The challenge of renewing a varsity sport brand: a mixed-methods approach

Abstract

Purpose

The purpose of this study was twofold. First, the authors analyzed how a major Canadian university sport brand was interpreted by its stakeholders and why the perception was so negative. Second, the researchers investigated how a dormant university sport brand could be revitalized.

Design/methodology/approach

A mixed-methods approach was designed. During the first year, a qualitative methodology was established. Researchers conducted 14 different focus groups, with students-athletes, students, coaches, university administrators, support staff and professors. In the second year, based on the initial findings, the researchers elaborated a quantitative protocol and built a multidimensional questionnaire which was administered to groups that were gravitating around the varsity brand. There were a total of 1,757 completed questionnaires.

Findings

The conclusions highlighted the weakness of the varsity brand and the limitations in leveraging the latter for the benefit of the institution. Contradictions in the marketing and branding decisions were noted, for which strategic recommendations were formulated.

Research limitations/implications

In essence, the contributions of the paper relate to the strategic management of the brand and the mixed-methods approach borrowed in this research. Understanding how a brand is perceived is essential for managers in elaborating their strategy and, therefore, being able to connect effectively with their audience.

Originality/value

The potential strategic leverage of branding for universities becomes even more valuable as these institutions are increasingly using their varsity programs to compete with one another. This study specifically analyzes the case of a Canadian varsity brand whose values and resources differ greatly from other North American institutions.

Citation

Richelieu, A., Gavrila, S. and Sercia, P. (2023), "The challenge of renewing a varsity sport brand: a mixed-methods approach", Sport, Business and Management, Vol. 13 No. 4, pp. 431-449. https://doi.org/10.1108/SBM-07-2022-0064