NASCAR Marketing Plan: New York

Dr. LuSES 5334/22/08

Andy HavensBlake Rizner

Table of Contents

I. Executive SummaryII. Background

MissionVisionProductCompetitive EnvironmentObjectivesConclusion

III. Target MarketsMarket DemographicsMarket NeedsMarket Trends

IV. Market ForecastMarket GrowthTarget Market GrowthConclusion

V. SWOTStrengthsWeaknessesOpportunitiesThreatsConclusion

VI. Marketing StrategyMarketing ObjectivesFinancial ObjectivesTarget MarketingPositioningStrategy PyramidMarket ResearchConclusion

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VII. Marketing MixProductPricePlace PromotionPublic Relations

VIII. Marketing BudgetIX. Sales ForecastX. Implementation / Controls

XI. References

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I. Executive SummaryOver the past few years NASCAR has been trying to develop a race track on Staten Island in New York

City. Many concerns about traffic issues and budget concerns have drawn controversy, but now building

a track on Staten Island has become more realistic. Surveys have been conducted and reveal more

acceptances to NASCAR from the local community. Here at the Staten Island Race Management Team

we are dedicated to bring the NASCAR experience to the great state of New York. Located on the

borough of Staten Island, our company will bring out the very best of the community and help to further

create an even greater city. Our slogan is “the race is on” assuring people that NASCAR is here and is

here to stay, so get ready for a great experience. We hope to provide a great and memorable experience

for the fans while providing revenue for the local community.

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II. Background

Mission

“The NASCAR community is built on a shared passion for a sport unlike any other. With over 75 million

fans, we want our sport to look like America and attract the best talent and the most dedicated fans in

the world."

Vision

“To provide customers with the best entertainment experience racing has to offer and be the leader and

innovator in the sport and entertainment industry.”

Product

The product offered is actually the physical location of the Staten Island Race Track and sounding

attractions. The purpose of the race track is to bring s new experience to the city while generating more

profit and revenues for the locals and the sport. Extensions of the product would include memorabilia

such as shirts, hats, race day giveaways, and NASCAR posters.

Competitive Environment

NASCAR lies within the competitive environment that contains leisure and entertainment products or

services that are both sport and non-sport related. Competition for consumer’s discretionary income is

fierce and has only increased due to the current less favorable economic conditions. Within the

segment of sport entertainment NASCAR is not only in direct competition with other racing events, such

as the open-wheeled Indie car series, but with other sport entities such as the NFL, MLB and the NHL.

To compete in this category sport organizations are continually trying to enhance their product offerings

to appeal to a larger population and enhance the total product and experience.

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III. Target Markets

Market Demographics

The U.S. Census Bureau conducts a nationwide census every 10 years. The last census was conducted in

the year 2000. From 1990 to 2000 the population of the United States increased by a record breaking

32.7 million people. Of that 32.7 million New York accounted for 684,000. This 684,000 increase

represented a 26.7% rise in New York’s total population bringing it to 18,976,457. This puts New York in

the top three most populated states along with California and Texas respectively. When considering

metropolitan areas with a total population of 5,000,000 or more, New York-Northern New Jersey-Long

Island, NY-NJ-CT-PA ranks first holding 29.9% share of the total population of metropolitan areas. This

means that New York and the surrounding areas have a large, as well as dense population making it an

attractive environment to offer products or services.

Age

The median age of the New York population was 35.9 years old. Of the ten largest cities New York has

the highest median age. However, 75.3% of the population is 18 and older while only 12.9% of the

population is 65 and older. This means that although New York has a large population it is on average

an older population when compared nationally.

Gender

In New York, 48.2% of the population is male and 51.8% is female. When compared nationally male’s

make up slightly less and female’s make up slightly more of the population in New York. However, when

looking at the percent change in gender from 1990 to 2000 the male population increased by 6% while

the female population increased just slightly less with 5%. This means that while the female population

is slightly higher when compared to other states, the male population is growing and slowly catching up

to national averages.

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Race

New York’s population is predominantly White accounting for 61%. The next largest group is black or

African American which makes up 14% and is followed closely by Hispanics who account for 13% of the

population. In places with populations of 100,000 or more, New York had the largest White population

with over 3.8 million.

61%14%

5%

13% 7%

White Black or African AmericanAsian Hispanic

Education

When looking at the level of education we consider those who are 25 years of age or older. In New York

84.1% of the population has obtained a high school degree or higher. The State ranks tenth in the

nation for individuals who have obtained a Bachelor’s degree at 31% of the population. This means that

the population is on average a higher educated population.

Income

The median household income for New York is $51,384 per year, which ranks 14th in the nation. The

median family income is $61,138 per year. The percentage if individuals living below the poverty line in

New York currently stands at 14.2%, which is slightly higher than the national average of 13.3%.

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Median Household Income by County: New York

Employment

As of March 2008 the unemployment rate for the state of New York was 4.8% reported by the Bureau of

Labor Statistics. This is below the national rate of 5.1% posted during the same period. This

unemployment rate has stayed below 5% in New York for the last three years. This means that New

York has a stable economy and is resilient in the face of macro economic conditions.

Marital Status

As of 2000 53.3% of males and 47.1% of females were married in the state of New York. These numbers

fall below national averages by 8.4%. This means that New York’s population is comprised of more

single people than average.

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Language

Of the population in New York, 28% speak a language other than English at home. This is much higher

than the 17.8% national average. Of all foreign languages spoken at home Spanish is the most popular

in the Northeast with 4.5 million people speaking the language.

All Other Languages

Asian and Pacific Island Languages

Other Indo-European Languages

Spanish

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5

Non-English Languages Spoken at HomeRegion: Northeast

Millions

Market Needs

According to Maslow’s Hierarchy of Needs, after physiological and safety needs are fulfilled, the third

layer of human needs is social. This psychological aspect of Maslow's hierarchy involves emotionally-

based relationships in general, such as friendship, intimacy, and family. Humans need to feel a sense of

belonging and acceptance. This sense of belonging can come from a large social group or small social

connections. NASCAR’s goal is to offer a product that fulfills the third most important human need by

providing a large social group to which people can associate themselves with. Consumers will benefit

from product usage in a number of ways including:

Socialization

Entertainment

Social Bonding

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Immediate Acceptance

Satisfying these needs in a fun and exciting way at a reasonable price will provide customers with a

tremendous value in fulfilling this need.

Market Trends

The top six marketing trends that are and will affect NASCAR include:

The Merging of Sports and Entertainment

With the advancement of sport marketing we have seen sport evolve from national pastimes to big

business entertainment. Professional Sport has become an entertainment machine that competes head

to head with all other forms of entertainment. The arena of competition has become the stage and the

athletes have become the stars. An example of this can be found in the explosion of product extensions

such as music, in-game entertainment, half time shows, dance/acrobatic teams, and many other forms

of creative programming delivered to the audience to increase their level of entertainment.

Corporate Marketing

As shown in the graph below the business of advertising is seeing immense change in the industry.

Corporations have shifted away from traditional methods of advertising and have begun to market their

products or services through the use of sponsorship. Since we know that 66% of sponsorship dollars are

allocated to sport, this has an increasing impact on sport business. Since NASCAR is one of the highest

grossing sport entities in regards to sponsorship this is a trend they will have to monitor closely. One of

their biggest challenges is to continue to increase sponsorship revenue without diluting the value.

Annual Growth of Advertising, Sales Promotion, and Sponsorship

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Digital and Web Content

Keeping consumers engaged and connected is essential in moving consumers towards heavy users on

the escalator of involvement and consumption. The increase use of digital and web content is essential

in keeping consumers engaged and connected. As society transforms toward being more technological

and information driven, NASCAR must satisfy that need by providing easily accessible information in

multiple formats. With their partnership with Turner broadcast media, NASCAR has done a great job

thus far on providing customers what they demand. However, it is important to stay proactive in an

industry segment that changes at such a high pace.

Increased Number of Media Sources

As we move into the digital age consumers are becoming much more aware and creative about how

they consume different forms of media. The number of media sources now available to the consuming

public has grown from three or four to almost countless. Where people used to get their news and

information from print, radio, and TV, they now get it from blogs, podcasts, YouTube, chat rooms, and

many more. To ensure that consumers are receiving the correct information regarding NASCAR and its

brand, special attention must be paid to emerging media sources.

People Brands

In the last decade the importance of branding has come to the forefront in the minds of marketers. A

new phenomenon that has been unique to sport in the area of branding is the emergence of “People

Brands.” Sports stars such as Michael Jordan, David Becham, and Tiger Woods have developed

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personalized brands unique to own likeness. This provides consumer not only a connection to a specific

sport but a personality within that sport as well. It is in the best interest of NASCAR to develop

personalities such as Dale Jarred, Dale Earnhardt Jr., Bobby LaBonte, as well as others to provide the

customers the opportunity to associate and align themselves with their favorite personality.

Globalization

As the speed of information and travel increase we are seeing a shrinking effect of the globe. With an

immense number of new markets and a growing number of consumers worldwide, the rewards for

global expansion are immense. It is important for NASCAR to have the foresight to begin a relationship

with consumers abroad.

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IV. Market Forecast

Market Growth

It is important to ensure that product of NASCAR will continue to flourish in the New York area, now and

in the future. To assure these desired results come to fruition, the organization needs to make sure that

the market in which they wish to enter has the potential for growth.

To determine this potential we have looked to the Census Bureau and found predictions in population

change for the Middle Atlantic region from 2000 to 2030. When we look at these projections we find

that the market is predicted to grow but at a very small rate. The area with the greatest potential for

growth is New Jersey with a 16.5% increase in population expected between 2000 and 2030. Because

this is such a large market with a dense population there should not be much cause for concern about

the minimal amount of projected growth. Yes, some other areas have much higher levels of projected

growth; however these areas are not already densely populated like the Middle Atlantic Region.

Change in Population in the Middle Atlantic Region

 Numerical change

2000-2010

Numerical

change 2010-2020

Numerical

change 2020-2030

Numerical change

2000-2030

Middle Atlantic 1,374,529 779,519 222,144 2,376,192.New York 467,215 133,248 -99,491 500,972.New Jersey 603,881 443,404 340,805 1,388,090.Pennsylvania 303,433 202,867 -19,170 487,130

% Change in Population in the Middle Atlantic Region

 

Percent change 2000-2010

Percent change 2010-2020

Percent change 2020-2030

Percent change 2000-2030

Middle Atlantic 3.5 1.9 0.5 6.0.New York 2.5 0.7 -0.5 2.6.New Jersey 7.2 4.9 3.6 16.5

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.Pennsylvania 2.5 1.6 -0.1 4.0

Target Market Growth

As we know the target market for NASCAR consists of:

38% female/ 62% male 38% w/college degree 18% retired/unemployed; 10% part-time; 72% full time Average age between 25-44 years old 64% married

When considering the graph below we find that the target age demographic for New York is projected to maintain a consistent level of around 2 million from now until 2030. While we see no major signs of growth in this area there are still a large number of potential customers in this target age range without any signs of shrinking.

2000 2005 2010 2015 2020 2025 20300

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

Projected Populations of Selected Age Groups: New York

5-13 Years 14-17 Years 18-24 Years25-44 Years 45-64 Years 65 Years and Over

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Potential customers in each market segment are expected to grow more so than the category of age.

Signs of this can be found in the market analysis table.

Market Analysis of Potential CustomersCustomer Growth 2010 2015 2020 2025 2030Weekend Getaway Customers

13% 21,032 22,142 23,476 24,932 26,349

Tourist 9% 10,985 12,014 12,834 13,573 14,111Local Community 11% 13,251 13,944 14,722 15,532 16,029Total 33%

Conclusion

In conclusion we see that there is a sufficient amount of potential growth in this market to more than

support the introduction of NASCAR events. If NASCAR was able to attract even only 2% of the current

population of New York that would still give them and attendance of 380,000 people, far surpassing the

80,000 seat capacity of the proposed track in Staten Island.

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V. SWOT

Strengths

The organizational strengths of NASCAR include:

NASCAR Brand Finical Health Sound Business Practices World Class Events Web Presence Professional Personalities Fan Base

Weaknesses

The organizational weaknesses of NASCAR include:

Product Dilution Sponsorship Dilution Undesirable image

Opportunities

The industry opportunities for NASCAR include:

Increased Corporate Interest Access to World Business Centers Large / Dense Population of Potential Customers Access to Large Hispanic and African American Populations Tear Down Stereotypes Increase Popularity Development of Young Fans

Threats

The industry threats for NASCAR include:

Image / Lifestyle Clash Intense Competition Political Opposition Area Constraints / Costs

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Conclusion

In conducting a SWOT analysis for the Staten Island Project we are able to evaluate the potential benefit

of moving into this unique market. As we know, NASCAR has proven to be a top performer in the

industry with many strengths and few weaknesses. In the organizations current position they are poised

to maintain an offensive position in the market using their strengths to go after opportunities while

staving off threats. For example, in this new market of “Big Business” NASCAR can take advantage of

this situation by using their strengths of having a great brand with one of the largest, most dedicated fan

base in the world to develop new partnerships and business opportunities in one of the top economic

centers in the world. NASCAR can also use its strength of professional personalities such as Juan Puablo

Montoya to open up and expose that Hispanic market.

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VI. Marketing Strategy

Marketing Objectives

The main marketing objectives for this project include:

Create positive awareness of the NASCAR product in the NY market

Increase Fortune 500 Sponsorship by 1%-1.5% (22million)

Reach maximum attendance of 80,000 for each end every event in Staten Island

Increase sales of ancillary products 6%

Increase avidity levels in the male and female 18-24 age range

Obtain a 10% first year and a 2% increase share of the New York area market every subsequent

year

Financial Objectives

The finical objectives for NASCAR in the New York Market include:

Increase revenues by 10% over the next 5 years

Obtain a 10% first year and 2% increase share of the New York area market every subsequent

year

Increase profit margins by 5%

Stable earnings during periods of recession

Situational Analysis

Entering the New York market exposes NASCAR to may new situations never before encountered by the organization.

Issues Exclusive Traditional

Opportunities Economic Center Business Partnership Image Transformation

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Trends Social Business

Competitive Analysis

Competition in this region is very high due to the large amount of sport and non-sport entertainment

options. These include but are not limited to:

Professional Sports NFL

o NY Jetso NY Giantso Buffalo Bills

MLBo NY Yankeeso NY Mets

NBAo NY Knickso NJ Nets

NHLo NY Rangerso NY Islanderso NJ Devils

MLSo New York Red Bulls

College Sports Syracuse St. Johns NYU Fordum University Cornell University

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Target Market

Groups of individuals to whom the sport of NASCAR could be successfully promoted to include:

Demographics 38% female/ 62% male 38% w/college degree 18% retired/unemployed; 10% part-time; 72% full time Average age between 25-44 years old 64% married

Psychographics Social class Values Lifestyles

Product Benefit Thrilling Association Status Entertainment

Product Usage Heavy

o Season ticket holders Medium

o Individual event ticket purchasers Light

o Recreational sport consumers

Positioning

The NASCAR product must be redesigned to capture a special place in the mind of our target consumer

in the New York area. With so many forms of competition, NASCAR must differentiate their product and

position it differently than its competitors.

In its nature the sport itself is unique in many aspects with regards to the traditional field and ball

sports. However, with such deeply rooted historical and traditional ties to these long-established sports,

NASCAR will have to fulfill the need for a unique sporting / entertainment experience.

To accomplish this NASCAR should position itself within the New York market in such a way that

accomplishes differentiation. This unique positioning will be accomplished by customizing the elements

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of Product, Price, Place, Promotion, and Public Relations. These elements of the Marketing Mix are

explained in detail in section VII of this marketing plan.

Strategy Pyramid

Marketing Team

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StrategyDrive New Business

and CultivateRelationships

TaticsAdvertising

Personal SellingPablicity

Sales Promotion

ProgramsTV, Print, Radio, Internet

Coporation, Grassroots, CommunityClinics, Contests, Press Relses

Ticket Packeges, Sponsor Promo, Discounts, Cupons

Due to the size and the scope of both the market and this marketing plan, it will need to be

implemented by a team a skilled marketing professionals. Here is our proposal:

Tactical Timeline

The timeline for which we will use to ensure proper implementation of this plan is as follows:

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VP Marketing

Regional Director

Corporate Partners

Corporate Sales

Corporate Sales

Grassrouts

Street Team

Community

Community Team

Research

Community Intorduction

Develop Corporate Partners

Increase Brand Awareness

Impliment Marketing Plan

Evaluate

Market Research

To determine changes in this specific market over time our focus should be on conducting regular

narrow studies. These studies should include:

Customer Surveyso Avidity Levelso Behavioral Patternso Buying Patterns

Market Surveyso Positiono Growth

Market Reportso Competitiono Market Shareo Trends

To deliver a product the customer will love we need to know exactly what they desire. We will do our

best to obtain this information through quantitative, qualitative, and CRM driven studies. To maintain a

high level of awareness concerning the competitive environment we compete in we must obtain as

much information as possible. We will achieve this through market surveys and market reports.

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VII. Marketing Mix

Product

The product offered is actually the physical location of the Staten Island Race Track and sounding

attractions. The purpose of the race track is to bring s new experience to the city while generating more

profit and revenues for the locals and the sport. Extensions of the product would include memorabilia

such as shirts, hats, race day giveaways, and NASCAR posters.

Price

NASCAR will continue the tradition of pricing tickets according to race venue and prestige. Since Staten

Island’s economy continues to grow and is a small borough with a big city feel, prices for the Staten

Island Race will be slightly higher than other races prices. Pricing for admissions is based on three

factors; the pricing of other races in similar markets, pricing of competing venues within the city, and

what the race and bring and add to New York City. It is very important the value of the product relates

closely to the value of the price, in other words our customers get their money’s worth

A Similar race such as UAW Dodge 400 in Las Vegas sells tickets ranging from S105 for basic tickets to

$275 for higher end luxury sitting. This is the price range that the Staten Island Race would be looking to

sell, due to the fact that New York City is a big vacation and tourist location just like Las Vegas. Below is

a price chart for the 2009 UAW Dodge 400 Race

2009 UAW Dodge 400 NASCAR Tickets

UAW-DaimlerChrysler 400 Race · 3/01/09

Section Rows 1-10Red

Rows 11-27White

Rows 28-49Blue

All Rows

Section 1 or 3 $105 $165 $210 -

Section 2 $160 $155 $220 -

Section 4 -- $115 $165 -

Earnhardt Terrace - - - $275

Petty Terrace - - - $275

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New York City is well verse in the sports that it offers. Most sport fans view New York as accountable for

producing some of the best sports teams in the world. This will be no different for the Staten Island

NASCAR Race. With this in mind it is imperative that the race also prices its admissions by the same

standards and reasoning as other teams found in New York do. All sports and teams located in New York

City have their admissions priced relatively high compared to the average. This is due mainly to the

prestige of many of the teams located in New York as well as the amenities the city has to offer. This is

also something to consider when setting a final price for the Staten Island NASCAR Race

The race will also bring added value to the city. A new market will encompass the city and NASCAR fans

will be eager to explore what New York City has to offer. With all of appropriate aspects examined and

taking into consideration that it would be the first year of the race The Staten Island Race Management

Team finds it suitable to have a price range from $100 to $ 300 dollars depending on the seats.

Place

The Staten Island Race Track is the largest sports facility proposed for New York City in recent years. The

track would seat 80,000 fans, watching cars race around a track three-quarters of a mile long, near a

new 620,000 square foot retail mall on a 675-acre site. The site is a former BATX oil tank farm located off

the West Shore Expressway, south of the Goethals Bridge in Bloomfield, Staten Island. The location is

the largest vacant industrial property in New York City. Building a track on this area would revitalize the

west shore, but most importantly turn waste land into useful profitable land.

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Promotion

Through a promotions campaign, The Staten Island Race Management Team will promote the tack and

NASCAR heavily. A campaign will be focused on the phrase “the race is on” due mainly in part to New

York Cities fast pace life style, and determination to be the best. An in-depth advertising campaign will

launch the news of the Staten Island Race Track and get fans excited for opening day. Advertisements

will be placed in the New York Times, the Daily News, and the New York Post. $100,000 for 6 mounts of

advertisements would be allocated to pace half page ads in the sport sections of mostly the Daily News,

New York Post, and the Gotham Gazette (Staten Island’s local paper). Research shows that those who

are mostly likely to attend a NASCAR event are also more inclined to read the Daily news or the New

York Post. Advertising in the New York Times will create national exposure.

A majority of advisements will be launched via the web and television commercials. Another $100,000

would be given by NASCAR as well as collected from the Staten Island Race Management Team. This

would cover 3 mounts of 30 second ads on television as well as web presence on ESPN.com,

NASCAR.com, and sports illustrated .com. Publicity will be sought forth through promoting on city

billboards and taxi cab, bus, and subway signage. $40,000 dollars will be spent advertising on the ground

level, i.e. subways, busses, and billboards. A majority of advertisements and promotions will be targeted

to fans of other sports. Yankees games and Knicks games are perfect opportunities to promote the race

and hand out free promotions and media kits.

Public Relations

Most of the public relations efforts will be focused on community involvement. Since the idea of building

a track in Staten Island has steered up some negativity, it is important for The Staten Island Race

Management Team as well as NASCAR to have a presence in the community. Appearances from NASCAR

drivers as well as NASCAR executives throughout the City will increase awareness. Charity events and

fund raisers for local schools and youth leagues will gain the much needed support from residents.

NASCAR drivers will be scheduled to make local appearances once a month at other sporting events,

parties, and museums. Community events such as park restorations, youth league fundraisers,

marathons, parades, and city cleaning events will be held once a month until opening day.

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VIII. Marketing Budget

Line-Item Budget

Our marketing budget is based on ours company’s goals and objectives the schedule we have set to

meet these goals. Our research team has also examined the industry average of marketing dollars spent

as a percent of sale for similar companies in the sports industry. Our proposed budget is realistic in

comparison to other similar companies. Our marketing team has also estimated what our immediate

competitor’s advertising and marketing budgets are we hope that this would allow us to become

competitive and possibly gain more market share.

Marketing Budget: New YorkCategory Quantity Cost per Unit SubtotalAdvertising

Brochures 5,000 $0.15 $750.00 Mailings 15,000 $0.04 $600.00 postcards 15,000 $0.03 $450.00 Television 90 $1,100.00 $99,000.00 Radio 25 $200.00 $5,000.00 Newspapers 20 $5,000.00 $10,000.00 Billboards 3 $2,000.00 $6,000.00 Bus sides 10 $800.00 $8,000.00 Subway posters 25 $500.00 $12,500.00

Public RelationsCharity events 10 $500.00 $50,000.00 Driver Promotions 10 $500.00 $50,000.00 Sponsorships 5 $2,000.00 $10,000.00

PromotionsProduct giveaways 100 $8.00 $800.00 Product Discounts 300 $3.00 $900.00 Special offers 200 $2.50 $500.00

Totals 35,798 $12,613.72 $254,500.00

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IX. Sales Forecast

Six Year Forecast

Beginning in 2007, NASCAR has implemented an eight year, $4.48 billion television deal that will

increase the organizations revenue by 40 % each year. NASCAR, which brings in $555 million a year in

annual revenue for televised professional sports, is ranked behind the NFL, NBA, and MLB. The research

on NASCAR tracks and revenue is limited but an estimate suggests that the average NASCAR race track

makes about $500,000 a year, with about $300,000 being profit. This is what our team forecasts for the

upcoming seasons. The first years will be spent trying to make back money spent on opening and

establishing a new race track. It is estimated that in four years our race track will start seeing steady

revenue. Within 6 years we hope to surpass the average revenue earning for a NASCAR race track.

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X. Implementation / Controls

Implementation

Since we have taken considerable care in the preparation of this plan we will implement it according to

plan. However, as the market changes our marketing mix can also be adjusted to accommodate for

those changes. We are dedicated to fulfill our customers’ needs at all times. Consumer wants might

change over time; this can easily be addressed by changing our advertising message. We plan to

implement our marketing plan in confidence with all members of our organization on board and in line

with our mission and vision.

Controls

To measure the progress and level of performance we will implement the use of a marketing scorecard.

This scorecard will be used to reevaluate the performance of the plan as it relates to our objectives as

well as customer satisfaction. This scorecard will be applied to the plan on a bi-monthly basis as well as

immediately after each event.

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XII. References

Allen Gregory (23  January). COLUMN: Will NASCAR return to its roots? McClatchy - Tribune

Business News.  Retrieved April 15, 2008, from ABI/INFORM Complete database. (Document

ID: 1417093071).

Barry Janoff (2008, February). NASCAR's 50th Daytona 500 Offers Golden

Opportunities. Brandweek, 49(5), 14.  Retrieved April 3, 2008, from ABI/INFORM

Complete database. (Document ID: 1429467201).

Bran Strickland (22  April). NASCAR: A numbers game. McClatchy - Tribune Business News. 

Retrieved April 3, 2008, from ABI/INFORM Complete database. (Document

ID: 1466450611).

Bureau of Labor Statistics, Regional Resources; New York. Retrieved April 18, 2008, from:

http://www.bls.gov/ro2/ro2_ny.htm

George O'Brien (2007, August). Marketing vehicles. BusinessWest, 24(6), 32.  Retrieved April 5,

2008, from ABI/INFORM Complete database. (Document ID: 1324338201).

www. Staten Island NASCAR track.com. Retrieved April 20, 2008 from

http://www.statenislandNASCARtrack.com/news/sticking_together_for_NASCAR_track_sta

ten_island.htm

www.tickco.com Retrieved April 20, 2008 from http://www.tickco.com/NASCAR-las-vegas-uaw-

dodge-400-tickets.htm

Lander, B., (2005) NASCAR, the largest proposed NYC sports stadium of all. Gotham Gazette

Retrieved April 20th from

http://www.gothamgazette.com/article/landuse/20050614/12/1442

Stewart, L., James, M. (2005) It's Pedal to Metal on New TV Deal: NASCAR announces a $4.48-billion

pact with four networks that will rank it fourth in annual revenue for televised professional

sports. USC Marshall Retrieved April 20 from

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http://www.marshall.usc.edu/execed/programs/sbi/sbipress/pedal-to-metal-on-new-tv-

deal.htm

Tom Lowry (2004, February). The Prince Of NASCAR; Brian France, son of stock-car racing's

founding family, has taken charge at a critical moment. Can he make the multibillion-dollar

machine go even faster? Business Week,(3871), 90-98.  Retrieved April 18, 2008, from

ABI/INFORM Complete database. (Document ID: 547225381).

U.S. Census Bureau, Fact Sheet; New York. Retrieved April 18, 2008, from: http://factfinder.census.gov/servlet/ACSSAFFFacts?_event=ChangeGeoContext&geo_id=16000US3651000&_geoContext=&_street=&_county=New+York&_cityTown=New+York&_state=&_zip=&_lang=en&_sse=on&ActiveGeoDiv=&_useEV=&pctxt=fph&pgsl=010&_submenuId=factsheet_1&ds_name=ACS_2006_SAFF&_ci_nbr=null&qr_name=null&reg=null%3Anull&_keyword=&_industry=

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