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This chapter builds upon the analysis of the last chapter, as fans have to deal with the issues that arise from their team’s financial superiority. Here, we question what happens when that financial superiority is accompanied by significant moral and ethical issues. Recent involvement of state actors in the ownership of English football has been evidencable and occasionally appears clear. Various reflexes and cognitive distancing occur from fandoms when football club ownership engages in practices that, according to the normative models that fans ascribe to their clubs, are mutually exclusive with the values of the fanbase and the club’s history. A common form of fan reflex often takes the form of distancing the players on the pitch from the club’s institutional structures, effectively teasing out the matchday experience from the structures that benefit from the raw emotion it generates. Another reflex is questioning why the fan should surrender their club when a morally, ethically problematic ownership model has acquired it. Here we have perhaps the greatest challenge to the normative model and, rather than negotiating that tension, as often as not the response is to try and ignore it.

The paper discusses a range of aspects of the spread of sportswashing within top-flight football, identifies the motivations of its proponents, what is on offer to football clubs, their followers and local communities and the ways in which it coheres with the nature of the modern game.

A range of disparate literature, both academic and non-academic, is synthesised to provide a broad-ranging introduction to the spread of sportswashing within top-flight football.

Sportswashing is likely to increase within top-flight football in future years as a result of its resonance with aspects of the game's evolving nature. Resistance to its continuing spread presently appears improbable.

As relatively recent development within football, the sportswashing topic has produced a limited literature to which this paper contributes.

The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two brands with distinct personas and identities and the confluence of two different cultures; figure out the strategic options in front of the Tata Group and how it can deal with various macro- and micro-level business challenges, defy the financial hiccups and manoeuvre the operational complexities to accomplish mission Vihaan.AI; and develop a pragmatic approach to macro and micro business environmental scanning for making strategic business decisions.

In November 2022, Tata Group, the salt to software conglomerate, announced the merger of Air India (AI) and Vistara. This would lead to the formation of the full-service airline under the brand name “Air India”. The obvious reason behind this was the higher recognition, salience and recall of the brand AI as compared with Vistara in the global market. The Tata Group envisaged the brand AI to be a significant international aviation player with the heritage, persona and ethos of the brand Vistara in the renewed manifestation of AI. To realise these goals, Tata Group laid down an ambitious plan called “Vihaan.AI”, which was aimed at capturing a domestic market share of 30% by 2027.

This case study can be taught as part of undergraduate- and postgraduate-level management programmes.

Teaching notes are available for educators only.

CSS 11: Strategy.

Football is at once both a global sport and one that is defined by fiercely guarded local boundaries. For a firm operating within this highly lucrative industry and with ambitions of establishing a strong international presence for itself, a balance must be struck between riding on the game’s global appeal on the one hand and the need to somehow embed itself within particular local spaces on the other. This study aims to analyse how one such firm, the holding company City Football Group (CFG), is going about achieving this.

This is a conceptual paper that adopts a broadly inductive approach, building on an extensive analysis of both theoretical research and publicly available secondary data to develop a framework depicting three key strategies associated with CFG’s internationalisation.

Three factors are identified as being especially pertinent in CFG’s international expansion: the composition of CFG’s top management team; the attempts to establish a unifying “City identity”; and CFG’s forays into more peripheral leagues around the world after having established itself at the “top end” of the game.

The framework presented in this paper is particularly oriented towards a practitioner audience. Managers of firms operating in football, as well as in other industries in which the pressure to be both globally integrated and locally responsive is particularly acute, can draw lessons from both the framework and the broader insights presented here on CFG’s global expansion.

Football is widely regarded as the world’s most popular sport, and fans often take matters very seriously when it comes to the club they support. How football clubs are run is, therefore, a matter of considerable societal interest, as demonstrated by various fan protests over the years. As global, multi-club ownership structures like that adopted by CFG become more commonplace, this study will provide football fans with some insight into the strategies of these companies and how their own clubs fit within these ownership models.

This study addresses an under-researched topic: the international expansion of a prominent football holding company.