The brand persona of a football manager – the case of Arsène Wenger

Abstract

PurposeSport is an important economic activity, and understanding the role of teams and managers is necessary, yet managers – specifically their brand personas – have been the subject of limited research. The purpose of this research is to explore the brand persona of a football manager, using Arsène Wenger as a case.Design/methodology/approachDue to the exploratory nature of the study, qualitative methods were used to explore the brand-building activity. Media reports and images that centred on Arsène Wenger's words covering a three-year period were analysed. In total, 1364 articles and 23 images were analysed in NVivo, using both a priori and emergent codes.FindingsThe findings show the construction of the brand persona in three main dimensions pertinent to his role as a manager. The first is the performance in the managerial role in which Arsène Wenger is appointed, the second is associated with the person (including emotions and self-expression) and the third is the context (i.e. football) in which the manager operates.Research limitations/implicationsThe research focused on one manager while he was managing a premier league club and is limited to England.Practical implicationsWhile proposing a theoretical model, this study proposes football clubs understand a manager's persona in relation to the club's brand and the interactive effect. The support of the club on the persona is also indicated.Originality/valueFootball managers have received some research attention, but there has been no analysis of their brand personas. This study expands the understanding of the contribution of the manager to the club brand.

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“…Media interest in both football and celebrity lifestyles ensures that this is the case. However, (top) managers are also acknowledged to be, "truly global sport celebrities" (p.208) (also Berndt, 2022;Carter, 2007;Wagg, 2007).…”

“…In the world of celebrity culture, the manager 'becomes' the club; culpability is reinforced, responsibility is assumed. The manager is most often the club spokesperson, not only for performance but also personalities, transfers, perceived failings, and misdemeanours, what Berndt (2022) calls the 'human face of the club'. Clearly, celebrity is encouraged by some managers and self-esteem and ego may reinforce the association, particularly in the 'good times'; other managers may encourage or accept the limelight as a necessary part of the managerial role (Bréhon et al 2018).…”