regression tree indicated that average strike rate and average balls bowled per innings were key determining factors of future selection. Youth bowlers that had high workload (high average balls bowled) and high efficacy (low strike rate) accounted for 11/14 of those that went on to play test cricket for New Zealand. Interestingly, a further 2 of those 14 represented New Zealand in winter sports. Importantly, these results align with previous insights derived in literature. Extending this framework further enables the probability of playing test cricket for each individual to be determined by fitting a regression model to the regression tree residuals. This serves as a useful ranking system.

Subject area Marketing, Sports marketing and Social media marketing. Study level/applicability Graduate level. Case overview This case, based on field research and multiple secondary sources, documents the 12-month period since early 2014 during which Cricket South Africa (CSA) developed the Protea Fire brand for their national men’s cricket team, known as the Proteas. In mid-2014, Marc Jury, the Commercial and Marketing manager of CSA set up a project team to take the previously in-house Protea Fire brand public. With the 2015 Cricket World Cup in Australia and New Zealand less than a year away, Jury worked with a diverse project team of Proteas players, cricket brand managers and external consultants to build a public brand identity for the national team, to nurture greater fan affinity and to mobilize South Africans behind their team for the World Cup. The project team developed a range of Protea Fire multimedia content as the core of the campaign. These included video diaries, scripts which were written by the Proteas players themselves, player profile videos, motivational team-talk videos and good luck video messages featuring ordinary and famous South Africans. Having invested in creating this content, the project team faced the difficult task of allocating a limited media budget to broadcast and amplify the content. Another significant challenge was to ensure that the Proteas team values were authentically communicated across all content, including via the social media strategy using Twitter, Instagram and YouTube. As the World Cup tournament kicked off on February 14th 2015, South Africa was well placed to overcome their previous inability to reach a final, although Jury wondered whether another exit in the knockout round would weaken the strong and positive emotions the Protea Fire campaign had ignited. With the last two balls remaining in South Africa’s semi-final game against New Zealand on March 24th 2015, and the home team requiring just five runs to win, Jury joined 60 million South Africans hoping that Protea Fire was strong enough. The case concludes with South Africa losing the semi-final game and Jury turning his attention to how the #ProteaFire campaign should respond. Expected learning outcomes This study aimed to analyse the development of a sport team brand and a megaevent campaign; to assess the efficiency and effectiveness of a marketing campaign; and to consider appropriate brand responses to the team’s failure to deliver on expectations. Subject code CSS 8: Marketing.

The study examined the independent board structure adopted by New Zealand Cricket (NZC) and issues of board process including board roles, calibre and structure. Data collection consisted of in-depth semi-structured interviews of NZC senior management/board members, supplemented by archival document review and analysis. The findings, although not generalisable across the whole non-profit sport sector, supported the literature on the roles and calibre of board members in an independent board structure. Due to increasingly professional operations and growth of commercialisation in sport, expertise in commercial aspects was noted as required. Given the majority of non-profit sport organisations’ federated structure, collaborative governance theory appears to be an area of future research when evolving from a delegate to independent or hybrid governance model.