Perceived competitive advantage of soccer clubs: a study based on the resource-based view

Costa, Marconi Freitas da; Costa, Carlos Everaldo; Ângelo, Cláudio Felisoni de; Moraes, Walter Fernando Araújo de

doi:10.1016/j.rauspm.2016.08.001

Cited by 11 publications

(10 citation statements)

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“…Many authors have analyzed the ways of creating CA and the drivers of CA [75,[77][78][79][80][81], e.g., Kitson et al [82] suggested that the basis for a regional CA was as follows: human capital (the quality and skills of the workforce), social and institutional capital (the extent, depth, and orientation of social networks and institutional forms), cultural capital (the extent and quality of cultural facilities and assets), knowledge and creative capital (the presence of an innovative and creative class), infrastructural capital (the size and quality of public infrastructure), and productive capital (an efficient productive base for the regional economy) [82].…”

Section: Competitive Advantagementioning

confidence: 99%

Organic Private Labels as Sources of Competitive Advantage—The Case of International Retailers Operating on the Polish Market

et al. 2018

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The main aim of this study was to determine how chains of modern international retailers can achieve a competitive advantage (CA) by introducing private labels (PLs) in the organic category and can, in turn, stimulate the consumption of food produced with respect to sustainability principles. The research was conducted with the use of a qualitative approach and involved two steps. First, in order to select retailers with organic private labels (OPLs) and producers delivering products under OPLs, in-depth semistructured interviews were conducted with the representatives of management boards of 17 enterprises. Second, in order to analyze the assortment-based competitive advantage of the OPLs in depth, 8 enterprises were analyzed. In order to explore the price-related competitive advantage, three products offered under PLs, organic PLs, producer brands, and imported brands were selected for subsequent analysis. For retail chains, it was found that the introduction of OPLs is the source of CA via six contributors, namely, price, range of assortment, type of PLs, image of the retailer, sustainability and specific process, and product-related attributes of organic food. Extension of offers with organic private labels makes it easier for consumers to buy organic food at more affordable prices and follow the principles of proper nutrition and a sustainable diet with low environmental impact. At the same time, the international retailers can position themselves as chains contributing to more sustainable consumption.

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Section: Competitive Advantagementioning

confidence: 99%

Organic Private Labels as Sources of Competitive Advantage—The Case of International Retailers Operating on the Polish Market

et al. 2018

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“…A modern football club can be compared for a long time not only with a global corporation, but also with a large media company that produces specialized content (a sports spectacle and its surrounding components), and increases the audience due to its quality and quantity, as well as the sports results of the club teams. Moreover, trends show that sports results do not always occupy a dominant position (Costa et al, 2018).…”

Section: Research Resultsmentioning

confidence: 99%

Improvements of Football Clubs’ Marketing Strategies in Russian Reality

Panferov

Averin

2021

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Relevance and novelty. The article examines the issues related to the marketing activities of Russian football clubs in order to identify patterns in this process, as well as assessing the prospects for an integrated approach to evaluating such strategies in modern conditions, in particular, solving the issue of maximizing the effectiveness or efficiency and increasing the attractiveness of Russian football clubs in the international arena. Justification for the study. Therefore, it is the actions of specific specialists that largely determine how exactly a football club positions itself in the external environment, and also with the help of which tools it solves the problems of increasing the brand’s popularity and attracting fans to stadiums, which directly contribute to the increase in sales of related products to clubs. Marketing management in a football club as well as in companies of other industries should be based on a marketing strategy that should solve a number of specific issues and ensure that the football club is stable in the external environment even in times of crisis. In this regard, the relevance of theoretical and practical research of this problem cannot be questionable. The purpose of this study was to investigate how Russian football clubs deal with marketing activities in the new reality and consider the ways of optimizing their work. Methods. The main research methods were literary review, analysis and synthesis of information, modeling and statistical analysis. Results. As a result of the work, it was concluded that a marketing strategy is necessary for every football club, since it can be used not only to generate new ways of interacting with stakeholders, but also to create a good idea of the brand and ensure its promotion with much lower costs and problems. and also evaluate the effectiveness of brand communications. Realizing that organizational efficiency and effectiveness to a large extent depends not only on titles won, but also on financial performance, fan base growth, as well as the number of followers in social networks, which then turn into loyal fans, we can conclude that for a correct and adequate assessment of the club's marketing strategy and its overall activities requires a system that will consider these, as well as unnamed, but no less important, indicators. Conclusion. Based on the research, it is necessary to understand that the marketing strategy of a football club can significantly facilitate its task of increasing material well-being, as well as provide audience growth in the stands and brand recognition not only in the territory of a particular country, but also beyond its borders. Keywords: football, marketing, integrated approach.

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“…The applications of RBT know no bounds. The theory has been applied to explaining Lord Nelson's victory at the Battle of Trafalgar (Pringle & Kroll, 1997) to elucidating why Bayern München Football Club has enjoyed so much success (Bar-Eli, 2008) and, this year, the success of the top soccer clubs globally (da Costa, 2018). Winning at battle or at soccer is similar to winning in business when analyzed through the lens of RBT.…”

Section: Resource-based Theory In the Literaturementioning

confidence: 99%

Training Employees to Be a Source of Sustained Competitive Advantage

2019

JABE

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Perceived competitive advantage of soccer clubs: a study based on the resource-based view

Cited by 11 publications

References 25 publications

Organic Private Labels as Sources of Competitive Advantage—The Case of International Retailers Operating on the Polish Market

Organic Private Labels as Sources of Competitive Advantage—The Case of International Retailers Operating on the Polish Market

Improvements of Football Clubs’ Marketing Strategies in Russian Reality

Training Employees to Be a Source of Sustained Competitive Advantage

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