Sports management, marketing
mohammad soltanhoseini; zahra borgheyan; Mehran haghparast
Abstract
This research has explored the themes related to the development of brand culture in sports organizations. The research method was qualitative, and the statistical community included university professors, managers, and sports marketing specialists in the city of Isfahan. Interviews continued until theoretical ...
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This research has explored the themes related to the development of brand culture in sports organizations. The research method was qualitative, and the statistical community included university professors, managers, and sports marketing specialists in the city of Isfahan. Interviews continued until theoretical saturation was achieved, with a total of 10 interviews conducted, utilizing thematic analysis for data examination.In this study, Creswell and Poth’s coding approach and the method proposed by Rao and Perry were used to assess the research’s validity and reliability. The findings indicate that the main themes include “determining values and unique managerial features,” “managing customer relations and interactions,” “employee participation in brand culture development,” “creating attractive and quality content,” “adaptability and flexibility in electronic development,” “creating a unique experience,” and “evaluation and adaptation.”These themes can assist managers and experts in sports organizations in designing and executing effective branding strategies, paving the way for their success and sustainability in competitive markets. The overall conclusion of this research highlights that brand culture in sports organizations is not only crucial for attracting and retaining customers but also for strengthening employee morale, motivation, and retaining talents. Organizations’ ability to create and establish this culture, focusing on identified key themes, can enhance brand performance and positively impact other organizational aspects, such as attracting new talents and market growth. This study emphasizes the necessity of continuously evaluating and adapting brand cultural strategies.
Sports management, marketing
Hossein Rahimi Klour; Seyed Ali Naghavi
Abstract
The aim of the current research was to design a simulation model for the development of the presence of spectators in the stadiums of the Premier Football League of Iran. The current research was exploratory in terms of its purpose and the research method was mixed (qualitative-quantitative). In the ...
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The aim of the current research was to design a simulation model for the development of the presence of spectators in the stadiums of the Premier Football League of Iran. The current research was exploratory in terms of its purpose and the research method was mixed (qualitative-quantitative). In the qualitative part, the statistical population included university professors and managers of Premier League clubs, and in the quantitative part, it included professors from the country's universities in the field of sports management. In the qualitative part, sampling was done by snowball method until reaching theoretical saturation (N=15) and in the quantitative part by judgment method (N=30). The measurement tool in the qualitative part was interview and in the quantitative part, fuzzy Delphi questionnaire. In the qualitative section, using the thematic analysis method, the effective factors on the development of spectator attendance in stadiums were identified, then in the quantitative section, the identified effective factors were prioritized using the fuzzy Delphi method, and finally, the criteria obtained from the qualitative analysis of the research using It was simulated using the factor-based modeling method. Data analysis led to the identification of 38 primary codes, 10 sub-themes and 4 main themes (management, infrastructural, marketing and motivation) and the management factor was recognized as the most influential factor and results also showed that at the end of the simulation period, the future development of spectator attendance in stadiums was estimated at 80 percent, and all necessary validations were performed for the full simulation, which validated the results with 140 tests. According to the findings of the present study, it can be concluded that the application of the identified factors can be effective in developing spectator attendance in the stadiums of the Iranian Premier League and can be used in the policies and actions of the relevant authorities.
Sports management, marketing
Sara Keshkar; Gholamali Kargar; Mahya Shabani
Abstract
The utilization of various strategy formulation models in different industrial sectors has become a common practice. The aim of this research was to determine a strategy for the market development of the sports jewelry industry in Iran using the analytical SWOC approach. On the other hand, sports, as ...
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The utilization of various strategy formulation models in different industrial sectors has become a common practice. The aim of this research was to determine a strategy for the market development of the sports jewelry industry in Iran using the analytical SWOC approach. On the other hand, sports, as an effective factor in social, economic, cultural development and direct and indirect effects, play an important role in the economy of countries. In recent years, sports as an economic sector, both practical and spectacular, play an essential role in the production and consumption of sports goods and services and the economic development of different societies. Therefore, considering the place of sports and art among people, we realize that handicrafts and industrial arts, especially ornaments, have attracted many fans since the beginning of history (Chavosh bashi, et al., 2012). Therefore, to expand this category and promote it by using sports marketing, which is one of the sub-branches of marketing, in which sports teams and events are promoted. Today, suppliers in the market of industrial and consumer goods are faced with customers who have unlimited demands but are less influenced by traditional marketing tools (Nayeb zade, 2005). The current study was practical in terms of its objective and descriptive-analytical in terms of its strategy. Qualitative content analysis was conducted using the method of nominal interviews to collect data. The concepts and codes obtained were classified into four categories. A total of 15 theoretical saturation interviews were conducted. The research population consisted of sports management specialists, experts in the gold industry, gold jewelry manufacturers, gold jewelry retailers, and marketing academics with relevant studies in sports, and sports figures. The results of this research, based on the analysis of strengths, weaknesses, opportunities, and challenges in this industry, indicated that the sports jewelry industry is in a position of aggression (SO). In addition to these, the findings of the qualitative section in the strengths of the sports jewelry industry include aesthetics, which has a very broad philosophy from an artistic point of view, when a person encounters something beautiful, both artistic and natural beauty, he can understand the type of aesthetic quality. The most important strategies for the development of the sports jewelry industry, four strategies were introduced and prioritized using the QSPM quantitative planning matrix, the strategy of using culture and climate diversity with an emphasis on holding an exhibition with the aim of introducing and marketing was the most prioritized strategy. It is obvious that the topic marketing and strengthening experts and professional marketers in this field will have a significant impact on introducing and developing this industry in society. On the other hand, the culture and civilization of any country is at the same time as the history of that country. Accurate and appropriate planning for the use of energy reserves and resources will pave the way for the participation of experts in this industry and the use of the capacities of these people, and on the other hand, in order to help the development of the sports jewelry industry and with the knowledge of the elements of creativity and innovation. And the motivation in the youth, the use of the young and educated class leads to the development and provision of better services in this field. Therefore, strategies used in this industry include utilizing reserves and energy resources for planned exports, employing young educated workforce for better services, capacity development and collaboration among specialists, and leveraging cultural and climatic diversity with an emphasis on organizing exhibitions for introduction and marketing purposes. Considering the findings and results, it can be acknowledged that the sports jewelry industry, relying on aggressive position strategies, will be able to achieve its goals.
negar gholipour; Hossein Eydi; bahram yosefi
Abstract
Brand is as one of the most important intangible assets of any organization and strategic analysis of brand development barriers in any organization including Iranian Premier League is necessary. Accordingly, the present study analyzed the barriers to the development of the Iranian Premier League brand ...
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Brand is as one of the most important intangible assets of any organization and strategic analysis of brand development barriers in any organization including Iranian Premier League is necessary. Accordingly, the present study analyzed the barriers to the development of the Iranian Premier League brand by combining the Balanced Scorecard approach and the AHP. This study was conducted in two parts: Qualitative and Qualitative. The statistical population of this study consisted of sport management faculty with specialized marketing, soccer experts and experts, as well as executives of the league and football clubs. 18 individuals were interviewed in the qualitative part, and in the quantitative part, 85 individuals were selected as the statistical sample using non-probable judgment sampling (expert opinion). In the qualitative section, 157 labels were identified that influenced the development of the league brand and were then classified into 20 concepts in axial coding. In the quantitative part, the priority of each of the barriers affecting brand development was determined by the hierarchical analysis method, with first the weaknesses was the management structure and the last priority was the perceptual barriers. Applying this model can familiarize managers with the priorities of addressing the barriers to the development of the Iranian Premier League brand and allow for the integration of performance evaluation of the Iranian Premier League brand.
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 ...
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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.
