European football teams' CSR engagement impacts on customer‐based brand equity

Abstract

PurposeBrand management is a central issue for the sports industry in general, and professional football clubs (usually called soccer teams in the USA) are the archetypal branded sport in that industry; the brand is their most important asset. Match attendance equates with financial return; patently it is a preoccupation of senior management. Metrics of brand performance need be up to date, and include contemporary issues such as corporate social responsibility (CSR) as a reflection of consumer expectations. This paper aims to address these issues.Design/methodology/approachThe methodology aims to evaluate consumers' perceptions and purchase behaviours. A sample survey of consumers' brand evaluations has been collected and factor and regression analyses have been employed.FindingsRecent models based on Keller's conceptual approach have not emphasized the evolution of societal concerns. Brand management in the football industry has to change to meet customer expectations better.Practical implicationsThis research demonstrates that professional football clubs may be different from other businesses. The research method used enables the evaluation of customer‐based brand equity. Findings suggest clubs' involvement in community activities influences brand image and customer behaviour. The sport entertainment industry requires a specific type of brand management and customer perceived ethicality has to be an integral part of the approach.Originality/valueBrand theories tend to stem from marketing and they are inclined to emphasize the same kind of product‐oriented concerns. However, customers expect more than watching an exciting game in a pleasant environment; they are affected by clubs' community involvement which impacts on the affect towards the brand. This is demonstrated through purchase behaviours of spectators. This research determines and evaluates these issues for the cases of two professional football clubs.

Enhancing Football Brands Brand Equity

“…Purchase behavior of merchandising products and season tickets was included within the scope of research (Blumrodt et al, 2012). The category in assumption is identified by a tick for each of the three (four) categories for the four clubs (cf.…”

Corporate Social Responsibility and Firm Value in the Sport Recreation Sector: A Review

“…Practically Galbreath (2010) provides evidence that when firms display honesty, integrity and fairness through product quality, this behavior is tied to the ethical dimension of a firm's social responsibility and as such reflects CSR activity contributing to competitive advantages and bottom-line positive outcomes. Finally, a recent study by Blumrodt et al (2012) indicated that sport clubs' involvement in CSR activities affects customers behavior and leads to competitive advantages since CSR enhances club's brand image and satisfies stakeholders expectations (being financially stable and abiding to sporting rules and laws). Clubs good and responsible behavior is recognized by the customers which has upcoming positive impacts on clubs' financial performance.…”

“…The key players of this sport community are constantly in search for synergies necessary for their function and development. Furthermore, CSR offers the sports world a round table of long term direct communication and interaction since it attracts the attention of both local potential customers but also central authorities, local governments and non-profit sport organizations which inevitably interact towards producing the sports product or service (Walters, 2012;Blumrodt et al, 2012).…”

“…This variety ranges from sport voluntary organizations, central public sport corporations and sport services corporations. Either viewed as a market function, sports participating or spectating service, energetic recreational activity or a professional well promoted activity, sport involves numerous non-profit organizations and profit-focused firms battling to increase their income (Walters, 2012;Blumrodt et al, 2012).…”

Prioritizing the Factors Affecting Brand Equity of Popular Football Clubs in Iran

“…In addition, Walsh and Lee (2012) in a dissertation entitled "Developing decision making model of branding development for the professional sport teams" have found that proposing and managing is a significant strategy for sport teams in regard with creating contact spot between spectators and the team and has this capability to have a positive impact on their beliefs (6). Blumrodt, Bryson, and Flanagan (2012) in their study have arrived to the conclusion that total brand management is considered a key issue in industry, and sport and professional football clubs are acting as a role model in this industry (7). Their brand is their main capital and their presence in competitions is accounted as a return of capital, which indicates management at a high level (7).…”