.tAN 2003 ffi - Mahidolmulinet11.li.mahidol.ac.th/e-thesis/scan/4037826.pdf · Associate Professor...
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ffi ? 4 .tAN 2003
,
AI\ ANALYTICAL STI'DY OF SPORTS MARKETING
OF MANCMSTERI]MTED FOOTBALL CLT]B
TIIITI PLUCKCHA-OOMZ-
With cornplimemtsof
tTiufr nlm urfiu uwrtn ur fru ufi qn
A TIIESIS SUBMNTTED IN PARTIAL FULFTLLMENTOF TIIE REQUIREI\{ENTS FOR
TIIB DEGREE OF MASTER OF ARTS(sPoRT MANAGEMENT)
F'ACT'LTY Of,' GRADUA.TE STTJDIESMAIIIDOL TINTVERSITY
2002
ISBN 974-04-2423-6COPYRIGHT OX' MAHIDOL I'NTVERSITY
i,
t'tH
T\r$w700)._e'L Copyright by Mahidol University
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Thesisentitled
IATI ANALYTICAL STUI}Y OF SPORTS MARIGTING
OF MANCHESTER UI\'ITED FOOTBALL CLUB
fuxrur nrtrPr6il"#;;Candidate
CW
t
Assoc. Prof. ldanee ChaiteeranuwatsiriPh.D.tvlajor-Advisor
Q",l*L*. PrJ;;h"t i'rrk*-ar4 Ph.D.Co-advisor
(go abroad)
Mr. Chanvit Phalajivin, M. Ed.Co-advisor
tAssoc.Prof.Rassmidara Hoonsawat,Ph.D.DeanFaculty of Graduate Studies
ChairMaster of Arts Programme inSport ManagementFaculty of Social Sciences andHumanitiesCopyright by Mahidol University
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Thesisentitld
AIY ANALYTICAL STTIDY OF SPORTS MARKETING
OF MANCHESTER T]NITED FOOTBALL CLT]B
was zubmittd to the Faculty of Graduate Snrdieq hflahidol University
Forthe dryee oflMaster of Arts (Sport Ivfanagement)
On
September 3O,2OA2
Ad./Mr. Thiti Pluckcha-oom'Candidate
I
4%ect-
,L"tLect. Juta Tingsabhat, Ph.D.Member
Hoonsawat,
I
Ph.D.DeanFaculty of Graduate StudiesMahidol University
eAssoc.Prof h[anee Chaitee,rantrwatsiri,Ph.D.Chair
/RlAr.L*. i{;;h"t i"d-ard, Ph.D.Member
(go abroad)
Mr. Chanvit Phalajivin, M. Ed.Co-advisor
DeanFactrlry of Social Sciences andHumanitiesMahidol University
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ACI(I\IOWLEDGEMENT
Firstly, I would like to express my sincere gratitude and deep appreciation toAssociate Professor Dr. Manee Chaiteeranuwatsiri, my major-advisor for herguidance, invaluable advice, supervision and encouragement tbroughoul She wasnever lacking in kindness and support. She always gives me a chance. I am equallygrateful to Lecturer Dr. Prasertchai Suksa-ard, my associate advisor for his comments,
zupervision and encouragement. I arn thankful to Mr. chanvit phalajivin for hiskindness to be my advisor. I know you are always very busy. In addition, I wouldlike to thaok Dr. Juta Tingsabhat for his kindly advice and encouragement. you are
always very busy too.
Secondly, I would like to thank all the staff at Deparfinent of Educatioq
Faculty of Social Sciences and Humanities, Matridol University for their helpful and
kindness. I wish to thank all my classmates for your encouragement.
Finally, my deepest appreciate gave to my father and mother, sisters and
brothers, aunts and uncles, for your understanding of my behavior. And also, I woutd
like to thank our family's business, Grand Sport Group, that gave me life and
experience.
I
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Fac. of Grad. Studies, Mahidol Univ. Thesis I iv
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4037826 SHSIVI/NI : MAIOR : SPORT MANAGEMENT ; M.A.(SPORT MANAGEMENT)
KEY WORDS : SPORT MARKETING/ MANCIIESTERUMTED/THITI PLUCKCI{A.OOM : AN ANIALYTICAL STUDY OF
SPORTS MARKETING OF MANCFIESTER UMTED FOOTBALLCLUB. TI{ESIS ADVIS ORS : MANEE CHAITEERANUWATSIRI,Ph.D., PRASERTCHAI SUKSA.ARD, Ph.D., CHANVIT PIIALAJTWN,M. Ed. 106 p. ISBN 974-04-2423-6
There are many sports events in Thailand but there are few spectators. On the
other han{ foreign sports competitions via television, especially the English Premier
League Soccer are extensively viewed. The objective of this study was to analyze the
sports marketing of the richest football club in the world, Manchester United Football
Club of England, in order to amlyze the factors involved and see if they can be
applied to footballclubs in Thailand.
The data were collected from Internet, textbooks, newspapers, and reports.
The survey form was displayed on the Intemet, homepage of Grand Sport Group Co.,
Ltd. (www.grandsport.com) in order to study the opinion of sports consuners in
Thailand.
The results showed that Manchester United has good sports marketing
strategies. It can satisff the needs of consumers and sponsors and also both of them
are willing to pay for it. One important factor is the cooperation from every sector,
both government and private.
Although the sports marketing concept can be applied to Manchester United,
it does not mean that Thailand's sports organizations can copy all of them exactly.
The concept should be studied more to meet the needs of Thai sports consumers by
using a sports marketing model as a checklist. It should be developed until everyone
involved; consumers, sponsors and organizers, gain benefits.
i
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Fac. of Grad. Studies, MahidolUniv. Thesis I v
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CONTENTS
C
ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLE
CHAPTER I INTR.ODUCTION
CHAPTER II
CHAPTER. TII
1.1 Background and the Important of Problems
I .2 T\e Research Obj ectives
1.3 Scope of the research
I .4 Operational Definitions
1.5 Conceptual Framework
1.6 Benefits from the Research
LITERATT'RE REVIEW
2.1 Theory
2.2 Related Documents
2.3 Summary
METIIODS AI\D MATERIALS
3.1 Methods
3.ZThe Research's tools and tool's quahty
3.3 The Data and Information Collecting
3.4 Analysis
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viii
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4
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0
CoNTENTS (C ONTrr{rrED)
REST]LTS
4. 1 Surveys tbrough Internet
4.2 Searching through Internet
4.3 Text Book
DISCUSSION
5.1 Thai people's opinion
5.2 Marketing Mix
5.3 Sport Consumers
5.4 Sponsgrs
5.5 Summary
CONCLUSION AI\D RECOMMENDATION
6.1 Conclusion
6.2 Recommendation
Page
CHAPTERIV
CHAPTERV
CHAPTERVI
BIBLIOGRAPITY
APPEI\DIX
BIOGRAPITY
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90
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LIST OF TABLES
Table
I Number and percentage of Thai people towards the English Football team
2 Number and percentage of Thai people towards Thai Football team
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 1
CHAPTER I
INTRODUCTION
1.1 Background and the Important of problems
Nowadays, millions of people around the world are watching sports such as
Basketball (NBA), American Footbatl (NIFL), the English FA Premier League, the
Olynpic Games, World Cup Soccer, Gotf PGA Toux, Tennis Wimbledon and many
other sports through television, newspaper, rad"io, magazines, or even Internet. The
globalization of sports has become more and more apparent to all the major leagues
and event organizations. Sports have become the representative to relate the
relationshiP between different groups of culture, not only in the same country but also
different countries. As everyone knows FIFA world cup, olympic Ga6es, Asian
Games, people from around the world, different culture, different race, different class,
come to join the games and make it happen. lncluding people around the world who
E'atch the television, listen to the radio, reading the newspapers, they are in different
place and different time.
Thailand is one of the countries that people love watching sports especially
football. From the past until now, there are many sports competitions, sport events,
sport activities, both professional and amateur, especially football but most of them are
not highly'success. There are less people watching in the stadium. The players are not
intending to play. The sponsors do not want to pay more. 'Therefore, sports
ssmpetition cannot survive. It may be because there is nothing interest. The game is
e
,
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Thiti Pluckcha-oom lntroduction / 2
not exciting. They do not have time to watch the competition because they have to
work hard for living.
Even though they do not enjoy Thai sports, but they are interested in foreign
sports news. As everyone can see from newspapers and television, most of sports
news are foreign news. Also, sponsors from private sectors are willing to pay for this.
Especially, English FA Premier League is more famous than Thai League. People can
enjoy every lives match of Premier League from television. There is garne analysis
before and after the matches. There are books, magazines, and newspapers concerning
about the games and the players. There axe games reports through radio, pagers,
mobile phone, and lntemet. There are souvenirs sold in the shop. There are groups
setting for those who like the'same team, such as Manchester United Fan Club in
Thailand, Liverpool Fan Club in Thailand, etc.
When compare to Football clubs in Thailand, there is less people who
interesting in, although there is no entrance fee for the matches. Even the live
broadcast through television, there are not enough people to watch the game. This will
make fewer sponsors too. Sometimes they can gain more attention when they compete
with foreign team. Thai people love to see foreign competition, especially Premier
League, even though they have no relation to the team they cheer.
The English FA Premier League is a sport competition that English people
like most. The excitement of the games, the continuously reporting news, the playerso
news, and souvenirs for fan club especially team kit, can make people keep in touch
rvith it. Manchester United Football Club is one of well-known sport teams in the
world, including Thailand. It is also the world richest sport club, because in each year
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 3
there will be a lot of income from selling the live broadcasting rights, selting
souvenirs, selling tickets, selling the rights to sponsors and any other channels.
However, it is not easy to be like that. While the other club have won more. The other
teams have cost more. The other grounds can hold more. What give this team from
England become the giants of football? How can its ftrme be sold? How can the
player become a presenter of the product?
Although entrepreneurs have been selling sport for centuries, the notion of a
rational system of marketing sport is relatively new. This thesis will study the
need to employ modern marketing principles in the domain of sport. Sports
marketing, in one style, can be applied successfully to many sports in the United States
of Americq the United Kingdom, and other countries but it is not confirmed that, by
using the same strategy, it will work for Thailand. Since each country has different
cultures, traditions, lifestyles, environments, and other limitations, the marketing
smtegy may also need to be different.
Therefore, the objective of this thesis is to study the sport marketing of the
most successful football club, Manchester United Football Club. Manchester United
Football Club is the biggest and most popular team in the world. The outcome of this
study may be taken to develop a sport marketing strategy for Thai football team.
1.2 The Research Objectives
This thesis will study and analyze Manchester United Football Club of
England in the form of sport marketing.
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Thiti Pluckcha-oom lntroduction / 4
1.3 Scope of the research
In this research, it is an analyticat study of Manchester United Football Club.
The data and information will be search through Inteme! Thai and Foreign Textbooks,
Newspapers, and Documents.
1.4 Operational Definitions
Sports Marketing means all activities designed to meet the needs and wants
of sport consumers through exchange processed.
English FA Premier League means the highest league of football
competition of England that every team has to compete with each other. There will be
home game and away game in order to collect the points as much as they can. The
winner of each season is the team that can collect the most points in that season.
Sport Consumers mean anyone conceming about sports such as players,
officials, spectators, audience, listeners, readers, and collectors.
Sport Sponsors mean the one who support the sport organizations or
competitions or players. There are 3 types of sponsors.
1. By supporting money or things to organizers, players, coaches and
the others who related to sport organization.
2. By joining the organization management.
3. Both supporting money or things and also joining the management.
Professional Sports mean sport competitions that focused for money.
professional players will earn money from the matches for living. They cannot play
amateur sports.
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Fac. of Grad. Studies, Mahidol UnM. M. A. (Sport Management) / 5
Amateur Sports means sport competitions that not focused for money.
Players earn from other source. They can play professional sport but cannot receive
the money.
Sport Specialists mean the one who has experience in developing, managing,
or zupporting sport organizations or events both in Thailand and Foreign countries.
Players, coaches, referees, press and/or people who have sport knowledge.
1.5 Conceptual Framework
This thesis will study how Independent factors such as product, price, place,
promotion, and public relations affect to sport consumers and sponsors and how they
affect between each other.
+
Marketing Mix in Sport
Product
Price
Place (distribution)
Promotion
Public Relations
{l
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Thiti pluckcha-oom lntroduction / 6
1.6 Benefits from the Research
1. To understand how Manchester United Football Club can be the most
popular team by using sport marketing.
2. Football Clubs in Thailand can apply and develop their management.
3. The other sports organizations can apply and develop their managemenl
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 7
CHAPTER II
LITERATT]RE REVIEW
2.1 Theory
2.1.1 Marketing Management Process in Sport from Successful Sport
Management by Lewis and Appenzeller (1985:123) offers exactly such a framework.
Besides serving as a framework for decision-making, the Marketing Management
Process is a flowchart of the logical progression in marketing thought.
Before selling the products or services, the following factors should be
analyzed.
2.l.l.L The Market and the Consumer. Any analysis of marketing
must start with consideration of the marketplace, specifically and evaluation of the
structure of the market, and of the needs of potential consumers. The marketer must
also establish a preliminary idea of what the product is.
2.1.1.2 Marketing Information Systems. At this level the information
necessary for an effective marketing progftrm can be taken from numerous sources,
such as mail-in ticket applications, participation lists, telephone inquiries, and
complaints. Every effort should be made to obtain the names and addresses of
potential consumers. Promotional competitions and giveaway drawings that require
the consumer to filI out a ballot can be used to overcome most resisiance to providing
names and addresses. Internal data sources such as lists of alumni, club members,
athletes on various tearrs, members of sororities and fraternities, and student ticket
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Thiti Pluckcha-oom Literature Review/ 8
holders should also be preserved. Even data of people who complain to an
organization but never attend the organization's events need to be kept for future
efforts.
2.L.1.3 Market Segmentation. The recognition of differences in
consumers' background needs and purchase frequencies is a vital stage in the
marketing process. Marketers who adopt a consumer orientation are able to recognize
market segments in which consumers are grouped into clusters of similar backgrounds
or responses. Marketing theorists have typically considered four bases for
segmentation:
2.1.1.3.1 Demographic information: &go, sex, income,
education, profession, and geographic location of residence.
2.1.1.3.2 Psychographic information: lifestyle factors such as
activities, interests, and opinions.
2.1.1.3.3 Product usage rate: groups consumers/donors
according to attendance frequency or size of donation. Marketing typically uses
heavy, medium, and light user category labels, which are especially significant in sport
because the so-called 80-20 rule (80 percent of sales come from 20 percent of
consumers) does not necessarily hold true for ticket sales, although most fund-raising
campaigns do come very close to this approximation.
2.1.1.3.4 Product benefits: product attributes or benefits that are
most important to the consumer, and consumers' perceptions regarding the major
benefits of the product and its competitors.
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Fac. of Grad. Studies. Mahidol Univ. M. A. (Sport Management) / I
After identiffing the potential market segments, the marketer then
chooses an appropriate segmentation strategy, deciding which if any segments the
product should be targeted toward. The marketer who is starting a promotional
campaign will usually target the most responsive segment first. Once this segment has
started to respond the marketer will target the other market segments in order of their
perceived responsiveness. In this way the mar<imum number of potential consumers
are targeted up front, and through word-of-mouth they in tum inform less responsive
consumers earlier than if the altemative segments were targeted first. Mass
advertising is not usually the best approach to the high-response group; direct mail and
personal selling approaches are usually much more effective.
2.1.1.4 The Product Concept or Position. It might appear that the
optimal approach to defining the product concept is to identiff a very tightly defined
market segment to which a very specific product is targeted. This is the optimal
approach in some markets and is invariably the optimal approach for a new product
attempting to penetate an established market. However, many organizations have
realized the benefits of defining their overall product concepts broadly, designing a
range products and, more important, dif[erentiating them in the minds of consumers.
2.1.1.5 The Full Marketing Mix. Once the marketer has identified a
product position or concept to which marketing efforts will be applied, the next and
most crucial stage of the marketing process is to decide on the full marketing mix.
The marketing mix in general marketing is the blend of the four major elements of
marketing: the product, the price, the place (the distribution system that includes the
facility and its amenities, the ticket distribution system, and any broadcast network),
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and the promotional plan. The elements of marketing mix in general msrksting are
referred to as the *four Ps" -product, price, place, and promotion. However, in a
service-oriented industry like spor! the product element must be extended to include
personnel and process management. Moreover, for sport, one should add an additional
P: public relations.
2.1.1.6 Coordinating the Marketing Efforl All elements in the
marketing mix must be analyzed and integrated for morimum consumer and
organizational benefit. At the sarne time the organization's marketing efforts must be
closely tied to overall strategic plans. Marketing does not exist independent of event
staging, financs, personnel policies, or facility maintenance. There are numerous
illustrations of sport organizations that have done a superlative job of coordinating
marketing with overall stategy. If consumer satisfaction is an objective for any
organization, then marketing is everyone's business. Ultimately, those who run sport
organizations must link marketing closely to all of the other elements in decision
making and planning, including ethical principles.
2.1.2 Sport Marketing Concept by Mullin, Hardy and Sutton (1993:6)
stated that sports marketing consists of all activities designed to meet the needs and
wants of sport consumers through exchange processes. Sport marketing has developed
two major thrusts:
2.1.2.1Marketing itself. Marketing of sport products and/or services
directly to consumers of sport. For example, Fitness Center, Sports Center, Stadium,
Sport Apparel or Equipment Company, etc.
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2.L.2.2 Marketing through Sports. Marketing of other consumer
products or industial products and/or services through the use of sport promotions.
For exemPle, Energy drink, Telecommunication networks, Electric appliances, etc.
2.1.3 Consumer Behavior in Sport by Mullin, Hardy and Sutton (1993:60)
The factors that influence behavior may be considered as either
environmental or individual.
2.1.3.1Environmental factors may include social and cultural nouns;
climatic and physical conditions; social class structure; race and gender relations; sport
opporttrnity structure; significant others such as family, peers, and coaches; and
market behavior of firms in the sport industry.
2.1.3.2 Individual factors include one's attitudes, perceptions,
learning, motivations, ild stage in the family cycle, as well as the very complex
process of consumer decision making itself.
2.2 Related Documents
There are 4 sources of data to be searched for this thesis.
2.2.1Intemet
2.2.2Texts Books
2.2.3 Newspapers
2.2.4 Reports and Documents
2.2.1 Internet.
By searching through the Internet, there are lots of web site related to sport
marketing, sport business, and sport entertainment.
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2.2.1.1 Manchester United Tops World Football Rich List for
Fourth successive Year as Big rtalian clubs Move up. From
htp ://www. deloitte. co ml v cl 0,1029,sid: 1 0 1 8&cid=3 5 I 5,00.htnl November 3 0, 200 I .
Manchester United has retained the top spot in the Deloitte & Touchd/Sport Business
lnternational Rich List for the 199912000 season, its fourth successive year at number
one. Its turnover of f,ll7 million is f,13 million above Real Madrid, the only other
club generating over fl00 million.
The fourttr Deloiue & Touchd Sport report, released jointly with Sport
Business Group in its December issue of Football Business International, identified the
20 richest football clubs in the world and sees England's FA Premier League and
Italy's Serie A dominate with seven clubs from each making the grade. Two German
Bundeslig4 two Spanish Primera Liga clubs, ffid one from each of Scottand and
France's top divisions fill the remaining places. With eight clubs from the U.K. in the
top 20, the populariff and financial strength of British football continues. Fiorentina
and Olympique Marseille make d6but appearances in the list at 14ft and 16th,
respectively, thanks to good runs in the Champions League.
The combined income of the 20 richest clubs broke the billion pound
mark last year. This year's combined income rose 31 percent from last year. Even
among the top 20 clubs the disparity between top and bottom is stark with a range of
f 117 million to f,45.1 million.
Among the English clubs, Arsenal, Tottenham Hotspur, Liverpool,
Chelsea and Newcastle United all slipped relatively in the ranking with only Leeds
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 13
United climbing from 17tr to 136 place due to a turnover increase of 54 percent.
Liverpool andNewcastle both dropped eight places to 196 and 20tr, respectively.
English clubs are the most commercially developed in terms of the
breadth of income streams from television, gate, and commercial revenues. But the
Rich List shows that the major European soccer brands will rise to top. Bayern
Munich and Juventus reportedly both plan to float in the near future, a move that
should increase turnover if the moneJ raised is invested wisely. Clubs all over Europe
are also far more aware of the need to firther develop commercially. The giants of the
game have their sights on European leadership and global exposure and this is why the
big clubs will always score over their smaller competitors in the long run.
The survey ranks clubs according to turnover, judging a club's richness
to be reflected in its ability to generate income, regardless of how that revenue is then
subsequently spent. Financial information from the season that ended in 2000 was
used to rank the clubs.
The top twenty ranked in tenns of turnover (fm):
l. Manchester United, 117.0
2. Real Madrid, 103.7m
3. Bayern Munich, 91.6m
4. AC Milan, 89.7m
5. Juventus, 88.4m
6. SS Lazio,79.4m
7. Chelsea,76.7m
8. Barcelona,75.2m
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9. Inter Milan, 68.9m
10. AS Roma, 64.1m
11. Arsenal,61.3m
12. Borussia Dorhnund, 59.5m
13. Leeds United,57.lm
14. Fiorentin4 54.2m
15. Glasgow Rangers, $51.7m
I 6. Olympique Marseille, 49.9m
I 7. Tottenham Hotspur, 48.0m
18. Parma" 47.5m
19. Liverpool,46.4m
20. Newcastle United, 45. lm
2.2.1.2 www.liverpoolfc.tvllfc_story/academy/academy_drill.htm
shows about Liverpool's The Academy: Building on {irm foundations.
In January 1999 Liverpool proudly unveiled its new Soccer Academy,
offering unrivaled facilities for the development of young player. In opening the first
purpose-built academy in Britain. Liverpool showed a commitnent to the future and
set the benchmark for rival clubs to follow.
Liverpool has always had an impressive track record for the
development of young talent. Of the current first team Robbie Fowler, Michael Owen,
Jamie Carragher, Steven Gerrard and Stephen Wright have all come through the
Midfielder Gerrard became the first player to move from the new Academy in Kirkby
*
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to fust team headquarters at Melwood when he was called up to the senior squad by
Gerard Houllier for the UEFA cup trip to celta vigo in November 199g.
Under Academy Director Steve Heighway, children from the age of
eight benefit from specialist coaching sessions three times a week, with matches
against other Academies each weekend. A full-time staffof 18 provides the expertise
to develop the technical excellence of the 180 students as well as their educational and
social needs.
The Academy has ten grass pitches and a specialist goalkeeping area;
forn of the pitches are floodlit, and all feature full-drainage and irrigation systems. A
separate floodlit synthetic pitch - the most advanced installed in this county - also
houses its own spectator accommodation.
The Academy also boasts a state-of-the-art medical and physiotherapy
center, hydrotherapy pool and weights room, together with offices, seminar and dining
facilities for the staffand students.
. In August 1999 the Academy opened a new indoor hall, featuing a
second advanced synthetic playng surface. Academy Operations Manager Frank
Skelly explained: "As synthetic surfaces go, this is just about the best available. It is
very useful for the coaches when they want to organize small-sided games and the
imFortant thing is the surface is consistent so the bounce of the ball will always be
regular."
The indoor area was named after one of the club's most promising
young players. Ian Frodsham joined the club as an under-l l player from Brookfield
*
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Thiti PluOkcha-oom Literature Review/ 16
School, Kirkby. He progressed through the Certer of Excellence to sign a professional
contract at 17 years of age and played regularly for the reserves. Having represented
his counuy at youth level he tagically died from a tumor of the spine when he was 19
years old- By commemorating his uame through the indoor axena we will ensure that
he will always be remembered and will never walk alone.
The next Phase of the project will see the building of a 30-bed
residential lodge to provide accommodation for youngsters from with the UK, heland
and Europe together with facilities for visiting foreign teams.
2.2.1.3 www.liYerpoolfc.tvllfc-story/academy/academy_drillii.htm
shows about the Liverpool's soccer school: The first purpose-built complex for
the development of young footballers in Britain opens its doors and you could be
Iacing your boots and joining the action.
During the school holidays, boys can take part in a series of I or 3 day
coaching courses with the Academy's expert training staff, responsible for developing
such stars as Michael Owen and Robbie Fowler. And who knows? If our coaches
spot your talent you could be the next Academy student to make it through to the first
team.
Our teams of dedicated coaches encourage technical footballing
excellence and help nurture youngsters in attributes of balance, speed, attitude and,
skill, and as our post record has demonstated, we've developed top class players for
the Liverpool first team.
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 1T
Soccer School courses: I camp f,50.00 (Age 6 - lz)will include:
- Quahty coaching from Academy staffin all areas of the game
- World Cup competition
- Penalty shoot-out
- Sprint training (As done by Liverpool F.C. first team squad)
- Videos
- four of Anfield Groundrtduseum (subject to availability)
- Certificate of Attendance
- Exclusive Liverpool FC Academy Soccer T-shirt
2.2.1.4 www.liverpoolfc.tvllfc_story/academy/academy_drill2.htm
shows about Melwood, the training center.
Melwood, the taditional training ground for the fust team squad, was
revamped h 1997 to help the players maintain the levels of fitness required to compete
at the highest level in an ever-growing number of fixtures. Now, under Gerard
Houllier, Melwood is going to be transformed once again.
The current gym is split into two areas: one half comprises
cardiovascular equipment - running machines, bikes and steppers while the other half
is used by players to strengthen muscles with free weights such as dumb bells and
bars.
The gym equipment is computer controlled. Each player has his own
key card, which stores his performance details; this means each player has an accurate
record of what he has done during the week. Liverpool were the European pioneers of
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Thiti Pluckcha-oom Literature Review/ 1B
this intelligent gym system and the new Melwood, to be completed by autumn ZOOI,
will feature a sauna and specialist rehabilitation rooms in addition to the existing
hydrotherapy pool.
There are several full size pitches at Melwood including one synthetic
surface under floodlights, which can be used in all weathers. During the summer of
1999 two training pitches were re-laid and are now exactly the same quahty as the
Anfield pitch.
After a day's training the players are well catered for with two cooks on
hand to serve up a healthy meal. Diet and nutrition are all-important in the modem
game and players receive professional advice on what they should and shouldn't eat.
Although the new Melwood Millennium Pavilion will mean the
demolition of the old buildings, Gerard Houllier know the importance of maintaining
the same atuosphere at the haining ground.
He said "The main thing is keeping a family atmosphere about the
place. We want an environment where the players are comfortable, where they enjoy
coming to work and where they can not only come to train, but relax."
The new Melwood will also cater for supporter who will, on occasion,
be able to watch player train from a specially built viewing area.
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Fac. of Grad. Studies, Mahidol Univ.
2.2.1.5 www.sports.mediachallenge.com
sponsorship survey in 1997.
M. A. (Sport Management) I 19
shows the results of sponts
The survey aims to provide inforrration that will assist corporate sports
sponsors in better aligning themselves with sports personalities and organizations. It
is also intended to assist sports personalities and sports organizations to identiff those
attributes that make them potentially more valuabre to a sponsor.
The objectives of the survey are:
- Rank the most desired characteristics and athibutes prefened by
sponsors.
- Determine the process used to select personalities and teams for
sponsorship purposes.
- Determine the current level of satisfaction and any problems
associated with sponsorship activities.
- Determine the types of sports and endorsers used for sponsorship
purpose.
- Determine the level of sponsorship activity and future trends.
- Profile the type of companies using sports sponsorship as a marketing
too.
The result of the survey axe:
- Less than half (47%) of sponsors who responded to the 1997 Sports
Sponsorship Survey had moral clauses in their contacts with endorsers. Forly percent
had more, ard l3Yo were not sure if their contracts had such clauses.
- More than a quarter of sponsors (27.5%) have no predefined goals for
their sponsorship progam. "This lends more credence to the widely held opinion that
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companies often get involved in sports marketing primarily because of an intense
interest in a particular sport by the senior most decision-maker or the person who
allocates how marketing dollars axe spent," says Kathleen Hessert, president of Sports
Media Challenge.
- Only 25Yo of sponsors tied an endorser's pa;rrrent to results. 72.5%
did not, while 2% didnot answer.
- There were not overwhelming preferences for major-league
professional athletes as endorsers. While 52% of sponsors favored such pros, 47oZ
gave the nod to Olympic athletes, colleges and pro minor leagues.
- Sponsors primary concerns when selecting an endorser: image, good
representation, positive outcome, return-on-investment and mufual respect.
- Most important attributes sponsor's look for in an endorser: name
recognition (68%), current popularity (56%), overall image (53%) and character
(519'0). Moderately important attibutes: speaking skills (45%) and general appearance
(45%). Least important attributes: education (64%) and controversial image (53%)
It is not surprised, "imageo' was a conrmon denominator between what
concern.ed sponsors and what attributes t-hey considered most important in an endorser.
Though sponsors gave mixed rankings to the importance of media skills and said
speahing skills and general appearance were moderately important-all three are critical
to image. "An image is formed entirely by the media if the personality does not take
an active role in defining and exposing the image he or she wants," Hessert says.
Using sports to sell products or companies is nothing new. But what is
new and dramatic since the early 80's is the heavy flow of money into this form of
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marketing, something not expected to abate anytime soon, according to the 1997
Sports Sponsorship Survey of The University of North Carolina at Charlotte's
Professional Application MBA (Master of Business Administration) Team which was
completed in early 1997. It concluded that between 1988 and 1993, sponsorship of
sports events grew at an annual rate of 15%. By 1995, North American firms were
spending $3 billion on such sponsorships. In 1996, US companies put more than $1
billion into the pockets of an estimated 2,000 athletes for endorsement deals and
licensing; a l0-fold increase from a decade earlier. With such phenomenal growth in
sports marketing, the need of athletes, teams and leagues to differentiate themselves
has become critical.
Conversely, sports-marketing agents and corporations have a lot riding
on n'hom they select as endorsers. Sponsors must stay apprised of inherent risks
associated with certain sports or athletes. Hertz, for example, entrusted its good rurme
to the care of spokesperson, O.J. Simpson. Hertz has since terminated that
relationship.
So, what are sports-m.arketing agents and corporations looking for in
whom they select as endorsers? What endorser atlributes do they seek? What is their
current level of satisfaction with their sponsorship activities? What is the process used
to select sponsorship personalities? Are individuals, tearrs or leagues the most
corlmon choice for an endorser? How do agents and corporations difler on
endorsement factors? What is the current level of sponsorship activity and funre
trends? These are some of the questions that corporate sports sponsors and athletes
want answered.
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Thiti Pluckcha-oom Literature Review / 22
Associating with an athlete or team for sponsorship purposes has never
been an exact science since there is not a clear understanding in the market of what
defines sports sponsorship success.
2.2.1.6 There is one reported feature, searched from
www.elibrary.com, written by staff of Interactive Sports Wire (via Comtex),
SPORTS IS GLOBAL ENTERTAIIIMENT, which reported that the Three-day
Teams 98 Travel, Events, and Management in Sports conference and Washington DC,
Sep. 22, 1998, observed some of the tends that will shape thq sports industy in the
coming years. Tim Schneider, of conference sponsor Sports Travel magazine,
provided an analysis of ten sports industry trends. Chief among those trends is the
continued globalization of sports, and the continued effort by sponsors to try and seize
greater and greater contol of events, even going so far as to outright own the events.
Schneider said "We think you should watch for sponsors who have always wanted
control over events to take more of a role in actually acquiring the events, acquiring
leagues, acquiring circuits. When that occurs there is no question that ends up calling
the shots. The sponsor is going to end up controlling that sport."
From the growing entertainment side of the sports industry, Schneider
gave the example of the MTV Sports and Music Festival that featured a skateboarding
half-pipe that allows skateboarders to do their routines at the same time as musical acts
perform. "You can't come to any clearer combination of sports and entertainment
than that event." Schneider said.
't
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 23
The trends cited by Schneider are the growing social components of
sports whereby sports entities see the notion of "good citizenship as making good
business sense" and the growing concenu to make sure sporting events are achieved in
an environmentally sound fashion.
2.2.1.7 From the transcript of "TALK OF TIIE NATION',
searched from www.elibrary.com, a television program in USA, on the topic of
"SPORTS AI\D BUSIiYESSD hosted by Ray Suarez, his guests were Len Ellmore,
college basketball analyst for ESPN, and attorney with the law firm of Patton, Boggs.
John Morgan, staff writer for the Baltimore sun, and author of "Glory for Sale: Fans,
Dollars, and the New NFL." Arld Bill Allard, president and chief operating officer of
Proserv, an integrated sports marketing firm in DC, involved in stadium naming rights,
representing athletes and running sporting events.
Ellmore said that the increased dollars in sports is not necessarily a bad
thing. Sports today are entertainment on a par with music and movies, but it still holds
a place that is different than music or movies, because it is kind of a public trust.
People and communities get their identity from sports teams. The traditional hero-
worship that has been passed on from generation to generation still occurs there, so it
is unique, but nevertheless, it is still driven by the dollar.
Suarez said to Ellmore'1he sense of place, and sense of fan loyalty that
is connected with the sense of place, that is a two-way steet." The owner wants
people to think of a San Francisco team as having something to do with San Francisco
and being a local industry. Ellmore replied that that is true. 'oAnd the problem is,
again, that, the split personahty has a lot to do with the dollars, because you need the
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Thiti Pluckcha-oom Literature Review/ 24
dollars to continue to place a quahty product out there on the field. And rvithout it,
* you are in trouble, and quite honestly, you are disowned by the communigr.',
2.2.2Texts books
2.2.2.1 FOOTBALL ORIGINS from Book of Football Records
@ollin, 1998:7)
Propelling an object preferably round, or at least resembling a
spherical shape and using a foot for the pulpose, is such a basic instinct it is not
surprising that claims for the discovery of the game can go back for centuries.
Indeed, the most likely source of anything loosely connected with
football probably dates back to China around 200 BC or perhaps ever earlier. There,
development of a game know as tsu chuwas thoroughly researched by Professor H.A.
Giles, classical and antiquarian writer and Professor of Chinese at Cambridge
University. He discovered that a leather ball was used and there was some evidence to
imply that emphasis was placed on dribbling. The Japanese game of kemari, which
was played c.600 BC, has also been suggested as a forerunner.
The handling code, which developed as rugby football, can find its
formative years in the Greek epislcyros and the Roman harpastum. Indeed Roman
soldiers occupying Britain played a game in which two teams of roughly equal
numbers, tied to force an inflated ball over a line behind their opponents. They have
been more closely associated with rugby, rather than soccer, simply because carrying
the ball was a feature of both gurmes. Similarly, the medieval rnob football, which
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often surrounded Shrovetide games played in many parts of the country, also involved
handling the ball in moving it across the countryside.
There were a number of attempts to ban these wide-ranging pursuits,
notably by Edward tr in 1314. However, there is a fourteenth-century carving in
Gloucester Cathedral depicting two medieval footballers challenging for possession of
the ball. The game was banned by seven monarchs between 1200 and 1650 for a
variety of reasons, one of them being that the science of archery was being neglected
and England depended upon this for purely military pu{poses.
But the peasants and laborers carried on the so-called mob football in
some form or another until the practice virtually died out in the 18tr century. There
were street games in various parts of London with players involved often numbering
in the hundreds, accompanied by inevitable da:nage to property.
It was only in the early years of the 196 century that the beginnings of a
more organized and acceptable form of the game developed in the public schools and
then the universities. It was at Cambridge where the earliest attempts were made in
1848 to adopt a uniform code of rules. Although these rules varied from place to
place, it seems likely that Eton, Westninster and Charterhouse were the main public
schools that developed the sport. Oxford, not to be outdone, subsequently led the way
on the field. In all, they appeared in six FA Cup semi-finals, four frnals and even vron
the trophy in 1874.
Those who followed the Harrow code, which disapproved of handling
the ball, influenced the Sheffield club formed in 1855 as the first of its kind. Public
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school and university graduates also played a leading role in the foundation of the
Football Association.
It was also at Oxford that the term 'soccer' is said to. have arisen from
the habit prevalent at the university of adding 'er' to certain words like togs (toggers),
swots or mugs (swotters or muggers). Towards the end of the 19e century, the game
was always referred to as Association Football, to differentiate it from the rugby
version. At Oxford they took the 'soc' out of 'Association' and then turned this into
'soccer'. The creation of the word is often attributed to one of Oxford's most famous
internationals, Charles Wreford Brown. When asked one day whether he was going to
play rugger, he replied: oNo, soccer.'
2.2.2.2 ENGLISH I'OOTBALL ASSOCIATION from Book of
Football Records (Rollin, 1998: 13)
The Football Association was formed on26 October 1863 at a meeting
at the Freemason's Tavem, Great Queen Street, London. Apart from interested
individuals who attended, the following clubs were represented: Barnes, Blackheath,
Charterhouse, Perceval House (Blackheath), Kensington School, War Office, Crystal
Palace, Blackheath Proprietary School, The Crusaders, Forest (Epping Forest) and No
Names (Killburn). It was the first organizing body of the game in the world. Now it is
responsible for the governing of all football in this country.
It had been hoped for more representation from the public schools,
which were the most influential centers of the game in the rnid-lgth century. There
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was also a considerable difference in the opinion of members concerning the laws of
the game, which were not decided upon until the fiffh meeting.
Shortly after the publication of the laws, Black*reath withdrew from
membership because they were opposed to the rule banning hacking. This effectively
marked the point when the two codes of the game divided.
By 1870 there were 39 members: Amatew A*rletic Club, Barned,
Brixton, Bramham College (YorD, Clapham Rovers, Cowley school (oxfore,
crystal Palace, Donington Grammar school (spatding), 21"' Essex R. v., Forest
School, Garrick (Sheffield), Hampstead Heathens, Harrow Pilgrims, Hitchin, Holt
(Wiltshire), Hull College, Kensington School, Leamington College, Lincoln, London
Scottish R. V., CCC (Claph*), Charterhouse School, Chesterfield, Civil Service,
London Athletic Club, Milford College, No Names (Kilbunr), Newarlg Nottingham,
Oxford University, Royal Engineers (Chatham), Reigate, Sheffield, Totteridge Park
(Herts), Upton Park, Wanderers, Westninster School, West Brompton College,
Worlabye House (Roehampton). The power base was clearly in the south.
However, the next most important step in the development of the game
came when discussions were held towards instituting a Football Association Challenge
Cup. It was initially held in the offices of the Sportsman on 20 Juty l87l and
approved on 16 October. Charles Alcock, Hon Secretary of the FA and Wanderers
FC, had made the proposal for a Challenge Cup.
The first entuants it l87l-72 were Bames, Civil Service, Crystal
Palace, Clapham Rovers, Donington School (Spalding), Hampstead Heathens, Harrow
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chequers, Hitchin, Maidenhead, Marlow, Queen's Park (Glasgow), Reigate priory,
Royal Engineers, Upton Park and Wanderers. Harrow Chequers, Reigate Priory and
Donington School all scratched without playrng. Now it attracts in excess of 500
clubs per season and runs from September to May, with exemptions in the earlier
qualiffing rounds and up to the third round proper.
Apart from the unique circumstances of the 194546 tournament when
the games were played on a home and away basis, the cup has been played on a shict
knock-out system and the semi-finals fixed on a neuhal ground, usually wiftin
convenient taveling distance between the respective teams. Since 1923 the final has
been held at Wembley. The original hophy cost around f.20 ard was made early in
l872by Messrs. Martin, Hall& Co.
The initial matches were completed on ll November l87l as follows:
Barnes 2, Civil Service 0; Crystal Palace 0, Hitchin 0; Maidenhead 2, Marlow 0;
Upton Park 0, Clapham Rovers 3. The first goal was attributed to Jarvis Kenrick of
Clapham Rovers, who scored another goal and subsequently went on to play in three
successful finals for Wanderers, scoring three goals.
Marlow are the only club to have competed in every FA Cup
competition since the inaugural season, while neighbors Maidenhead missed only the
L876-77 season.
The Wanderers, a team composed of ex-public school and university
players and originally formed in 1860 as Forest FC, won the fust season's competition
by beating the 74 on favorites Royal Engineers 1-0. Morton Peto Betts, who played
)
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under the assumed name of A.H. Chequer, scored the first cup final goal. As an Otd
Harrovian, he had once played for Harrow Chequers.
Further controversy has arisen over the authenticity of even this
goalscoring milestone. It has been suggested that Thomas Hooman had actually
steered the ball between the posts. Contemporary reports were sketchy.
However, rather more difficult to understand is how the score in a
subsequent final could have been totally confused. It happened in 1877 when
Wanderers beat Oxford University 2-1. For many years the score was given as 2-0
and only comparatively recent research has unearthed the missing goal. It stitl does
not figure inthe FA records.
Only 2000 turned up at Kennington Oval for the original finaL the
admission price of one shilling (5p) thought to be responsible for the poor attendance.
Since the Challenge Cup was exactly that, Wanderers were able to gain a bye to the
final and choose their own venue the following year. Hence the 1873 final were
played at Lillie Bridge near Earls Court. But this rule was then dropped.
Since Queen's Park was already a member of the Football Association,
Scottish clubs were not barred from enty. This is why the cup is never known as the
English Cup. But after Rangers reached the semi-final in 1887 to be beaten 3-l by
Aston Villa" the Scottish FA made a rule banning their clubs from entering any other
nation's competition. Several Irish clubs also competed until 1890, but Welsh clubs
continue to play into. Druids were their frst representatives in 1876.
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A semi-final was played in Scotland in 1885. It was a replayed tie
between Queen's Park and Nottingham Forest held on the ground of Merchiston
Castle School, Edinburgh. Queen's Parlg who won 3-0, had also reached the 1884
final.
By 1881, the membership had grown to 128 and professionalism was
establishing itself. The days of the dominance by universities, old boys' teams and the
military were over. Though initially opposed to the payment of players, the FA
legalized professionalism in July 1885. In 1903 the FA became a limited company, but
in 1907 certain amateur clubs decided they were not prepared to abide by the FA's
ruling that all clubs should become members. They formed a breakaway Amateur
Football Alliance. In 1914 they agreed to recognize the FA's authority.
The FA also started a FA Amateur Challenge Cup in 1893, but this
ended in 1974 when the goveming body withdrew official recognition of amateur
footballers. Since then there has been a cup competition for senior professional and
semi-professional clubs outside the Football League, the FA Trophy (1969) and
another for minor clubs, the FA Challenge Vase (1974), the latter competition virtuatly
taking over from the old Amateur Cup. The Football Association was also responsible
for women's football and the Women's Football Alliance is now one of the 47 County
Football Associations.
In 1955, the FA had removed the ban on teams under their jurisdiction
playmg official matches on Sunday. Ten years later they instituted the FA Sunday
Cup. The Youth Challenge Cup was inaugurated in 1952, the County Youth Cup in
1945.
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For many years the Football Association continued to ignore the
temptation of sponsorship for the FA cup. However, tn lgg4, they agreed a deal
which enabled the oompetition to retain its title fotlowed by the name of the sponsor as
the FA Cup sponsored by Littlewoods Pools. But in 1998 the cup became The AXA
sponsored FA Cup. The FA has also been successful in obtaining sponsorships for its
other competitions. In 1997-98 it was the FA Umbro Trophy, the FA Carlsberg Vase
and The Times FA Youth Cup.
2.2.2.3 FOOTBALL LEAGITE AND FA PREMIER LEAGUE from
Book of Football Records @ollin, 1998:26)
The prime mover behind the forrration of the Football League was a
Scot, William McGregor, living in Birmingham and an offrcial of Aston Villa.
Dissatisfied with the situation where his club's matches were being called offby cup-
ties and local games, he corresponded with leading clubs to interest them in
regularizing fixtures, which had increased with the growth of professionalism. He
arranged a meeting of interested parties at Anderton's Hotel, Fleet Steet, London on
22 March 1888, prior to the cup final. His suggested title for the new organization was
The Association Football Union. The first formal gathering took place on 17 April at
the Royal Hotel, Manchester.
The original 12 clubs were: Accrington, Aston vi114 Blackbum Rovers,
Bolton Wanderers, Bumley, Derby County, Everton, Notts County, preston North
End, Stoke, West Bromwich Albion and Wolverhampton Wanderers. They agreed to
an annual subscription of e2.2s (e2.l0p). Three other clubs-Sheffield Wednesday,
r(
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Nottingham Forest and Halliwell - applied for membership, but could not be accepted
because of the difficulty in arranging fixtures.
The first matches were played on 8 September 1888 and resulted as
follows: Bolton w 3, Derby Co 6; Everton 2, Accrington 1; preston NE 5, Bunrley 2;
Stoke O,WBA 2; Wolverhampton W 1, Aston Villa 1. Bolton made a sensational start
scoring tluee times within six minutes, only for Derby to fight back to lead at the
interval. Notts Co and Blackburn R began their season a week later, Notts Co losing
2-l x Everton and Blackburn R drawing 5-5 at home to Accrington. There had been
no provision for a point for drawn matches. This was instituted later.
Sheffreld Wednesday and Nottingham Forrest found acceptance into
the Football Alliance, which started operations in 1889-90. But in 1892 it had its 12
clubs absorbed into a Second Division of the Football League. The top division had
itself grown to 14 in 1891 and then to 16 clubs by 1892, making 28 in total. There
were turther additions: 1893 (31), 1894 (32),1898 (36), 1905 (40) and 1919 (44).
The 1914-1915 season was completed as normal, the changes being
made for the 1915-16 season. Two groups, Lancashire and Midlands were formed for
all except five clubs in the South who combined with Southem League teams and
played in a London Combination. The regional competition was divided between a
Principal Tournament and a Subsidiary Tournament, which followed it. The London
Combination was similarly divided into a Principal Tournament and a Supplementary
Tournament. During the First World War, the Football Association made a rule that
no payment or consideration be made to a club or player for the player's services.
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In 1920 the Southern League was swallowed up to form a Third
Division, which became a Third Division South the following year when 20 clubs
fonned the Third Division North, taking the overall complement to 86 clubs. In 1923
the total number of clubs was increased to 88 with four divisions of 22 in each and this
remained as such until 1950 when four new members were admitted into the
regionalized Third Divisions.
For the Second World War, the regionalization varied from season to
season, as did the number of competing clubs. As in the First World War, it was
found necessary to incorporate non-league teams in order to allow some reasonable
competition in certain areas. To this end, Aberaman Athletic, Lovells Athletic and
Bath City played in the Footbatl League (West).
Unlike in the previous conflict, this time the Football League
sanctioned a payment of f1.l0s (f,1.50) per match, but no bonus for either wins or
draws. This fee covered the first four seasons. Fees were increased to fZ n 194344
and f,4 inl945-46.
R.elegation and promotion had been introduced between the two
divisions in 1898-99. Previously the issues had been decided by a series of Test
Matches. On the formation of the regionalized Thhd Division, only one team carne up
from each section. This remained until the 1957-58 season, when the 12 lowest
finishing clubs in each of the North and South sections formed a Fourth Division, the
top 12 each minus the promoted teams becoming a new Third Division. The following
season four clubs were relegated and another four promoted between the two new
*
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divisions. ln 1973 the League accepted three up and three down between the first
three divisions.
During the First Was, regional competitions had replaced the nonnal
fare and again during the Second World War when a War k4gue Cup was introduced
as a replacement for the FA Cup which had been held in abeyance during the period of
hostilities. In the 1930s, the League had organized cup competitions for the Third
Division sections. In 1960 it started the League Cup for all League clubs.
Throughout the League's history, a varying number of clubs at the
bottom of the lowest division have had to seek re-election. However, in 1987 play-
offs were introduced in addition to the automatic tansfer of promoted and relegated
team between divisions. At the same time the bottom club was relegated to the
Vauxhall Conference and replaced by the teading tearn from that nonJeague
competition, providing their facilities were acceptable to the League.
But in 1991 no team was relegated and Barnet promoted from the
Conference, only for Aldershot to be expelled because of financial problems in March
1992. Maidstone United followed in the August. Colchester United from the
Conference restored the number to 92 clubs overall.
Goal average which had been used since the start of the League to
decide placing where an equal number of points existed, was replac.ed by goal
difference for the 1976-77 season and for the 1981-82 season, the old system of two
points for a win was changed to three. Substitutes were first permitted for injured
payers in the Football League for the 1965-66 season and for any reiason the fotlowing
f
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term. Two substitutes were allowed in the 1987-88 setrson and the addition of a
replacement goalkeeper for 1994-95, followed by three substitutes of any
denominalion the next season.
Sponsorship has figured prominently in recent years, the League Cup as
the Milk Cup from 1982-86,the Littleweeds Cup 1987-91,the Rumbelows Cup lggl-
92, the Coca-Cola Cup 1993-98 and the Worthington Cup from 1998. The League
itself was sponsiored firstly by Canon in 1983 and then briefly by Today newspaper
before the role was taken over by Barclays Bank in 1987, Endsleigh Insurance in 1993
and Nationwide Building Society from 1996.
When the Football Association introduced its Blueprint for the Future
of Football towards the end of the 1990-91 season, it provided the opportunity for
those keen to breakaway from the constaints of the Football League, with the
knowledge that there would be not only official approval, but the real promise of
increased finance through sponsorship and television.
The principle plan was for an l8-team set-up giving ample time for the
England tearn manager to prepare elite players for international matches. Already
there had been a move to reduce the number of teams in the First Division to 20, but
the clubs were unhappy with this and there had been a reversion to 22.
On 22 February 1992, the FA Council gave its approval to the 22-club
Premier League, to commence on 15 August. With the original idea of an l8-club
league rejected, the three up and three down principle with the Football League would
*
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stay until the end of the 1994-1995 season, when four premier clubs would be
relegated and only two promoted in their place.
Having received a massive f,304 million injection from BSkyB and
BBC for television rights, the new competitioq had a sound financial basis. In
February 1993 a four-year f,12 million deal with Bass was announced and in August
the comFetition becarne known as the FA Carling Premiership. A four-year extension
was agreed n lgg7.
Meanwhile the Football League has stiven to maintain its authority on
a reduced membership. The innovation of play-offs in 1986-87 has been the chief
cause of a continued rise in annual attendances. Cup competitions for Futl Members
and Associate Members had a mixed response when introduced in the 1980s, as did
the Anglo-Italian Trophy, brought in when the Premier League took a quarter of its
clubs. Unfortunately they suffered from short-tenn sponsorships, which did not allow
the public time to familiarize them with the competition. But the financial gain of a
Wembley final was not to be lightly dismissed and has resulted in some outstanding
attendance figures.
In recent seasons, too, several Premiership clubs have not taken the
League Cup seriously chiefly because of European commitments, though the Football
League has managed to keep the prize of the winners competing in the UEFA Cup.
Further exemption from early rounds has been used as a sweetener for them.
*
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2.2.2.4 The example of the number one football club of Germany
'FC Bayern Munich' from peak per{ormance (Gilsor, pratl Roberts & .weymes,
2000:4-27)
At the heart of Germany's soccer success story is FC Bayern Mgnich.
FCB has ruled the thirty-six+eam German Bundesliga through its thirty-five-year
history, with fourteen Fussball-Meister titles, a further seven second-placings and
three third-placings. They held the Fussball-Meister title at the time of our visit, and a
few months later went on to win the Deutscher Fussball-Bund @FB) Cup for the ninth
time' In 1999 FCB were once again crowned Fussball-Meister, winning by a fifteen-
point margin, the largest in the history of the league. No other German tea* comes
close to this record of continuous contention in Europe's most consistenfly
competitive soccer nation.
A million fans routinely attend home games during a season. There are
1500 registered FCB fan clubs worldwide and 10.5 million fans. .Kronen Wild Duck
Haikon China' is not a new Chinese Restaurant; it is the new FCB officiat fan club in
the People's Republic of China. FCB is a worldwide sports franchise of stunning
proportions.
Before we understand the reasons for the relentless success of FCB
more frrlly, we also needed to understand the national success of German soccer. At
the headquarters of the Deutscher Fussball-Bund, the General Secretary Horst R.
Schmidt explained:
*
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"We believe that the consistency of our success is due to the stong
structure of our clubs and our regional associations. That means that over the years we
have been in a position to support talent. We can now look for talent at a very early
age - under six. The kids in kindergaxten are asked if they are interested in playrng
football. A lot of sports are competing for the children's attention, so it,s
understandable that clubs try to have them very young. By the age of nine or ten,
coaches from the 'Land' associations are already tooking for talented players. They
are invited to taining lessons and that continues over the years. Talented club players
are noticed first by the talent scouts from the 'Land' association, then by the regional
association, and the best players make it into the national squads for the various age
groups. Clubs in the higher leagues look for talent in the smaller clubs. They used to
have to pay smaller clubs a transfer fee before they would release them, but the
European Court outlawed this system as a restraint on work. This created an
unbelievable loss of money for small clubs alt over Europe. We now have a
completely free market, and players can change clubs with no charge at the end of
their contracts. This makes the wealthy clubs very stong,,.
"Creating the future through development is therefore a responsibility
shared by the clubs and the DFB in a mutually dependent and symbiotic relationship.
Both know that the success of the national team and the Bundesliga is dependent upon
the continuous nuturing of new talent. The small clubs play a key role as the
foundation of the pyramid, but are coming under increasing financial pressure as
economic forces drive money towards the elite teams. Many of the Bundesliga clubs,
such as FC Bayem Munich, have alliances with smaller clubs to extend the dream and
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build for the future. The very best young players move to the Bundesliga clubs at an
early age, which suits the DFB,.
The talent scouts of the regional associations and the clubs work
together because they have a mutual interest in ensr.uing the talent gets better and
better for the club and national squads. The Bundesliga clubs ty to attract talented
players from the age of fourteen or fifteen from all over the country. That makes iteasier for the DFB coaches to look for talent and to see how the players develop.
Eighty per cent of talented players are members of the Bundesliga clubs and play in
their teams by the age of sixteen or seventeen. The normal way is that these
youngsters come to a Bundesliga club and then show up in the nationals.
*The DFB coaching system is sharply focused on the development of
talented players for the national squads for each age group from under-fourteen
upwards. It is a systematic and relentless process, where the constant goal is to hone
the skills of the very best inspirational players who will secure a place in the elite,
senior national side".
"The DFB organi zation is unique in Europe in that it organizes
everything to do with German soccer, including the professional leagues, the amateur
leagues, the referees and relations with the Press. [n most countries the amateur and
professional leagues are divided,,.
"We have been lucky enough to have both professional and amateur
soccer managed by DFB, this is not the case in England, France, Italy or spain. we
are convinced that ours is the right way. The fact that we have a strong, concentated
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organization has helped us to be very competitive over the years in our national
squads, and this makes it attractive for youngsters and player from overseas to play
soccer in the Gennan leagues,,.
"over the years powerfrrl DFB Presidents have ensured that the
amateur and professional leagues have remained under one roof, despite the short-term
financial considerations of some Bundesliga clubs which have led them to create
pressure for greater ownership of the Bundesliga- Continuity in organization is a
notable feature of the DFB. Since 1900 there have been just seven presidents, and
while other nations sack their coaches at the stightest sign of a losing streak, in
Gerrrany just six coaches have developed the national representative squad in over
seventy years". Schmidt sees this continuity as an important ingredient in creating the
funre.
'oThe art of administation is directly related to what happens on the
field. It is very important for the motivation of the people working in this association
that we have successful teams. We are a powerful association, which has always been
very successful, and people are proud to be members of staff or members of
committees. People want to belong to the DFB because of our traditions and our
success. It does not matter if we are not always champions, but we have to be there,
and to be a successful team playrng football at the level that is expected. Winning is
important, but the way you play for the public is very important. If you play with your
entire prowess, but you lose, people will accept this. If you win, but you do not play
very exciting football, people will not accept this. We played one championship in
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Fac. of Grad. Studies, MahidolUnM. M. A. (Sport Management) I 41
Spain and got to the final, losing against Italy. Everybody in Germany was gnhappy,
not because we lost in the final but because of the way we played.
FCB sells symbols of association tbrough four FCB shops, four mobile
vans and by mail order. The distinctive red, white and dark blue colors and logo
extend the FCB brand into a range ef sl6thing, memorabilia and merchandise as
diverse as mountain bikes, watches, school equipmen! kitchen equipment and toys.
The FCB Meister Katalog offers a rich array of branded goods for the squads of
enthusiastic fans worldwide. The range and extent of these dream catchers is the most
impressive and comprehensive among all our project organizations. With a print run
of one million copies, the Meister Katalog is big business, and the financial pay-off
feeds the dream. There are about 120 people in distribution of tickets and
merchandising. Service and image drive the dream, with 'everyone teated very
friendly', according to Jung,' oYou do not know what they want to have; maybe they
want a ticket, maybe a tie, magne! shirt, you do not know but you treat everyone the
same. And if you teat them friendly, the chance that they will buy is better.'
Sponsors are partners in extending the dream. Opel and adidas are our
two premium sponsors. Then we have other sponsors to whom we ofFer standard
packages of benefits plus further special options. Cross promotion is very important
between our sponsors. We often suggest that a sponsor goes together with another to
get greater benefits. Also, we want successful sponsors, because then we have a
transfer from sponsors to the club and from the club to the sponsors. We had 350
hours of TV coverage last season and 3,467 million people contacts. About twenty-
five per cent of our income comes from sponsorship.
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Thiti Pluckcha-oom Literature Review / 42
The revenue derived from sponsorship, merchandise and ticket sales
enables FCB to fund the development of youth players and to play a role in the DFB,s
commitnent to social responsibility. For example, inspirational players take decisive
positions against drugs and smoking, in nationwide and local campaigns, aimed at the
young. The FCB is at the forefront of an ongoing 'say No To Drug, camFaign.
Rumaenigge was one of its initiators: oDrug abuse caused a tragedy in the family of a
close friend of mine. So, I immediately agreed to do whatever is necessary to warn
our youngsters.'
The FCB dream is more than just winning, more than filling the
stadium, year-in yeax-out, more than selling symbols of association, more than just a
1-0 win. Winning attractively is important, but beyond winning, FCB is committed to
being a partner in society, and takes its social responsibilities for popular sports, and
especially, youth, seriously.
2.2.2.5In a textbook "SPORTS - A. Social Perspective" written by
Timothy J. Curry and Robert M. Jiobu (1984:2-5) stated about sport in USA society as
below paragraphs.
Traces of sport can be found everywhere, especially in our mass media
and popular culfure. Here are some examples.
The motion picture was at one time the most popular dramatic medium.
of all the film genres - detective story, musical, romance, etc. - the sports film
exceeds even the western in longevity. Several have become pop classics dealing with
themes that vary from maudlin biography (The Babe Ruth Story), to falling from grace
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(Bang the Drum Slowly), to religious fulfillment (Chariots of Fire), to the striving for
and the meaning of success (Roclry I, II, and III). Sport is a durable and flexible
theme, and sports fiLns are continuallyproduced.
Nowadays, television rivals cinema in popularity. Over 95 percent of
all United States households have sets. For the truty addicted sports spectator, some
cable stations carry nothing but sports twenty-four hours a 4g,,y. Even without cable,
the spectator does not lack for viewing opportunities. Most daytime TV on weekends
consists of sports programs; football and basebatl take up many Monday nights; and
sports specials - pennant games, world series, NCAA and NBA basketball
championships, and championship boxing matches, to cite a few - often fill the tube
on other nights. Viewing audiences can be immense. One-fourttr of all the people on
earth watch some part of the World Cup soccer matches on TV. Only such events as
the first walk on the moon can compare.
It is not just on screens that sports images appear. Look closely at the
next magazine or newspaper you pick up and note how many advertisements
incorporate sports images. Using sports to sell products is nothing new. In 1905 a
Coca-Cola ad featured ooa young man with golf clubs and a grrl with a tennis racket.,,
Current examples abound - Bausch and Lomb sunglasses with skiers, Time and
Newsweek with boxers, Canon cameftrs with tennis players, Paramount vodka with
hang gliders, and so on - page after page of sports images used to tout the good life
and the products that go with it.
Of course you must buy products to have the good life. Participation
sport has developed into an industry. Not only do conventional sporting goods stores
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exist; so do specialized stores that sell nothing but running geax, for example, or tennis
equipmen! or ski equipment. Sport dress has become fashionable, quite apart from
function. We suspect that more running shoes and warm-up suits are bought for
walking than for running. Men and women wear pu$ down slqi slsrhing for warmth
and for fashion rather than for skiing; they are now de rigueur. As much as 70 percent
of the over four billion dollars spent on sports ctothing may be for non-sports use.
Now even the non-athlete seeks the athletic body. At one time in
history corpulence denoted status; when most people starVed only the affluent could
afford to be fat. But there is no more. Now thin is in. Advertisements for commercial
gJans show pencil-thin models in Danskin tights radiating health; .ol,et us help you
stay slim!" says one; or lost forff-one pounds and fifty-two inches,,' says another;
"When you look good you feel good," says yet another. Over two million Americans
have bought the message and signed up.
Thereos more to sport than body images. A participation boom is
underway. People no longer sit back and watch others engage in sport; they now want
to participate themselves. About 40 percent of the adult population in this country
engages in some kind of organized sport, about 50 percent in regular exercise. For
example, twenty million joggers filI the streets, parks, and trails everywhere. Try
getting a tennis court during the weekend! Some courts require reservations two weeks
in advance.
Not too long ago, the medical profession held exercise in low esteem.
Athlete's heart was something to avoid, not seek; rest was the referred treatrnent. But
now all that has changed. Modern medicine holds 'that exercise is healthy and you
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 45
cannot escape the message. Riding a jet tansport at 35,000 fee! we picked up the
airline magazine only to be told again that 'oYou have to be in shape to climb the
corporate ladder." It is hard to get to the top and stay there with a coronary condition.
As a result, some 50 percent of American corporations now sponsor recreation-
exercise-sport programs for their employees, and more and more of the upper echelons
are participating. Not only is it good heatth, it is good economics. .American
businesses lose about twenty-seven billion dollars each year because of unfit an ilt
employees.
Sport also leads to social and mental fitress. Many articles and books
have been published describing the mental benefits of sport. "Running highs," "going
through trances," oothe inner game," are becoming part of everyday vocabulary. Sport
is touted as a way to cope with the tensions and turmoils of modern society, and some
psychiatrists now use it as part of their therapy programs.
These examples should be sufficient to demonstrate the basic point.
Sport is all around us. That much is clear. Unfortunately the sociological implications
of that fact are not at all clear; nor will it be easy to ferret out the implications.
Sociologists have just recently begun to pay formal attention to sport.
2.2.3 Newspaper
Siam Sport Daily, Monday 31 May 1999, page 6. In the column "Sport &
Business" was talked about the marketing policy of sponsor in sport business. It was
about "sponsor to the clubs"
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JVC has been sponsored to Arsenal Football Club for 18 years and would not
sign contract anymore because JVC thought ttrat it was peak point. Nick Witson,
Business Marketing Manager of WC believed that being long-term sponsor helped
JVC success until now.
*At firsg we hope to intoduce the brand to the market and it must be 2 or 3
years to let the market knows us." ooBut, being sponsor to Arsenal, we achieve more
than we expect. Sales increase year by year. We do not expect that when people see
the JVC sign on the shirt he will tell himself to buy JVC television immsdiately.,,
"We would like them to remember and recognize when they need to buy electic
appliances, JVC will be one of their choices."
2.2.4 Reports and Documents
There are documents from the conference on "successful Approaches to
Event Management & Sponsorship Marketing" which is held on September 2-3,1998
at Grand Hyatt Erawan Hotel by Mr. Michael Dale, Assistant to Managing Director of
IMG Services (Thailand) Ltd. stared that;
ooThe nature of sports management can be basically defined as the direct
association by name of a company, a brand or service to a specific event or sport. This
can also take the form of an endorsement of a product or service by an athlete or well-
known public spokesperson."
'orhis development has exploded over the past zo-30 years on the
lnternational Golf Circuit where traditional tournaments named after the course they
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were played on have been retitled o'The Buick open,', .,The Chrysler open,,, ..Tte
Dunhill Cup", etc."
*Event sponsorship is now a major industry. More than 6 Billion Dollars is
spent annually on worldwide event sponsorship. More than 400 major international
corporations have established sports and special event marketing departnnents. Many
other companies devote personnel and resources to the field."
"Many AD agencies and PR firms have special divisions devoted to event
sponsorship. The reason why so much attention is being devoted to event sponsorship
is because it works, event sponsorship can be a successful and cost ef;flective way to
achieve marketing objectives. Even arnong the most conservative companies it is
accepted wisdom in the US and Europe that event sponsorship is an eflective
marketing tool. It is increasingly accepted in ASIA as welI, that sponsorship should be
a part of the marketing mix."
"Advertising throughout the world is getting more expensive; this is true for
Thailand even in these economic times. While recently we are seeing a great many
specials and co-op deals with free press ads with the purchase of "X' amount of TV
but as the economy returns to health costs will also go back up.',
"Now is an excellent time to get into the sponsorship business especially ifyou have a multinational background and can take advantage of the Baht situation. At
the same time it is perceived that traditional advertising is frequently ignored with the
advent of remote controls people channel surf during commercial breaks or go to the
kitchen or the batluoom."
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Thiti Pluckcha-oom Literature Review / 4g
In addition, he also talk about sport Marketing for the Future;
'olet's face it the days of sport being played for the pure joy of the game and
enjoyment of the fans has long passed. Sport today is a business and a business can
only exist when there is profit. Wherever a Sports Association or federation or an
athlete can see a revenue source they win entertain a sponsorship proposal.,,
*Even the Olympics, which have haditionally been portrayed as the epitome
of pure sport, were called the coke games when held in Atlanta in 1996. Traditionally
sponsors looked to exclusivrty only from the advertising broadcast side of the games.
It began in Los Angeles when the fust official sponsorships were sold and
merchandized but it reached its zenith in Atlanta.,'
"In 1996 ten Olympic sponsors paid $40 million each for the rights to both
the lillehammer and Atlanta Games."
"We have seen the progression from team uniforms carrying only a player's
number to having the players name and number and now we see the names of multi
national companies on the front of team kit.',
ooYou just have to look at the English premier league as an example of this
proliferation. Think JVC, Carlsberg, Umbro, Hewlett Packard, Subaru and Sharp to
name a few."
'oHow long will it be before we see corporate names on the national football
league jerseys or the national hockey league shirts or the uniforms of the national and
American baseball league?"
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Fac. of Grad. Studies, MahidotUniv. M. A. (Sport Management) / 49
"On the technical side we have seen the original A-boards around a soccer
pitch which carried a single sponsor name evolve to the new roll up boards which
rotate different corporate sponsors every 10-15 minutes during a game.,,
'oThe newest version of this technology now allows sponsors in different parts
of the world to pick up the TV signal and electronically change the A-board messages
when re-broadcast in the local market. This technology is very expensive but it is now
available."
"You may have seen on some international football broadcasts where what
appears to be a three-dimensional sign on the pitch. Players seem to run and walk
through the sign, it happens very quickly but when watched closely is quite a visual
treat. This has been developed through specifics of camera angle and design on the
pitch."
o'Another area that has been exploited in the U.S. and CANADA is that the
names of the arenas and stadiums now carry corporate identification, the United
Center in Chicago, the Marine Midland Arena in Buffalo, the Omni in Atlanta and the
Air Canada Center in Toronto."
"From a corporate point of view it goes back to the company objectives for a
specific market. Sport marketing is just one element of the marketing mix. We are
now seeing corporations such as AMEX sponsor rock tours by the likes of Elton John
and the Rolling Stones."
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"Hollywood has cashed in on this trend as well. The last two James Bond
fiims saw BMW and Omega respectively use tie-in AD campaigns with there products
promoted by Pierce Brosnan who starred in the films as James Bond.',
"McDonalds and Disney maximize these types of merchandise tie-ins. A
good example was the Lion Krg, the Hunchback of Nohe dame.,,
"With global marking efForts we will see more and more sponsorship
opportunities."
"ln the sports category you may be surprised to find out the leader in 1996
was Motor sports with $920 M followed by Golf with $520 M, in third sport was pro
Sports Leagues and Teams at $365 Million.,,
"Sports sponsorship when correctly implemented creates excitement and
brand awareness. Physical product presentation through display models or on site
product sampling provides added impetus to the event. Public relations are critical and
where possible mini media campaigns promoting the event can increase both the live
spectators and home viewing audiences."
"On site promotions of products i.e. the chance to win something creates even
more interest. A sponsorship can generate fun for all involved."
"IMG has a stable of annual events and in some instances they come with a
title sponsor. In many cases federations from around the world to organize a
competition or tour event approach us."
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"Besides our history and organiz-ational expertise MG has the added benefit
of our own television production company Trans World Intemational (TWD. We
supply TV sports programming around the world and to many Airlines for their in-
flight entertainment."
"Our TV arm allows us total conhol of production and increases sales of our
events around the world glving sponsors additional exposure.,, ..We dictate the
signage coverage and the voice over co[rmentary guaranteeing morimum exposgre
both on the audio tack and visually on the screen.,,
"We just finished this past weekend the Women's Grand Prix Volleyball and
JVC Asian Badminton Championships. The volleyball was tremendously exciting
with 4 of the best women teams in the world competing for their share of 1.5 Million
Dollars. The press coverage was excellent and this is a time when the majority of the
Thai press are in Viet Nam covering the Tiger Cup.,'
"fn summary, when we have approached Thai based companies on the
benefits of sponsorship the phrases that come back again and again are 'We,ve never
done...' ''we don't know how...' and 'we don't have the staff..., .what is the med.ia
value?"'
"We realize in these economic times that the brand managers, product
managers, AD agencies and media buyers are under massive pressure to deliver sales
and performance and ratings, It is not easy, a great many extemal forces are at work to
make this job even more diffrcult."
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'oMy client used to say, 'Lead, Follow or get out of the way.' So if your
traditional marketing mix isn't delivering your objectives perhaps it's time to look at
including sponsorship in your marketing plans. But be realistic a sponsorship program
alone will not turn a company around over night. It is part and parcel of a total plan
working with all the marketing elements to achieve a corporate goa[."
ooThose companies that initially take the high ground in a sponsorship role
will see the rewards, those companies that wait usually end up scrambling to make up
lost ground to the leaders and those that do nothing are left far behind."
2.3 Summary
The above paragraphs refer to sports as business. Therefore, the objective of
this thesis is to study and analyze the sport marketing of a successful football club,
Manchester United Football Club of England. There are so many interesting things to
be researched. Why do people love to see the matches they play? Why are there so
many sponsors willing to pay money for them? Manchester United Football Club of
England is selected because soccer is one of the most favorite sports in Thailand.
Although there are so many teams in England such as Arsenal, Liverpool, Chelse4
Leeds United, etc. or teams from Germany's Bundesliga such as Bayem Munich,
Borussia Dortmund, etc. or teams from Italy's Calcio Serie A, Inter Milan, AC Milan,
Juventus, Roma" etc. and the other leading national football teams such as Braztl,
Argentina, France, Italy, Germany, etc. but Manchester United Football Club of
England is the most interesting football team for Thais.
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 53
CHAPTER TII
METHODS AND MATERIALS
In this research, Manchester United Football Club of England will be studied
and analyzed by using sport marketing theory to support. It will be investigated how
foreign sport can become a product which can be sold, and on the other hand why
Thai sport cannot be sold.
3.1 Methods
Since Manchester United Football Club is not in Thailand, but it is one of the
most interesting team for Thai people, the research will study from the followings:
3.1.1 By using personal computer with fari/modem connect to World Wide
Web, through the Internet; search for the information related to sport marketing of
Manchester United Football Club. There are many search engines, which will be used
to search for the related data, such as www.search.com www.google.com
www.yahoo.com www.siamguru.com www.sanook.com www.infoseek.com
www.altavista.com www.hotbot.com www.elibrary.com www.researchpaper.com
www.lycos.com www.thaifind.com and many more.
3.1.2 Both Thai and foreign textbooks, sports newspapers, sports magazines,
documents, and reports.
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Thiti Pluckcha-oom Methods and Materials / 54
3.1.3 Surveying of Thai people's opinion for Manchester United Football
ctub through Internet via web site of Grand sport Group co., ltd.
(www.grandsport.com) between July 1999 to Decemb er 1999.
3.1.4 By observing football competitions and leagues in Thailand, zuch as
GSM Thailand League, Thailand University League, King's cup, Asian Games, etc.
3.1.5 By observing English Premier League at United Kingdom.
3.1.6 After the data are collected from various sources, the qualitative
analysis will be used to analyzeby describing Manchester United Football Ctub to
conforrr to an outline of marketing management process and sport marketing concept.
3.2 The Researchts tools and tools, quality
3.2.1 Survey form. Creating the form according to the contents needed such
as the opinion about Manchester United and opinion about Footbatl club in Thailand.
3.2.2 Analysis form. Making to confonn to the scope of the research.
The tools' quality was checked by content validity. That is, making flie tools
to conform to conceptual framework that is checked by thesis advisors.
3.3 The Data and Information Collecting
3.3'1 By uploading the survey form via web site of Grand Sport Group Co.,
ltd- (www.grandsport.com) is suitable since Grand Sport attached the banner at
rvww.thairath.com. The answer will automatically return to the researcher,s e-mail.
All the answsrs will be gathered and analyzed in statistical method
3-3-2 By searching ttuough lnternet and from both Thai
documents, texts, newspapers, report, and any documents concerning
marketing, sport and business, sport and entertainment.
and Foreign
about sport
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3.4 Analysis
3.4.1 Quantitative analysis. The data from Internet survey will be statistical
analysis as percentage for shrdying of consumer's opinionby using SPSS program.
3.4.2 Qualitative analysis. The collecting data from various sources will be
described in the fonn of sport marketing according to the analysis form. In the time of
analysis, if the data is not enough, collecting for more data is necessary.
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CIIAPTER W
RESTILTS
4.1 Surveys through Internet
The objectives of this survey is to find the opinion of Thai people who love
sports, especially football, which team in English Premier League and which team in
Thailand is their most favorite team. ln addition, the open-ended questions ask about
football in Thailand. The survey is made from July 1999 to December t999.
4.1.1 Which clubs do you like most?
Teams Frequency Percent
Manchester United
Liverpool
Arsenal
Newcastle United
Chelsea
Tottenham Hotspurs
Leicester City
Southampton
Not answer
Total
97
53
t7
6
10
6
2
2
7
200
48.s
26.5
8.5
3.0
5.0
3.0
1.0
1.0
3.5
100.0
Table 1. Number and percentage for Thai people towards the English Football team
Manchester United is the most like club (48.5%). Liverpool is the second (26.5%)
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4.1.2 Which clubs in Thailand do you like most?
Frequency Percent
Do not like
Royal Thai Air force
Thai Farmers Bank
Port Authority of Thailand
Sinthana
BEC-Tero
Osotsapa
UCOM Rachpracha
MangporlorKleun
Thai National Team
Telephone Organization
Bangkok Bank
Royal Thai Army
Not Answer
Total
25
49
l5
l3
t9
16
4
t2
I
3
I
I
I
40
200
t2.s
24.5
7.5
6.5
9.5
8.0
2.0
6.0
0.5
1.5
0.5
0.5
0.5
20.0
100.0
Table 2. Number and percentage o@s Thai Football team
Royal Thai Air force is the most like club (24.5%).The second is 'not answer, (20%).
4.1.3 The opinion about Manchester United, why do they like this team? It
can be concluded that they like this team because the excitement of the game, and the
ability of players.
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4.1.4 TbLe opinion about Thai F'ootball team, the answer is that people like
some players but not the game.
4.2 Searching through Intemet:
4.2.1 About Manchester united pubtic Limited company from
htp : //ir. manutd. com/manutd/about/
Manchester United PLC is a public timited company. It was floated on the
London Stock Exchange in 1991. It is a holding company that owns the following
subsidiaries:
- Manchester United Football Club
- Manchester United Catering (Agency Company)
- Manchester United Interactive
- MUTV, the club's official channel, is a joint venture between Manchester
United PLC, Granada, and British Sky Broadcasting. Each partrrer owns
33.3 per cent of MUTV
The ultimate authority in Manchester United PLC belongs to the
shareholders. The shareholders appoint directors of the PLC Board to oversee and
supervise the companyos operations throughout the world.
4.2.2 Business Strategy from http://ir.manutd.com/manutd/about/bustray
Manchester United's ambition to be the most successful team in football will
be achieved by developing a successful and sustainable business. To this end, the
football and commercial operations of Manchester United work hand-in-hand. There
realiy is "only one United"
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 59
With 50m fans worldwide, our twin-track business strategy is to grow
existing and new domestic revenues whiie 41[ss trnlocking the substantial commercial
potential represented by the Club's global fan base.
The challenge ahead is to convert more of those fans into customers, both at
home and abroad, by bringing them closer to Manchester United and the Old Trafford
experience. We can offer them the opportunity to subscribe to exclusive Manchester
United content through media platforms such as MUTV and manutd.com, buy affinity
services such as the new range of financial products from MU f inancs, or purchase
Club merchandise through our growing chain of retail outlets.
For this stategy to succeed, we require the support of our sponsors and
commercial and marketing parfirers. In all our parhrerships we have joined forces witl
market leaders to exploit the potential in the Manchester United brand without over-
commi6ing capital that can be better employed elsewhere in the business.
4.2.3 Corporate Responsibitity from http://ir.manutd.com/manutd/about/
resp/
Manchester United is committed to acting as a responsible corporate citizen,
meeting its obligations to all of the company's stakeholders, including shareholders,
employees, customers, and the local, national and global communities it serves.
We are proud to be a member of the first ever FTSE4Good index, which
identifies companies with good records of corporate social responsibility.
FTSE4Good's criteria for membership of the index cover three criteria: working
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towards environmental sustainability; developing positive relationships with
stakeholders; and upholding and supporting universal human rights.
These areas and others are covered by a growing number of company
policies, the most recent of which is a new Environment Policy aimed at ensuring
Manchester United understands and manages its environment impacts and makes
environment issues and integrat part of our business strategy. The company recently
became the first football club to be included in the Business in the Environment Index
of Corporate Environmental Engagement.
Manchester United also operates an Equal Opportunities Policy, an Anti-
Racism Policy and a Disabled Policy.
The club is also an active particrpant in local, national and global charities
and good causes. United for Unicef, our three-year partnership with the world,s
largest children's charity, is not only raising a minimum of f,lm to go towards
education programs around the world, but has also been instrumental in raising
awareness about the work Unicef does to improve the lives of underprivileged children
and mothers worldwide.
4.2.4 Environmental Concerns from htp://ir.manutd.com/manutd/abou0/
env/
Manchester United recently became the first football club to take part in the
annual Business in the Environment Index of Corporate Environmental Engagement.
companies invited to take part included the FTSE 100 and FTSE 250 and other large
private companies. overall Manchester united was ranked in l49th place.
f,
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 61
Environmental Policy Statement
Manchester United PLC recognizes its responsibility to ensure a safe andIhealthy environment and we will endeavor to attain sound environmental perfonnance
through a proactive environmental management system which will be integrated into
overall business activity, minimize significant environmental impacts and ensure legal
compliance.
Clearly outlining management responsibilities and promotrng employee
involvement through increased awareness, taining and instruction will achieve the
aims of this policy statement.
Environmental objectives will be set to achieve continual improvement and
the principle of 'prevention is better than cure' will be adopted. Ow activities will
stive to avoid polluting the land; air or water and we will take all reasonable steps to
prevent pollution at its source. We will avoid hazardous processes or materials
wherever suitable alternatives are available.
We will aim to conserve natural resources by minimizing the use of non-
renewable materials, by recycling materials, by minimizing energy use and by using
recycled products and packaging. We will continually reduce wastes and losses by
being efficient.
We will ascertain the environmental standards of our major suppliers and
contractors and we will endeavor to encourage them to improve their environmental
performance where appropriate.
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We will regularly audit our compliance with legislation and with this policy,
measure progress and continually improve wherever economically practicable.
This policy will be reviewed at least annually, wilt be brought to the attention
of all employees and made available to all stakeholders including the general public on
request.
4.2.5 From rvww.footballculture.neUteams/feat_manu.html found that why
Manchester United is the biggest and most popular team in the world. It compares to
soft drinks. If Coca-Cola and Pepsi got a football team together it would be the most
famous in the world because 98o/o of the global population have heard of at least one
of the two brands. They have not produced a footbatt team though; they produce soft
drinks. It is the fact that Manchester United, on the other hand, produces the most
famous football club ever. Approximately 79% of the world have heard of the club.
From stockbrokers in Surrey (county in the South of England) to students in
Singapore, the fortunes of Manchester United are followed and celebrated. When the
club recently conducted their own research to find out which is the best supported club
in the world they forurd that they were number 1 with 39Yo of the vote. Juventus were
second with4Yo of the vote. Based on this global fan base, of Manchester United have
established a sophisticated marketing operation that makes them not only the most
popular, but also the richest club in the world. The club were recently quoted at being
worth more that €l billion on the London Stock Exchange.
What is the secret of this success? Just why are United so big and so poplar?
After all, Real Madrid have won more European Championships (seven vs. United,s
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two); Liverpool have won *. r"u,rrrl*Sb,ll$:t: and corinthians of Brazil won the
i inaugural FIFA World Club competition in January 2000, whilst United did not even
make it to the Semi-Finals.
But the secret behind United's success lies not in facts and statistics. It lies in
culture, popular culture to be exact. United is like a huge Hollywood blockbuster.
And no script-writer would have dared to come up with a script as wild, as
improbable, as emotional as United's
United started life in 1878 as Newton Heath, initially comprised of a group of
railway workers. They enjoyed immediate success and ttrned professionat in 1885.
Always destined for the big screen they did not start to demand top billing until the
1940's as David Meek, a Manchester based journatist for over 40 years recalls:
"I think it began really when Matt Busby came home from the war and set
about making something of a club that had been something of a sleeping giant before
he arrived. They reached the quarter finals of the European Cup in his first season.,,
United won their first major trophy in 37 years in 1948 when they picked up
the F.A Cup.
In addition, there is the fact that shows how Manchester United comes from
tragedy to triumph.
It was during Matt Busby's reign that one of football's most tragic events
occurred. United entered European competition for the first time in 1956 and reached
the semi final of the European Cup. After winning the league title again in 1957, they
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entered Euope again and in February of 1958 played an away Beme in Belgrade
against Red Star.
On the joumey home, the plane stopped to refuel in Munich. Snow was
falling and the nrnway was icy. Twice the captain had to abort the takeoff. The third
time the plane overshot the runway and the plane's wing clipped a house. The ensuing
crash was responsible for the death of twenty-three people, including eight of Matt
Busby's young team - "Busby's Babes."
Some of the survivors never played again and the full potential of the side
was never realized. Sir Matt himself survived the crash and despite loosing half the
side, United still went on to make it to the F.A Cup Final that year.
Within ten years of the Munich crash, Busby had rebuilt an all-star cast
including Bobby Charlton, Denis Law and football's first sex-qmbol footballer,
George Best.
This side won the League Title in 1965 and again n 1967, narrowly lost the
European Cup final in 1966 but was victors against the legendary Benfica in 1968. It
had taken sir Matt over twenty years to achieve the ultimate club football goal. The
stuffof a truly epic movie, like the Hollywood products of the day
The passage from Munich through to European cup glory just ten years later
is the perfect exarnple of United's true-life drama providing a dream script. They have
transcended the boundaries of football more than any other club. Their forhrnes ever
since have provided the kind of roller coaster ride you expect from the big screen.
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After a period that even saw them relegated to the old English Second
Division (now known as the First Division) they have gone on to dominate the English
Premiership. Their ability to turn the tide and deal with adversity was most recently
shown in the final of the 1999 European Champions League against Bayem Munich in
Barcelona. At 1-0 down, with Roy Keane out and David Beckham not at his best they
seemed to be dead and buried after 90 minutes.
It looked like a hopeless situation but just as the Bayern fans were getting
ready to celebrate an historic victory, United tore up the script and skuck. Twice.
Perhaps one of the most amazing fights backs of all time. United have that ability to
provide a plot twist even right at the end.
And that is not all. To make sure the audience stays really hooked, oru
scriptwriters have now added the love interest too. Over the years, United have
celebrated the sexy player - moody, unpredictable, prone to flashes of brilliance but
sometimes fatally flawed - the perfect leading man.
Best, Law, Hughes, Giggs, Cantona, Beckham. And, just to round things ofl
they now have the perfect leading woman too - Victoria Beckharn, also known as
Posh from the spice Girls, one of the most famous women on the planet. If she is
going to rrrarry a footballer, then there is only one club really. United have always
lived up to their nickname and had a touch of the devil about them. They are the rock
'n' ro11 club. The Rolling Stones compared to Liverpool's Beatles. And what sells
better these days than love, celebrity and rock 'n' roll?
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Furthermore, United can make
reach people, as stated below.
Results / 66
a good distribution that shows how they can
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But no Hollywood fiLn becomes a universal blockbuster without a slick
marketing machine behind it.
United now aspire to the world stage and their marketing is fully geared to
support this. For example, Manchester United recently embarked on a pre-season tour
of China. The Manchester United website is the most visited in china and they were
happy to further their links with the country. Dwight Yorke, United's Trinidad and
Tobago international, recalls with some amazement the warm reception the team got:
o'The whole hip was an eye opener because it was the first time I'd realty
been on a pre-season tip with a club. And when we went to Shanghai and places like
that the reception that we got from the fans when we arrived, well, we needed security
guards everywhere, even people to sleep on our floor. There were security people
because of people outside going ballistic about the club and the player."
Yorke, who has been playing for United since 1998 was clearly shockecl at
how popular the team were, particularly in a country on the other side of the planet
from England:
"Until you actually play there and witness how really big Manchester United
are you will continue to just know from the outside that they are just a big club. When
you are actually in it and see the things that happen, as I said, it is just arrazing."*
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And that is not the half of it. Manchester United have opened three Red
Cafes - in Old Trafford Dublin, and Singapore - ufiich are a fully interactive
experience where fans can watch the games, visit exhibitions from the Manchester
United museum, and soak up the whole Manchester United experience. There is the
multimedia with the website and now Manchester United TV ufiich shows
documentaries, games, films. There is the mega store, which sells everything to do
with the club. You have seen the game, bought the hat and the t-shirt, and the Ryan
Giggs figurine. The fiLn, which once seemed to write itself as it went along, is now,
out of necessity, tightly scripted, re-scripted, tanslated, interpreted.
So their name is up there in lights, they have grabbed top billing. Can they
keep it up? Can they keep on re-inventing and recycling the myth? Can the machine
roll on? And is the winning on the field sustainable?
Probabln the two feed off each other. More fans mean more money - more
trophies - more success means more glamorous players - means more fans - means
more money. And what will happen if the sequel bombs and they fatl offthe top spot
for a while? It is got to happen at some point but all the better for the script-writers -they will be sure to produce an even bigger and better ending next time.
When you go to the cinema to check out the next episode perhaps you will
not be drinking Coca Cola or Pepsi Cola, instead get yourself a large Andy Cola.
4.2.6 Mran utd - the movie From BBC spoRT website on Thursd ay, 12
October 2000.http://news.bbc.co.uklhilenglistr/entertainmenVnewid 9690A01969044.
Stm
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The high-profile players at Manchester United are to star on the big screen in
a film following the fortunes of the world's richest footban ctub.
Manchester United: Beyond The Promised Ian{ which premieres in
Manchester on Thursday night, follows the team tbroughout the 199912000 season in a
fl y-on-the-wall documentary.
The film shows the team attempt to repeat the glory of the previous treble-
winning season, when the club clinched the league title, the FA cup and Champions
League. Footage includes the team's trip to Tokyo where they won the World Club
title and their failed bid to be made world club champions in Brazil.
It is thought to be the first time such a football fitm has been screened as a
cinematic release. It also goes behind the scenes of Manchester United the companyn
as executives close sponsorship deals and discusses money matters.
Bob Potter, a leading US director of sport features, decided to make the film
about the reds after watching the team clinch the treble. All proceeds from the film,
due to be released at selected cinemas from 13 October, will go to children's charity
Unicef, which together with the club in the scheme United for Unicef, hopes to raise
f,lm. The film premieres at Manchester,s Trafford Center.
4.2.7 M:an Utd in S,300m Nike deal from BBC SPORT website on Friday, 3
November 2000.http://news.bbc.co.uMrilenglish/business/newsid 1005000/10 OS7g4.
stm
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Fac. of Grad. Studies, Mahidol Univ.
The world's richest football
breaking f.302.9m sponsorship and
Nike.
M. A. (Sport Management) / 69
club, Manchester United, has signed a record-
merchandising deal with US sports gear giant
The deal dwarfs previous Nike football sponsorship deals, such as its f,,7m a
year sponsorship of Brazil's national team, and is thought to be the biggest of its kind
ever signed. It will effectively hand contol of Manchester Utd's global replica-kit and
merchandising business to the sportswear giant.
However, the amount paid to the club by Nike witl be reduced if the team
does not finish in the top half of the Premiership or take part in European competition.
Under the deal, Manchester United will grant exclusive rights to sponsor its
gear, manufacture and sell its merchandise and operate Manchester United's existing
retail operations.
The agreement starts on I August 2002 afi will run for 13 years, although
Nike will have the option to end the arrangements in 2008. Nike will form a wholly
owned subsidiary to control Manchester United's global licensing and retail
operations.
Nike and Manchester United will appoint half of the directors each, with Nike
appointing the chairman, who will have ttre casting vote. Manchester United,s
merchandising operations generated revenues of S20.lm in the year to 3l July,
producing a profit of f,2.1m.
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As part of the deal, the two companies said they would launch a f,lm ayear
grass roots football program, to be funded by Nike as part of its existing football
commitments.
Manchester United claims to have six million supporters in the UK and up to
40 million worldwide. It currently markets its merchandise in 40 countries.
Nike already has stong links to Manchester United. with players Dwight
Yorke, Faul Scholes and Andy Cole wearing its boots. Manager Alex Ferguson is
believed to have been offered an "ambassadorial" role with the company when he
retires. The club still has two years to run on its current kit deal rvith Umbro.
Last month, the club announced a dip in profits - btamed on rising player
wages. The signing of players such as French international goalkeeper Fabien Barthez
for f7.8m meant operating expenses rose by f,lt.4 m to f,65.8m.
The amount of gate receipts during the year also fell, from f,41.9m to f36.6m,
as the lack of, FA Cup matches reduced the number of games played at Old Trafford.
Despite an increase in merchandising turnover - to f23.6mfrom f2l.6m - the overall
pre-ta< profits figure was f 16.8m, from f22.4mthe previous year.
4.2.8 IVIan utd and Yankees team up from BBC sPoRT website on
Wednesday, 7 February 2001. http://newsbbc.co.uk/sport/hilen-elish/newsid_1 157000/
1157606.stm
Manchester United has consolidated their position as the richest football club
in the world by joining forces with American baseball giants Nerv York Yankees.
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The biggest joint-marketing deal in the history of sport, potentially worth
billions of pounds, wd unveiled at a press conference in Manhattan. But United
officials insist the deal does not mean they are looking to abandon the premiership.
Paddy Harverson, Manchester United's director of communications, said:
"Manchester United are fully committed to the Premier League and domestic English
football." o'There is no suggestion whatsoever that we are looking to leave the English
game and join any kind of breakaway league.,'
The teams will share market information, develop sponsorship and joint
promotional programs and sell each other's licensed goods. o'The yankeeNets have
interests in baseball, basketball, ice hockey and a marketing parfirer of the New york
giants," said Manchester United chief executive peter Kenyon.
"They have a particularly well deveroped multi-media business.,,
Peter Draper, Manchester United's goup marketing director, will work with
John Krimsky, president of YankeeNets Properties, to implement the new initiative.
The Yankees will use ivlanchester United's own vast network in Europe and the Far
East to sell their distinctive merchandise.
Under the deal, David Beckham and Fabien Barthez will be paraded at the
Yankee Stadium, with El Duque and outfielder Bemie Williams visiting Old Trafford.
Manchester United will also embark on a pre-season tour of North America in 2003.
Shares in the Premiership club went up 20p to 233%p- an increase of around
nine per cent - after news of the partnership leaked out. They are already the richest
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Thiti Pluckcha-oom Results I 72
football club in the world with revenue that dwarfs the rest of the premiership and
major European clubs like Barcelon4 Real Madrid and Juventus.
4.2.9 M:an Utd's talk will not be cheap from BBC SPORT website on
Monday, 2 October 2000. htp://news.bbc.co.uk/sport/tri/english/footbalUteams/m/
man_utd/newi d _9 52000 / 9 527 7 8 . stm
BBC Sport Online's Phil McNulty looks at tough talking ahead as
Manchester United reveal profits have been hit by player costs.
Manchester United remain the biggest money-spinner in world football - and
they may need to be when contract talks with David Beckham and Andy Cole get
under way.
Manchester United is hardly livings on soccer's breadline, despite reporting a
slide in pre-tax profits to f 16.8m from f,22.4m in the previous year. The figures were
announced against the backdrop of a proposed world record f,300m kit deals with
Nike, a sweetener to soften any minor financial blow caused by rising player costs and
the decision to sit out last season's FA Cup.
But if player costs knocked a hole in profits this year, then there will be
interesting days ahead as a succession of star players open talks on new contracts.
Manchester United's much-vaunted wage structure was broken when captain Roy
Keane was awarded a reported f,52,000-a-week, a decision backed by both manager
Sir Alex Ferguson and the club's supporters who recognized the Irishman,s pivotal
role.
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Andy Cole was the subject of weekend speculation that he will be asking for
even more - and then there is David Beckham. He is scheduled to open contract talks
next sunmer, with the idea of Old Trafford's most marketable world wide asset -apart from the name of the club itself - quitting Old Trafford almost impossible to
contemplate.
Beckham's status and stature as a player in the world game may well lead to a
demand even greater than Keane's - and he will know if Manchester United will not
paf it, a host of Europe's elite surely will.
And yet Manchester United have remained relatively frugal, despite their
massive success and a gilt-edged brand name that appears to have persuaded
sportswear giant Nike that they are worth almost three times as much as the Brazil
national team in sponsorship money.
Manchester United wilt rightly point to the platform established by spending
f,30m on Old Trafford and f,l4m on a state of the art training complex, as well as
fl3m on players. But if player costs are rising, the suggestion has always been that
manager Sir Alex Ferguson might have benefited even more from a bigger release of
the Old Trafford purse strings.
He said in the summer: "The only way Manchester United can improve the
team is by buying the Zidanes and Figos of this world, in which case it is out of our
financial reach." "It is diffrcult finding player who are good enough for here at our
wage level. It's something that annoys you at times, but there is nothing you can do
about it."
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Thiti Pluckcha-oomResults I 74
Ferguson is a man who appears to care little about counting the profits,
preferring to deal in the curency of silverware, and it is unlikely he will offer any less
support to Beckham and cole in the contract talks than he did to Keane.
Chief executive Peter Kenyon has already put a strategy in place, while the
club has not given up hope of persuading Ferguson to remain at old Traflord in some
capacity when his conhact expires at the end of next season.
He said: "I know people say you should speculate to accumulate, but it does
not work that way. Buyrng eleven players does not guarantee you success. That is not
the issue. It is not about buyrng the best all the time.,,
"You cannot just keep going on and adding players. Sir Alex and his team
are smarter than that." Kenyon added: "Building the business value is critical because
ultimately that is what helps us re-invest." "Football is a global game now and we
must take advantage of our worldwide brand nzrme. We have a huge intemational
opportunity ahead of us.,,
It is clear - despite the relatively small drop in profits - that Manchester
United has massive financial plans and developments ahead. The tricky times may
just arrive when big name players claim what they believe is their rightful share.
4'2'10 Two leading global brands join forces as Manchester United signs
Budweiser as Platinum Sponsor. from www.anheuser-busch.com/news/
ManchesterUnited.htm.
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) i ts
December 2I,2001, Manchester United Football Club, winner of seven of the
last nine F.A. Premier League Championship in England and the most popular soccer
club in the world, has signed a sponsorship deal with Budweiser, the world,s best-
selling beer. Budweiser will become a Platinum Sponsor of the club and the Official
Beer of Manchester united beginning with the 2002-2003 season.
"Budweiser's partnership with Manchester United is an outstanding fi!bringing together two brands with a commitnent to quality and a dedication to being
the best that is unmatched in each of their respective fields," said Tony ponturo, vice
president of global media and sports marketing, Anheuser-Busch, Inc. "As soccer fans
know, the club's reach - like Budweiseros - is truly global and this deal allows us to
promote our brand to millions of Manchester United supporters in dozens of
intemational markets across Ewope, Asia and Latin America. We are looking forward
to a long and successful partnership as we work together to promote our brands around
the world."
As the club's official beer sponsor, Budweiser will have exclusive beer
pouring rights at Manchester United's legendary Otd Trafford stadium, receive on-
t-reld, in-stadium and concourse signage and have the right to use the offrcial marks
and logos of the club in advertising, promotions and packaging.
The brand is currently developing its full Manchester United marketing plan
and will announce additional details after the conclusion of the current F.A.
Premiership season in May of 2002.
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Thiti Pluckcha-oom Results I 76
"At Old Trafford we always like to make the best signings, and in Budweiser
we have found a sponsor whose record of success and globat popularity matches our
own,'o said David Gill, group-managing director of Manchester United. ooThis new
parturership me,ms once again Manchester United is joining forces with one of the
world's best known consumer brands, and we look forward to working with
Budweiser both at home at around the world in the years to come."
Manchester United is the latest addition to Budweiser's rich tadition in
soccer. The brand is the official beer sponsor of the 2002 and2006 FIFA World Cups,
Chelsea Football Club (also a member of the English F.A. Premiership), Major League
Soccer and each of its 12 teams in the United States, and the United States Men's
National Team. In addition to soccer, Budweiser is the OfEciaI Beer of the 2002 Satt
Lake City Olympic Winter Games, National Basketball Association (NBA), Major
League Baseball and NASCAR racing in the United states, among others
4.2.11 Manchester United Official Sponsors from Manchester United
Official Web Site. http://www.manutd.com
4.2.1L.1Vodafone.
Vodafone is now nearing the end of its second season as principal
sponsor. As well as being the club's shirt sponsor, Vodafone has worked in close
partnership with Manchester United to develop a range of mobile products and
services specifically for United fans.
The current UK range includes a great value pay monthly phone offer,
with added benefits linked to United's performance on the pitch. There are also a
range of United mobile phone accessories and a specially designed pay as you talk
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / T7
phone package, so you can show your support for the Reds wherever you are. Ascratch card available from the Old Trafford megastore allows supporters to download
Reds ringbones and logos to selected mobiles.
The manUmobile team results text message service provides up to the
minute inforrration on goals and on-pitch events tike penalties and yellow cards.
There's also a news service, bringing you the latest news from Old Trafitord as it
happens, and more services will be added in the near future.
Since it launched the UK's first mobile phone network in 19g5,
Vodafone has not only become the UK's most popular mobile phone operator but has
grown to become the world's largest telecommunications company with over 95
million proportionate customers around the world. Now a truly global operation, the
goup has interests in 28 countries, spanning five continents.
Manchester United is working with Vodafone to develop rnobile
products and services for Reds fans outside the UK.
4.2.11.2 Nike: Official Sportsrvear Partner of Manchester United.
Nike's mission has always been to provide a competitive edge, to help
players perform better, and this is the absolute focus of the company,s partnership
with Manchester united. The first shoe Nike made in the early lg70,s was f football
boot, but it was the 1994 World Cup that really saw Nike 'atrive, in football. Since
then, the company has never looked back.
The famous 'swoosh' has adorned some of the greatest players in the
history of the game - including united legend Eric cantona, who was given a
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Thiti Pluckcha-oom Results / 78
sponsorship deal by Nike when other boot manufacturers wouldn't touch him thanks
to his maverick image.
This season Nike joins forces with Manchester United in a wide-
ranging parfirership. The players will benefit from the company's innovative 'Cool
Motion' doubleJayer kit, while fans will be able to buy high-quality replicas, as well
as training wear and other United merchandise. Cool Motion was first used in the kits
of eight of the tearns competing in the 2002 world cup and proved its worth as Brazil
went on to lift the trophy usrng the new technology
As well as the new kit, many of the United fust team squads also wear
Nike boots, including Ruud van Nistelrooy, Paul Scholes, Rio Ferdinand, Mikael
Silvestre.
4.2.11.3 Lycos: Official Internet Partner of Manchester United.
Lycos is one of the world's leading Internet destinations and has joined
forces with Manchester United to provide the organization with access to its 52
million fans globally.
Manchester United and Lycos are working together to integrate Lycos'
sophisticated communications products, which will enable the organization to
transform its intemational fan base from a disparate group with a common interest,
into a community of fans with rvhich the club can communicate and build long-term
relationships.
The sponsorship forms part of a strategic global marketing agreemenr
between Terra Lycos and Manchester United. The deal sees Terra Lycos help the club
3
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / Tg
take advantage of its content and brand strength via the development of local-language
sites for its non-English speaking fans, specifically in South East Asia.
It is Lycos' combination of communication, community and
entertainment products that not only makes the company an appealing destination for
lnternet users; but an attractive medium for advertisers and e-commerce parfrlers
globally.
4.2.11.4 Century Radio: The Official Radio Station of Manchester
United.
Serving the Norttr-West of England, home of the world's most famous
club, 105.4 Century FM is the official radio station of Manchester United. All games
(excluding champions League) are transmitted in stereo whether home or away to a
population of 5.1 million people living in the North-West.
With football such an important factor in the life of the North-West,
you can also tune into the Football Phone-ln each weekday bet'ween 6 & Tpmon 105.4
Century FM, where you have the chance to discuss the issues of the day. Just tune to
105.4 century FM, the official radio station of Manchester united.
4.2.11.5 Budweiser: official Beer of Manchester United.
Bud'*'eiser is the Official Beer of Manchester United. Brewed by
Anheuser-Busch since L876, it is the largest-selling beer in the world. Like
Manchester United, Budweiser has global appeal and is enjoyed by people in more
than 80 countries.
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A combination of art and science, the Budweiser brewing process uses
only the finest natural ingredients and time-honored methods passed down through
five generations of the Busch family. Budweiser's commitnent to quality is evident
not only in the beer itself, but also in its innovative advertising and high profile sports
sponsorships that promote the brand's contemporary image to adult beer drinkers all
over the world.
As Official Beer of Manchester United, Budweiser has exclusive lager
pouring rights at Old Trafford so adult supporters can enjoy the crisp, clean and
refreshing taste of the King of Beers at every game.
4.2.11.6 Ladbrokes: Official betting partner of Manchester United.
Ladbrokes is the official betting parbrer of Manchester United. The
world's largest bookmaker, it provides betting services at the Old Trafford stadium
and also online via ManUtd.com.
Ladbrokes believes that matches involving Manchester United generate
more betting revenue than games involving any other football club in the world - a
result of the extraordinary size and geographical reach of its fan base.
David Gill, Managing Director of Manchester United plc, said at the
outset of the alliance on I June 2002: "At Manchester United we always like to work
with the very best operators in each field. This partnership rvith Ladbrokes enables us
to offer our supporters at home and abroad access to the market-leading betting and
gaming services provided by the world,s biggest betting brand.',
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Fac. of Grad. Studies, Mahidol Univ. M..A. (Sport Management) / g1
4.2.11.7 Dimension Data: Official Business Solution Partner of
Manchester United.
Dimension Data is the Official Business Solutions Parfirer of
Manchester United. With expertise in technology in 30 countries and over 9,500
employees worldwide, Dimension Data is ideally placed to work with Manchester
United to ensure its customers, parbrers and fans get worldwide access to the
information and services that the Club has to offer. Dimension Data knows it is
important that businesses need parfirers who understand each other's needs, who share
a common goal in reaching new customers, keeping supporters close and staying at the
top of their league.
For Dimension Data, being able to showcase the work undertaken for a
prestigious club such as Manchester United will enable it to build its reputation as a
leading global technology services company. Together this parfirership should bring
value to the Club, its partners, customers and good news for all the 50 million fans
worldwide too.
David Gill, Managing Director of Manchester United commented:
"Having already worked successfully with Dimension Data on a number of projects,
we believe that the company's broad experience and expertise will be significant in
helping us expand our activities both here in the UK and internationally. We can only
do this if we have partners in place such as Dimension Data that will help ensure that
strategies like this are backed by the right information systems and a network
infrastructure."
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Thiti Pluckcha-oom Results I 82
4.2.tL.8 Wilkinson Sword: Oflicial Male Grooming Partner of
Manchester United.
Witkinson Sword has broken new ground in the shaving arena ever
since it pioneered the first safety razot in 1898. Since that time, the brand has
continued to set the standard for razor innovation and design. With a commitnent to
quahty and excellence, and a range of pioneering shaving products and shaving
preparations, the brand has set itself apart as the world's finest razor maker.
Wilkinson Sword's partrrership with Manchester United sees the brand
innovating again: this time by opening a new category with Manchester United as the
club's first ever Official Grooming Parfrrer.
Like Manchester United, Wilkinson Sword is passionate about
producing the very best, and enjoys a loyal fan base across the globe. As Official
Grooming Partner, Wilkinson Sword is inviting fans all over the world to get closer to
the closer to the game every time they shave, with the unique Manchester United
grooming range.
For the first time, fans can emulate the great grooming habits of theh
heroes, using the official Manchester United range.
4.3 Text Books
4.3.1 What lies in the future?
No matter what romantics tell us, sports are bigger than they ever were.
Bigger, that is in terms of worldwide popularilv, awareness, and importantly turnover.
Never in history, have we spent more time watching sports, mostly on television. We
*
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Fac. of Grad. Studies, Mahidol UnM. M. A. (Sport Management) / 83
have never been exposed to so many sports images in advertising and marketing. ^And
we now spend much more money not only watching sports, but also buying the
merchandise related to sports. Manchester United sells team kits, t-shirt, caps, key-
chains, books and magazines, glasses and mugs, and anything that we daily use.
Our desire to comFete and our even greater desire to watch others compete
are burnt as brightly as ever. The difference is that, in the twenty-first century, sports
with international appeal are competing among themselves for the attention and
loyalty of fans. With the deluge of sports on our televisions, we might expect an
imminent saturation. Ye! we doubt ifi sports are poised to maintain their universal
popularity for two reasons. On the demand side, we want as much sports as we can
get; on the supply side, the sports industry is responding with ever more sophisticated
ways of delivering the goods.
Len Sherman has and interesting theory of why we are now so devoted to
sports. We have lost faith and confidence in the central social institutions of state and
govenrment and rescinded our memberships of other organizations that were once
regarded as valuable, such as unions, political parties, and volunteer groups. *At the
sarne time our essential organizations and systems have become diminished, the two
modem industries of communications and entertainment (whose corporations and
personnel are frequently though necessarily one and the sarne) have increased in
autonomy and power," writes Sherman (1998:188).
In the past, heroes came from the ranks of great political figures, military
leaders, explorers, and scientists, even philosophers. Now, they have been replaced by
pure celebrities, described by Shennan as "the most watched, admired, privileged, and
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Thiti Pluckcha-oom Results I 84
imitated people" (Shemran, 1998:189). Celebrities are, by definition, famous, but in
the twenty-first century they also have a kind of exemplary authority, an influence that
they do not usually use to facilitate social change or promote good causes, but to sell
commodities. A cynical public, having forsaken and been forsaken by old institutions,
"gladly seizes upon this substitute, a substitute that might not provide a lot of benefits,
but doesn't require a lot in return either" (Sherman, 1998:189). Apart from money, we
should add.
Professional sports today are constituents of the entertainment industry. The
changes wrought in that industy by the twentieth-century revolution of media
communicatiors are all about us: the ssming of television, the proliferation of fiLn,
the advent of digital technologies, the creation of cyberspace: these are some of the
key developments that lrave changed the way we get our entertainment, the way we
consume it and the lifestyle patterns we make out of it.
We now consume sports in much the same way as we consume dram4 music
and other forms of amusement: by exchanging money for commodities. Purists once
abhorred the way film and, later, television comrpted live theater; connoisseurs
deplored the phonographic cylinders that were used to reproduce nnusic.
Traditionalists were more ambivalent over the conversion of sports into packaged
goods, though many probably lamented the passing of times when being a sports fan
involved more than buying a baseball cap and siuing at home with a six-pack and a
big-screen TV. It meant actually going to see competitive action; and, no matter how
you analyze the statistics, younger people have tended to go to events less and watch
more TV.
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As we know that sport is very important for human life so now sport is one of
the big businesses in the world. Many sport players eam a large amotrnt of money in a
year while sport business can make a lot of money for the entrepreneur.
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Thiti Pluckcha-oom Discussion / 86
CHAPTER V
DISCUSSION
From the previous chapter, we have found that Manchester United has many
products to be so14 many activities to be promoted. So, now this chapter will discuss
them in the marketing way.
Manchester United Football Club is one of the famous sport organizations in
the world and also in Thailand. Many Thai people, men and women, young and o14
poor and ricb, love watching the FA Premier League"especially Manchester United
team. This is because it satisfies their needs. It makes them happy.
5.1 Thai peoplens opinion
From the survey through lnternet, by posting the questionnaire at honre p4ge
of Grand Sport (www.grandsport.com), in order to check the opinion of Thai people
about Manchester United Football Club. The outcomes are as follow: the number of
population is 200 (n:200). Most of them are male (917o), ages between 20 to 30
(48.5%), got Bachelor Degree (58%),'sti1l study (54%), and concerned football as
spectator (89%). Most of them (48.5%) like Manchester United Football Club because
of the players such as David Beckham, Gary and Phil Neville, Roy Keane, Ryan
Giggs, Andy Cole, Dwight Yorke, etc. Manchester United's players have consistent
rt
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Fac. of Grad. Studies, MahidolUnM. M. A. (Sport Management) / 87
performance. They can substitute or be substituted by other players. Liverpool is the
second (26.5%). The third is Arsenal (8.5olo)+
In Thailand, Royal Thai Air Force is the most favorite Q4.5W. The reason is
the sarne as people who like Manchester United. It is because of players, and now also
coach, Piyapong Pew-on, the ex-player. They have good performance in Thai League
even though they are not champion. In the open-ended question, which style of Thai's
football competition would they like it to be? Most of the answers are they want it to
be the same as English Premier League. It shows that they enjoy English Premier
kague very much.
52 Marketing Mix
There are many factors to make Manchester United Football Club successful.
Marketing Management, knowing of consumer behavior, all of these strategies should
be considered before the sport event occurs. What do they need wanL and/or demand?
Is it worth buying? If the product is needed and the consumer considers the quality
satisfactory then it is possible that a lot of money may come into the business. Then,
there will be both sport marketing itself and marketing through sport.
The study shows that Manchester United Football Club has to make its own
marketing in order that it can be sold to the public. Manchester United has to do sport
marketing for its own products: players, souvenfus, team kit, license, rights, stocks, etc.
First of a1[, it sells entertainment to people around the world. By broadcasting
through television, radio, and lnternet people can e4ioy the game at the sarne time.
Books and magazines are also sold after the gamss. Secondly, it can be sold to many
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Thiti Pluckcha-oom Discussion / 88
companies that want to be its sponsors such as Vodafone, principal sponsor;
Budweiser, official supplier of beers and lagers; Pepsi, official soft drinks supplier;
Century Radio, official radio station; Nike, official sportswear sponsor; Ladbrokes,
official betting partner. These companies are doing marketing through sport.
Manchester United Football Club has a good product concept. It stands in a
good product position and also it has good quality. It has got triple champ in 1999
season - premier league, FA Cup, and EUFA Cup. There are many good players, and
all those players have to keep good performance. In addition, according to consumer
behavior, it can satisff the needs of consumer that are excitemen! challenge and
entertainment. Also, football is a sport that emphasizes the tadition and culture of
sports for English people. The tadition has been taught from grandfather to father and
to son that loyalty to the home team should be in everyone. They have to cheer and
encourage their home team to beat the away team. Even when their teams are an a1ilay
team, they also have to go and cheer their team to beat the home team.
The above paragraph shows that Manchester United is a good product, which
is one of the factors in marketing stategies.
5.2.1 Product: most of the players make the games more exciting.
They have to leam what consumers want and need. They have to keep good
performance and make more goals since this is good for consumers' needs and even
for their own to earn more money. They may be purchased ftom other club. They
may be a product's presenter.
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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 89
5,2,2 Price: the ticket is about ten to thirty pounds ttrat is worth
buyrng for English people in exchange for the entertainment. There will be cheaper
price for the fans also.
5.2.3 Place: since every team has their own football fields then there
will be football fields all over the England; this makes people able to view the games
easily. The other factors are facilities around the stadium such as car park, shops,
restaurants, public bars, or other entertainment where people can rela:< and enjoy
before the game starts. Transportation, such as buses, trains, or any transportation and
even traffc conhol, should be enough to serve the people. Moreover, live broadcast
on television can keep them in touch with the game from around the world. Also,
Time of competition is suitable for people to see the game. On weekdays game will
start at 7pm, and on weel<ends or holidays will start at 3pm.
5.2.4 Promotion: there are season tickets for farrs in cheap price.
There are pre-setlson tours outside UK, A.sian tours, etc. before the season begin in
order to show that they are ready for the league and to be reminded all the tinoe. There
are team products and souvenirs to be sold by clubs in order to make the fan keep in
touch with the club all the time. Many activities that can gain the attention before the
season start, must be created all through the year in order to gain attention and arouse
the interest of people.
5.2.5 Public Relations: Public Relation in sport is very important.
There will be news all through the year, such as news from the club: buyrng or selling
players, who will play or not play in each match, launching new team kits, who is
going to be a new product's presenter, signing contracts with sponsors, and any other
news, always inform the fans.
*
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Thiti Pluckcha-oom Discussion / 90
5.3 Sport Consumers
The results also find that the English people have a different culture, tradition,
and lifestyle from Thais. Playing and watching football in England is like a tradition
passed on from grandfather to father and to son. They have to be proud of and cheer
their team whether they are a home team or away team. Most people in England have
at least one team in their mind. Watching footbalt is an entertainment; it is tike
watching movie, shopping, reading, etc.
Another important thing is the difference in income. Thai people have lower
incomes than English people. Furtherrrore, in Thailand, income must be spent for
basic living expenses primarily. In addition, the competition is in every activity all the
time in each day, it causes people to rush in everything, on the road, in the office, even
at lunchtime. Thus, there is no time to think of watching the games or even exercise
for health.
5.4 Sponsors
As we know that, from chapter 4, Manchester United has many sponsors and
partners. We can say that they are using marketing through sport strategies. All of
those sponsors have to do the marketing through Manchester United, which is one of
the medias of advertising. They define Manchester United's fans as the target goup
of their products. They believe that if consumers see their logos every time they see
the matches, it will be more chance to sell their products too.
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Fac. of Grad. Studies, MahidolUniv.
5.5 Summary
M. A. (Sport Management) / 91
The relationship between sport products and sport consumers is very
imFortant. It is that behavior of sport consumers in the stadium will affect to the
players in the field. If consumers keep quiet the players do not know what consumers
are thinking about the garne. The consumer should yell out to show the feeling
whether they like the game or not. At the same time, the players should play well too,
in order to satisff consumer needs.
As Abdul Rashid, the youngest senior executives with a Premier League
football club, said that the club-fans relationship is the start of the business. The more
passionate the fan is, the more likely he is to commit to buying a season ticket and to
spending in the ground and the club shop. That passion is something the club has to
nurture, it is not something that it can take for granted. The facilities have to be good,
the ticket prices have to stretch across the right range and the products you sell have to
be of a high quahty. But most of all, the team on the pitch has to be something that
the fan can believe in. That's the hierarchy. That's the business. Write it on your
mission statement or whatever.
Yet, maybe some clubs do take fans for granted, they do not invest in the
team in the right way, the prices are too high and the products are crap. So the fans go
away, they stop coming and what a lot of people have not yet woken up to is the
reality that once they have gone, it is nearly impossible to get them back. Whatever
the passion was, whatever the commitnent was, you can only very rarely recreate it.
For the fan, they feel as though they have been spurned by a lover. Now, how often
do you see those kinds of relationships get patched up? @empsey & Reilly, 1998:25)
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Thiti Pluckcha-oom Discussion I 92
The relationship between sport consumers and sport spofflors is also very
important. As we know from the previous chapter that money come from sponsors.
The factor that affects the decision of sponsors is the quantity of consurrer. The more
consumers, the more sponsorsi, the more money come to the club. At the same time,
sponsors will have more chance to sell their products to constrmers too.
The relationship between sport sponsors and sport products is very important
too. Every games must use money, private company needs to be advertised, when the
time come, the contact wilt be happened. If there is no game, there will be no
advertising through sport. If there is no sponsor, there will be no game.
Good players are like good actors in the movie. The more actors are well
known, the more audiences will come to see the movie, and the more ads will come to
the theater. The more players have good performance, the more spectators will come
to cheer, and the more money will come to the organizers.
Ir
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 93
CIIAPTER VI
CONCLUSION,A,IID RECOMMENDATION
6.1 Conclusion
Manchester United Football Ctub is the richest football club in the world.
This is because it eams more money in each year. Where does the money come from?
It comes from sponsors. And why are those sponsors wilting to pay money for the
club? The answer is that they believe in product's image. They believe that
Manchester United has a lot of fans all around the world. If they sponsor this club, the
club's fans will know their company,s narnes too.
In marketing, the term 6'imaget' can encompass a whole variety of meanings
such as brand personality, impressions and the beliefs that consumers may hold as a
result of their individual interpretations of a company's marketing strategy. Most
definitions focus on the individual, but this research is that the image of a sporting
organization is in fact a social representation as it can symbolize behavior and social
situations.
More and more sports organizations become preoccupied with their image as
they realize that it has the power to influence the behavior of spectators and sponsors -and even to influence consumer behavior.
Some sports organizations can almost be considered as a brand in themselves.
For example, the International Olympic Committee (IOC) as a brand attempts to
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Thiti Pluckcha-oom Conclusion and Recommendation / 94
corrmunicate values such as friendship and unity when reinforcing the position of the
Ollmpics. These same values are the ones that sponsors wish to capitalize on in their
sponsorship campaiens. This example demonstates the efficiency of integrated
communication based on a sporting event with aworldwide identity.
For anyone involved in image management, the ability to identiS brand
image elements that are likely 1s impact changes in consumer behavior, and thus lead
to changes in brand equity, is extemely important.
The marketing director of the IOC defines four 'keys' needed to successfully
6anog€ a sports organization:
l. Total contol
2. Integration of all different programs together
3. Positive relationship with the business community
4. Professionalism
Successful sports management must also take account of various pressures
and balTiers. Managing the brand image process is not easy, as sports organizations
operate in an increasingly complex and competitive environment. They have common
goals: to create loyalty amongst members, to increase the number of their spectators
and to manage their sponsorship relationships.
lmage can direct both behavior and communication activity as it works
towards the establishment of a common vision of reality in a given social group. The
understanding of image lends itself to a specific sport, club or event.
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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 95
Image can create a positive feeling for a sport, and depending on the
organization this feeling may be able to sustain support of a very broad nature - for
example the world's most valuable football club, Manchester United, has a
comprehensive merchandising network recently boosted by a foray into ttre US market
with the New York Yankees baseball team.
Therefore, image can also be used to identiff profitable business
opportunities and becomes valuable to the sponsorship element of marketing strategy.
The implications of this are that image can be used as a means of
differentiating between sporting organizations with some corlmon characteristics.
From a marketing perspective, each club offers distinct sponsorship opportunities.
Success in sponsorship prograrns is more likely to occur where there exists
already a real and logical link between the sponsor and the sport or the event - for
example the sportswear company Nike sponsoring an athletics event. The sponsoring
company must make an assessment of how an association with the sponsored event
could enhance the image of the company.
To communicate well in this over-informed society the most successful
method is to make a message easy to understand and relevant to an organization's
communication target. The image of a sporting organization has a high emotional
content and can predispose a consumer to act in a particular way. Ultimately, behavior
is linked to the intensrty of the synbolical component connected with the organization.
Both consumers and society itself are complicated. Mass culture has
disintegrated and that today social existence is conducted through fragmented tribal
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Thiti Pluckcha-oom Conclusion and Recommendation / g6
gouping - 'lifestyle cultures' as they are described. Consumers often seek to
establish their identity through membership of such groupings, and therefore the
symbolical structures of sports organizations can provide powerful explanations of the
consumption decisions of these individuals.
Sports organizations that can draw on this emotional aspect can gain
additional perspectives for use in their marketing sftategies. Therefore the imporaoce
of analyzing consumer behavior becomes clear. This research attempts to explain
consumer behavior on the basis of the synbolic and hedonistic nature of consumption"
and so provides and interesting perspective for future research.
There are also many factors to make sport to be famous. Govemment policy
of each country, culture or nonns, social and economic stafus, or even character or
personality of each uuea, are affected. However, there is one thing that everyone likes,
it is entertainment. Everyone likes happiness, likes watching anything that make him
happy. Whatever they do or watcb, should be fun, and/or excite. So, Sports are still
with people until now. Rules and regulations have always been developed for more
exciting and more fun. New sports have always been created to respond to the human
needs.
Nevertheless, sport organizations and events should be organized by the
private sector with facilities support from govemment. It can be run freely, more
conveniently, and faster. Since the working process of private companies is not as
complicated as govemment organization, more sponsors will come to pay for sports as
a media to advertise or promote their products.
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Fac. of Grad. Studies. MahidolUniv. M. A. (Sport Management) / 9t
Nowadays, sports become a media of advertising. So, if what sport is want to
be paid as media of advertising, that sport must be gained more attention. However, ifthere are more sponsors come to that sport but there is no quality in tong term, sponsor
will not pay anymore.
The limitations of this study are that we cannot get the information from the
real consumers in England since this study is in Thailand. We cannot know the reat
thoughts of league committee.
Although the sport marketing can be applied for Manchester United Footbatl
Club, before it will be applied to Thailand, all sport marketing factors should be
studied again concerning Thai limitations and environments. It cannot be the same
strategy as England.
Those sport organizations most likely to succeed will be the ones who have
the best handle on the marketplace. Such a handle only comes with the developmen!
analysis, and integration of every firnction of marketing.
6.2 Recommendation
6.2.1 Recommendation for f,'ootball Clubs in Thailand
6.2.1.1 Develop the players: supportfrom child to adult.
Football Association of Thailand should promote and support to having
football competition from child level to adult level. Then, the clubs' coaches should
observe the matches and seek for the talent players in order to pick them to be the
clubs'players.
{}
fl.
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Thiti Pluckcha-oom Conclusion and Recommendation / 98
6.2.1.2 Ployers must be willing to play: create motivationfor them.
* Sport psychology should be used in sport training. Motivation of
players is the most importance. If they are happy, they will play fully.
6.2.1.3 Goodmanagetnent: committee must be willing to do.
The committee must be wi[ing to man4ge the club. They should have
positive thinking. They should love and understand what sport is.
6.2.1.4 Moneyfrom sponsors: private sectors.
There should be marketing manager in each clubs. If the clubs have
good perfonnance, the sponsors will come to contact you.
6.2.2 Recommendation for other sport clubs in Thailand
6. 2. 2. I Promote sport : gailt attention from people.
The clubs should promote their own sports by making the competition
* or demonstation to the public frequently.
6.2.2.2 Develop own players: supportfrom child to aduh.
The clubs should promote and support to having competition from child
level to adult level. Then, the clubs' coaches should observe the matches and seek for
the talent players in order to pick them to be the clubs' players.
6.2.2.3 Players must be willing to play: create motivationfor them.
Sport psychology should be used in sport training. Motivation of
players is the most importance. If they are happy, they will play fully.
6.2.2.4 Good managernent: committee must be willing to do.
r The committee must be willing to manage the club. They should have
positive thinking. They should love and understand what sport is.
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Fac. of Grad. Studies, MahidolUniv. M- A. (Sport Management) / 99
6.2.2.5 Moneyfrom sponsors: private sectors-
There should be marketing manager in each clubs. If the clubs have
good performance, the sponsors will come to contact you.
6.2.3 Recommendation for Future Research
6.2. 3. I Football business in Thailand.
Study of how to make Football as business. What factors should be
concerned? Who should be in charge of?
6.2.3.2 The whole system of sport in Thailand
Study of sport qystem in Thailand. Who should be in charge of sport
system in Thailand? Which organization should be concemed? What is the limitation
of developing sports in Thailand?
6.2.3.3 Professional sport in Thailand.
Which sport can be professional? What is the qualification fcir
professional players? What will they get if they turn to be professional? Who should
be concerned?
6.2.3.4 Career path of sport player inThailand.
Study of how they live while they play for country, how they earn, and
how they live when retire from playing sport.
*
*
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Thi6 Pluckcha-oom Bibliography/ 100
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t
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Thiti Pluckcha-oom
l
Appendix/ 104
APPENDD(
t
*
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Fac. of Grad. Studies, Mahidol Univ.
Survey form through Internet
l. Do you prefer Premier League? yes No
M. A. (Sport Managemen$ / 1Os
I
2. Which club do you like most?
Reason
3. Do you prefer Manchester United? Yes No
Reason
4. Do you prefer football competition in Thailand? yes No
Reason
5. Which club in Thailand do you like most?
Reason
6. Which style of football competition in Thailand you would like to be?
7. What would you like to talk about football in Thailand?
*8. Sex _Male Female
9.Age
10. Education level _Below Bachelor Degree
_Bachelor Degree
Above Bachelor Degree
I l. Working Status _Study
l2.You are
Employ
Unemployed
Player Spectator Referee
+
Coach Manager _sponsor
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Thiti Pluckcha-oom
NAME
DATE OF BIRTH
PLACE OF BIRTII
INSTITUTIONS ATTENDED
POSITION & OFFICE
BIOGRAPITY
Mr. Thiti Pluckcha-oom
4 July 1968 ffiBiography/ 106
s
a)q,
s
Bangkok, Thailand
AS SUMPTION LINTVERSITY, 1988.1992
Bachelor of Business Administration
(Finance and Banking)
MAHIDOL UNIVERSITY, 1997.2002
Master of Arts (Sport Management)
t993 - Present, GRAND SPORT GROUP
CO., LTD., Bangkok, Thailand.
Phone: 0-23 18-3000
Position: Deputy Marketing Director
\ra,l.r
' /o
(oY,N
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