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Newcastle Football Club

by Suleman

Management of Newcastle Football Club

The promotion of Newcastle United to the Premier League has placed it among the fastest growing brand in football. Based on the annual financial report, the club has registered a 92% increase in the value of its brand over the last one year. This is connected to its fan base size and its performances on the field. It is characterized by supporter satisfaction, its presence in the social media and excellent brand management. After the last year’s relegation, Newcastle United dropped out of the world Top 50. However, it has returned in 22nd place, with their rivals Sunderland dropping out. This study puts the value of its brand at $247m (£191m), placing it on top of Monaco, Roma, Ajax, and Inter Milan. The restoration of the club has boosted the strength of the brand and the league as well. The brand is vital to the clubs in attracting revenue from sponsors, and broadcasters   (McCarthy & Pioch, 2014). However, all Premier League teams benefit from the revenues brought in by Sky and BT which have acquired broadcasting rights recently. This helps specifically smaller clubs that have joined the Premier League. Missing out on the Premier League has its consequences too. A good example is the relegation of Sunderland which has made it drop out of the top 50 in this year’s list. Newcastle gained from Sunderland’s loss. Therefore, the value of the brand is expected to rise to about 92 %. Cumulatively this is approximately $247 million, placing Newcastle among the fastest growing brand this year.

The game of football is built and developed around football fans. Commercialization exists in the football avenue as a result of fans (Macintosh, 2009). The extent to which a football club can reach its fans determines the attendance of the match, television viewership, merchandising and performance in the field. These sources of revenue identify the financial strength of the club. They draw patterns of investments, promoting the club by expanding it to a global scale. Although not all fan will attend the matches, and if they do capacity of the stadium is always limited. This implies that the number of fans who can attend a game is limited. Supporters promote the clubs through incentive, this is through e-audience or merchandising. E-audience is the proportion of viewership apart from the stadium. This uses mediums such as internet television and radio. This applies simple logic, the more the viewers, the more television revenue and sales of merchandise ( Rowley & Ashworth, 2011). Television revenue is as a result of high demand for viewership including the overseas audience. Therefore, an e-audience facilitates television contracts. In merchandising, a single player or the club as a whole can boost a substantial merchandise sales in different parts of the world. The internet and television have a psychological influence on the fan watching the club or their favorite players play. This advertises the clubs merchandise. As the fans participate in the club’s activity, there will be increased demand for the related sporting equipment. Therefore, both foreign and local manufacturers gain through increased production as a result of the rising demand.  Manufacturers produce under the club’s licensing to prevent counterfeit and facilitate distribution and prevent counterfeits.

Sports fans are engaged to their favorite teams by attending their matches, making purchases on team products watching them on television or reading articles about the team. Some fans also do motivate other fans to participate actively.  The best way to engage fans is through interaction. The interaction between the club and its supporters depends on the ownership structure of the club. Having fans who are loyal promotes the well-being of the club. An example Borussia Dortmund, which through its fans, they have managed to secure TV rights and sponsorship deals. Therefore success on the field is just icing on the cake. Being responsive to the fans helps in engaging them. Sharing their posts and retweeting about the club makes creative fans feel appreciated and it proves to other fans they have a role to play in the club. By so doing, you are likely to attract more fans. The club can organize a watch party, especially for an away matches. This heightens the level of engagement and marketing potential. Fans can also be engaged by giving back to society. Sponsoring younger players will not only ensure the loyalty of the fans, but it will also be grooming future players and fans. The club can create a contest in which the fans directly decide the outcome. Fans will be pleased knowing their input in the team is acknowledged. An example is voting for the end of the season for personal awards.

For long, football clubs have been using the social media as a way of connecting with fans globally. Most clubs have monetized engaging with fans using various social media platforms to generate extra revenue. The clubs should understand the significance of having social media platforms. This is the only way to always keep in touch with supporters of the club. To achieve this, the club should professionalize the management of their social media platforms. The club will benefit from sponsorship agreements by illustrating how often their communities in the social media. It is also advisable that the club uses Community Manager who will be in direct contact with supporters. The club should also engage the fans using their social media platforms. They should also increase the size of their database by collecting the emails of their supporters for future references and communication.  The support communities will intern facilitate sponsorship contracts. Sponsors prefer to be integrated with the social media channel of the club, to be part of the emotions felt by the fans. Through social media the club can marketing its activities its activities internationally creating an additional revenue to the club.

  • Macintosh, G. (2009). The role of rapport in professional services: antecedents and outcomes. Journal of Services Marketing, 23(2), 70-78. doi:10.1108/08876040910946332
  • McCarthy, J., Rowley, J., Jane Ashworth, C., & Pioch, E. (2014). Managing brand presence through social media: the case of UK football clubs. Internet Research, 24(2), 181-204.
  • McCarthy, J., Pioch, E., Rowley, J., & Ashworth, C. (2011, September). Social network sites and relationship marketing communications: Challenges for UK football clubs. In Proceedings of the 15th International Academic MindTrek Conference: Envisioning Future Media Environments (pp. 145-152). ACM.

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