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1 – 10 of 16Sven Maertens, Alexandra Leipold, Nicholas Nahas, Dhruv Shah, Michael Abramovich, Christoph Wollersheim and Hermann Keimel
Business Aviation (BA) is an important segment of nonscheduled air transport, providing personalized solutions for business trips by air. Unlike scheduled air transport or holiday…
Abstract
Business Aviation (BA) is an important segment of nonscheduled air transport, providing personalized solutions for business trips by air. Unlike scheduled air transport or holiday charters, BA has hardly been dealt with in the academic literature. This chapter gives insight into the structure and key economic effects of the European (EU28 + EFTA) BA sector. Hereby, we differentiate between the sector’s macroeconomic footprint, in terms of jobs or gross value added (GVA), and the generation of business efficiencies and connectivity benefits for the users. Based on our own data collection and input-output analyses using data from the World Input-Output Database and Eurostat, we find that the effect of BA over the EU28 GVA is almost 0.2%. Also, some 374,000 European jobs are directly or indirectly dependent on the sector’s activities, which is more than the total number of jobs in, e.g., Cyprus. More than half of these jobs stem from the operation of business aircraft and from closely related operational services like maintenance (“MRO”) and handling (“FBO”), while the remaining employment occurs in the production of business aircraft and parts. Comparing actual European BA flights against their fastest commercial travel alternatives, key efficiencies came to light, such as average travel time savings of 127 minutes per flight, annual savings of about € 15 million in overnight hotel costs and an average 150% increase in productive work time for the travelers. Furthermore, we find that BA can significantly improve connectivity, as it serves about 25,000 city pairs not connected by nonstop scheduled air services.
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Christopher McMahon and Peter Templeton
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…
Abstract
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.
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Nicolas Chanavat and Guillaume Bodet
The purpose of this paper is to provide better understanding of potential foreign customers or satellite fans' perceptions of professional‐football brands, as this constitutes a…
Abstract
Purpose
The purpose of this paper is to provide better understanding of potential foreign customers or satellite fans' perceptions of professional‐football brands, as this constitutes a necessary step toward setting up an internationalisation strategy to create a global professional‐sport brand.
Design/methodology/approach
Twelve semi‐directed individual interviews with French satellite fans about how they perceive the English Big Four brands of Arsenal Football Club (FC), Chelsea FC, Liverpool FC and Manchester United are conducted.
Findings
The paper found the common and specific features of each club's brand equity and the typical fans' perceptions of the clubs, which constitute major dimensions upon which the clubs are differentiated in the customers' minds. It also identified such key antecedents to building strong professional‐sport brand equity in the French market as the fit between the image, the values or both of the foreign club and the local club a fan supports.
Research limitations/implications
The main limitation is the size of the sample, even if the saturation‐semantic criterion is applied.
Practical implications
This paper emphasises the need for professional‐sport clubs not to underestimate the need for strategic‐marketing steps different from those used at home before implementing foreign marketing operations and constitutes a first step toward future research into the analysis of the perceptions of potential foreign customers or satellite fans in broader contexts.
Originality/value
Although many studies have dealt with the perception of local professional‐sport brands, this paper represents one of the first empirical studies of the perceptions of professional‐football brands in a foreign market.
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The purpose of this paper is to show how one of the biggest phenomena of the twenty‐first century is the internationalisation of professional sports and how premier league…
Abstract
Purpose
The purpose of this paper is to show how one of the biggest phenomena of the twenty‐first century is the internationalisation of professional sports and how premier league football epitomises this. With the influx of foreign players, managers and now owners, European League Football has become big business. This paper aims to provide a theoretical analysis of the management implications of foreign players in the English Premiership League football – renamed the Barclays Premier League to suit the needs of its major sponsors.
Design/methodology/approach
The approach adopted is purely qualitative in nature, evaluating the top Barclays Premier League teams and the impact of globalisation on their reconfigurations since the early 1990s to date. The study draws mainly from a review of the extant literature on sports and management, as well as a critical analysis of media reports.
Findings
Globalisation has emerged as a new force that has changed the way corporations are managed. Financial services, retail and information technology firms have all responded to this new wave – and so also has sports. Unfortunately while sports have the potential to teach lessons on management strategy, management researchers seem to have relegated sports to the sociology and psychology disciplines.
Practical implications
The Barclays Premier league football provides a unique environment for management decisions and processes to occur in a range of markets and at varied levels. However, the globalisation of professional sports has received relatively very little attention in the academic literature – especially in the field of business and management.
Originality/value
This paper contributes to the scant literature on the management implications of football by highlighting how globalisation has affected and reconfigured professional sports using the influx of foreign players into the English football league as a point of departure.
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Russia remains an important producer of precious, ferrous and non-ferrous metals, as well as fertiliser feedstock, where the market had already been affected by the sanctions…