Chasing a Tiger in a network society? Hull City’s proposed name change in the pursuit of China and East Asia’s new middle class consumers

Abstract

The English Premier League possesses multiple global dimensions, including its clubs' economic ownership, player recruitment patterns and television broadcasts of its matches. The owner of Hull City Association Football Club's economic rights, Dr Assam Allam, announced plans to rename the club 'Hull City Tigers' in an attempt to re-orientate the club towards seemingly lucrative East Asian, and specifically Chinese, markets in 2013. This article, first, draws upon Manuel Castells' work in The Rise of the Network Society to critically discuss the logic of Hull City's proposed reorientation to suit 'new middle class' consumers in China and the East Asian global region and second, uses the example to theoretically engage with Castells' idea that 'networks' replace 'hierarchies' as social structures. This leads to the argument that while these plans might intend to strengthen the club's financial position, they overlook a concern with local environments that Castells guides us toward. By looking toward the local consumer practices in China and the East Asian global region, Allam would find: (a) the normalisation in production and consumption of counterfeit club-branded sportswear and television broadcasts which makes increasing the club's revenues difficult; and (b) that the region's 'new middle classes' (marked by disposable income) are unlikely to foster support for Hull City, even if 'Tigers' is added to its name.

Football and the ‘mysterious nature of global capital’: A case study of Birmingham City FC and Birmingham International Holdings

“…In 2015, Deloitte stated in the Revolution Annual Review of Football Finance that of the 30 football clubs that generate the most money globally, 14 were members of the EPL. Investors in English football have many different reasons for their interest, including sporting success (Millward, 2013), prestige and social status (Giulianotti and Robertson, 2009), the desire to promote an existing business (Millward, 2013) and, despite the difficulties involved in so doing, the desire to make a financial profit (Hayton et al, 2017; Millward, 2012, 2013; Porter, 2015). As will be explored, Carson Yeung’s decision to invest in BCFC was motivated by a mixture of all of these factors, leading to a somewhat confused business model.…”

“…As Hayton et al (2017) discuss in their analysis of Hull City owner Assem Allam’s failed attempt to rebrand that club as Hull Tigers, developing the profile and reputation of an English football club in China is not an easy task. Like Allam, Carson Yeung believed that due to the profile and popularity of English football in China, there was a strong possibility of making a profit in China, using BCFC as a vehicle.…”

“…A body of literature examining the impact of globalisation on football has developed, including key works by Giulianotti and Robertson (2004, 2007, 2009), Millward (2011, 2012, 2013) and Hayton et al (2017). The English Premier League (EPL) is a globalised product as matches are broadcast in over 200 nations, and member clubs are constantly looking to maximise revenue in what has become the most lucrative football league in the world (Ludvigsen, 2019; Millward, 2011, 2012, 2013).…”

“…The English Premier League (EPL) is a globalised product as matches are broadcast in over 200 nations, and member clubs are constantly looking to maximise revenue in what has become the most lucrative football league in the world (Ludvigsen, 2019; Millward, 2011, 2012, 2013). As Hayton et al (2017) discuss, clubs recruit players and staff within a global labour market. In addition, EPL clubs have attracted interest from international investors, and over half of the current member clubs of the EPL are owned by investors from outside the United Kingdom (Ludvigsen, 2019).…”

“…This stems from a sense that clubs are no longer rooted in local communities, and are now global business concerns whose everyday decision-making processes are not bound to the local roots of clubs (Webber, 2017). Episodes of ‘mismanagement’ also cause fans to express displeasure, particularly when the on-field fortunes of clubs suffer as a consequence of financial problems, perceived excessive commercialisation and/or cultural misunderstanding (Hayton et al, 2017; Millward, 2012, 2013; Porter, 2015; Webber, 2017).…”