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Manage clubs, events and commercial sport with professional rigour
Online or on campus
The global sport industry combines passion with complex commercial, operational and integrity challenges. This MSc develops managers for clubs, federations, agencies, events and sport-tech firms. You will study sport economics, branding and fan engagement, finance and sponsorship, events operations, governance and media rights. The capstone is a strategic initiative for a real or simulated sport organisation assessed by faculty and industry reviewers. MSc Sports Management is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from Sport Industry Economics & Business Models through Sport Industry Economics & Business Models; Sport Marketing, Branding & Fan Engagement; Sport Finance, Sponsorship & Revenue Models; Research Methods in Sport Management; Event Management, Stadium Operations & Safety; Sport Law, Governance & Integrity, and finish on MSc Sports Management Capstone. Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Design commercial and fan-engagement strategies for sport properties Manage events and venue operations to professional safety standards Structure sponsorship and media rights negotiations ethically Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.
Edinburgh's sporting culture and international online cohort provide dual perspectives: community sport and elite commercial ecosystems. Integrity, inclusion and athlete welfare are core — not electives.
Faculty spotlight
Faculty with club commercial and major-event experience lead case studios; governance specialists cover integrity systems.
Study online
Online tuition is free. Online examinations are free. There is no exam fee for online study.
On-campus study
Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.
| Code | Course | Credits · hours |
|---|---|---|
| SPM501 | Sport Industry Economics & Business Models Sport Industry Economics & Business Models (SPM501) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Sport Industry Economics & Business Models as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| SPM502 | Sport Marketing, Branding & Fan Engagement Sport Marketing, Branding & Fan Engagement (SPM502) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can justify a marketing decision with evidence rather than a slogan, using Sport Marketing, Branding & Fan Engagement as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a brief, a channel note, and a measurement plan. Seminar time is for the decision, not for reading the materials aloud. Assessment is a campaign or content recommendation with audience, channel, and measure. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| SPM503 | Sport Finance, Sponsorship & Revenue Models Sport Finance, Sponsorship & Revenue Models (SPM503) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can read a set of figures, build a small case, and state which assumption moves the result, using Sport Finance, Sponsorship & Revenue Models as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses financial statements, a recognition note, and a risk report. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation that separates the decision, the numbers, and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer an accounting, audit, or financial-services licence.
| 3 · 30 h |
| SPM504 | Research Methods in Sport Management Research Methods in Sport Management (SPM504) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Research Methods in Sport Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| SPM505 | Event Management, Stadium Operations & Safety Event Management, Stadium Operations & Safety (SPM505) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Event Management, Stadium Operations & Safety as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| SPM506 | Sport Law, Governance & Integrity Sport Law, Governance & Integrity (SPM506) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Sport Law, Governance & Integrity as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree.
| 3 · 30 h |
| SPM507 | Athlete Pathways, Performance Support Systems Athlete Pathways, Performance Support Systems (SPM507) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Athlete Pathways, Performance Support Systems as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| SPM508 | Media Rights, Digital Content & Global Sport Media Rights, Digital Content & Global Sport (SPM508) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can justify a marketing decision with evidence rather than a slogan, using Media Rights, Digital Content & Global Sport as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a brief, a channel note, and a measurement plan. Seminar time is for the decision, not for reading the materials aloud. Assessment is a campaign or content recommendation with audience, channel, and measure. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| SPM601 | Diversity, Inclusion & Sport Development Policy Diversity, Inclusion & Sport Development Policy (SPM601) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Diversity, Inclusion & Sport Development Policy as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree.
| 3 · 30 h |
| SPM602 | Strategic Leadership in Sport Organisations Strategic Leadership in Sport Organisations (SPM602) is a 3-credit course on MSc Sports Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategic Leadership in Sport Organisations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| SPM603 | MSc Sports Management Capstone MSc Sports Management Capstone (SPM603) is a 6-credit course on MSc Sports Management, with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using MSc Sports Management Capstone as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 6 · 60 h |
Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.
The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.
You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.
Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.
Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.
Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.
Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.
Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.
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