tAN 2003 ffi - Mahidolmulinet11.li.mahidol.ac.th/e-thesis/scan/4037826.pdf · Associate Professor Dr. Manee Chaiteeranuwatsiri, ... using a sports marketing model as a checklist

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AI\ ANALYTICAL STI'DY OF SPORTS MARKETING

OF MANCMSTERI]MTED FOOTBALL CLT]B

TIIITI PLUCKCHA-OOMZ-

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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

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T\r$w700)._e'L Copyright by Mahidol University

Thesisentitled

IATI ANALYTICAL STUI}Y OF SPORTS MARIGTING

OF MANCHESTER UI\'ITED FOOTBALL CLUB

fuxrur nrtrPr6il"#;;Candidate

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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

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4%ect-

,L"tLect. Juta Tingsabhat, Ph.D.Member

Hoonsawat,

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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

Copyright by Mahidol 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.

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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.

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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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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

91

93

97

100

104

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tCopyright by Mahidol University

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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

Page

56

57

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ICopyright by Mahidol University

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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

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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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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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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.

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Marketing Mix in Sport

Product

Price

Place (distribution)

Promotion

Public Relations

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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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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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Thiti Pluckcha{)om Literature Review/ 10

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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Fac. of Grad. Studies, MahidolUniv. M- A. (Sport Management) / 11

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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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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Fac. of Grad. Studies, Mahidol Univ. M.A. (Sport Management) / 15

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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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.

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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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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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Fac. of Grad. Studies, MahidotUniv. M. A. (Sport Management) / 25

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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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / 2l

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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Fac. of Grad. Studies, Mahidot Univ. M. A. (Sport Management) t 29

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,

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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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Thfi Pluckcha-oom Literafure Review/ g4

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

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Fac. of Grad. Studies, Mahidol Univ, M. A. (Sport Management) / 35

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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Thiti Pluckcha-oomLiterature Review / 36

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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Fac. of Grad. Studies, Mahidol Univ, M. A. (Sport Management) / 37

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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Thiti Pluckcha-oomLiterature Review/ 40

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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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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Fac. of Grad. Studies, MahidolUnM. M. A (Sport Management) I 4g

(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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Thiti Pluckcha-oomLiterature Review/ 44

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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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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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 4T

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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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

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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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Fac. of Grad. Studies, MahidolUniv. M. A. (Sport Management) / ST

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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Thiti Pluckcha-oom Results I ffi

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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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.

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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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Thiti Pluckcha-oom Results I 62

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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HdFac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / 63

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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Thiti Pluckcha-oom

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.

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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.

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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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Fac. of Grad. Studies, Mahidol Univ. M.A. (Sport Management) / Tl

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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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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Fac. of Grad. Studies, Mahidol Univ. M. A. (Sport Management) / T3

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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"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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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

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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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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. Ând

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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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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Fac. of Grad. Studies, Mahidol Univ. M. A (Sport Management) / 85

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

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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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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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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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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.

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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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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.

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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.


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

BIBLIOGRAPIIY

IBent I., Mcllroy R., Mousley K. & Watsh P. (2000). Football Confidential. London,

England : Mackays of Chatham.

Bose, M. (1999). Manchester Unlimited: the rise and rise of the World's Premier

Football Club. London, England: Orion.

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*

t


Thiti Pluckcha-oom

l

Appendix/ 104

APPENDD(

t

*



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


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
