Sports management, marketing
Mohamad rasool nemati; elham moshkelgosha; hesam eshraghi
Abstract
In the digital age, esports have become an effective tool for brand development, social interaction, and revenue generation. The entry of Iranian football clubs into this field requires a strategic and comprehensive approach focused on strengthening brand identity among the digital generation. The present ...
Read More
In the digital age, esports have become an effective tool for brand development, social interaction, and revenue generation. The entry of Iranian football clubs into this field requires a strategic and comprehensive approach focused on strengthening brand identity among the digital generation. The present study is applied and developmental in terms of purpose, and qualitative in terms of data nature, based on a thematic analysis approach. Participants included 14 club managers, sports marketers, and media professionals familiar with esports and branding. The interview process continued until theoretical saturation was reached with these 14 participants. Sampling was conducted purposefully, and the research instrument was a semi-structured interview. The final research model was organized into 277 descriptive codes, 42 interpretive codes, and 10 final themes. Economic and investment factors—with sustainable revenue models and return on investment—cultural and social factors—through fan acceptance and community empowerment—and technological and infrastructural factors—via access to digital platforms and data-driven approaches—align to reinforce brand presence. Legal and institutional mechanisms reduce legal risks and create strategic stability, while the interaction of organizational culture with marketing and fandom, as well as the connection between technology and management and marketing, accelerate brand development. Ultimately, only through the simultaneous integration of these ten factors within a coherent, legal framework supported by technological investment can effective esports brand development be achieved.
Sports management, marketing
Mahdi Tongtakabi; Elham Moshkelgosha; Mina Mostahfezian
Abstract
Not controlling uncertainties can lead to various problems and risks for leading sportswear brands in the future. Therefore, it is necessary to manage them through future-oriented foresight methods. Hence, the purpose of this future study was to investigate the influential forces on sportswear brands ...
Read More
Not controlling uncertainties can lead to various problems and risks for leading sportswear brands in the future. Therefore, it is necessary to manage them through future-oriented foresight methods. Hence, the purpose of this future study was to investigate the influential forces on sportswear brands in Iran with an emphasis on uncertainties in the horizon of 2035. This research utilized a qualitative-quantitative data collection method and employed a future study approach. The participants of this study included stakeholders in the sportswear brand domain (manufacturers, distributors, brand marketers, and sportswear brand creators). In the qualitative section, participant selection was carried out using purposive sampling and theoretical saturation, where 18 participants were interviewed. In the quantitative section, the sampling method was criterion-based, and based on the criteria chosen by the research group, 10 out of 18 participants were selected in the first stage as the strategic council for further work. For qualitative data collection, semi-structured interviews were conducted, and for quantitative data, a 51×51 matrix was utilized. To evaluate the validity and reliability of the results, the credibility, transferability, conformability, process audit trail, and within-subject agreement strategies were executed. The findings illustrated that out of a total of 51 external and internal influential forces on sportswear brands in Iran, four forces, namely international competitiveness, access to raw materials, production capacity, and distribution network uncertainties, are the pivotal uncertainties facing sportswear brands. Therefore, the stewards of sportswear brands need to consider the impact of these forces in their planning and goal-setting, as they play the most significant role in shaping the future of sportswear brands in Iran.
elham moshkelgosha; Rasool Nazari
Abstract
The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical ...
Read More
The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical sample ceiling was considered equal to 384 people. The measuring instrument was Aghazade Blue Ocean Strategy Questionnaire (2014). The validity of the questionnaire was confirmed by experts, reliability (0.93) was calculated through Cronbach's alpha method. Statistical methods of second-order confirmatory factor analysis and Friedman were performed as statistical tests using SPSS software version 22 and Amos. Based on the results of the model of explaining the indicators of action in the blue ocean strategy in Isfahan sports clubs is in good condition. The results showed that the physical evidence with the average (4.16) was the highest and then the quality of communication (3.86), comfort and well-being (3.76), Internet services (3.65), service quality (59 / 3), brand (3.44), price (3.13) and finally creativity (2.79) had the lowest score. Sports club managers are advised to use a kind of agile organizational structure to change the main strategies to use the four blue ocean strategies, including strategies of increasing, decreasing, eliminating and creating for the clubs.
