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Business & Management
Abstract
Subject area
Business & Management
Study level/applicability
This case is suitable for senior students taking marketing courses from marketing communications, marketing research and consumer behavior. Other students including postgraduate students on international business, strategic management and CSR courses may also benefit and/or partake in the discussions. Last and most importantly sports marketing students would find this case useful. The case study can be taken from a range of angles from consumer behavior, through researching of the same (i.e. consumer behavior); to marketing communications strategies by the football clubs themselves.
Case overview
The case study documents the growth and development of the UAE Professional Football League using the particular case of one of the oldest teams, Sharjah Football Club (also known as Sharjah FC) founded in 1966 – five long years before the Football Association was conceived.
Sports marketers have long sought to better understand the factors that influence attendance at sporting events. This is couched upon the expectations that an understanding of such factors will improve the efficiency of marketing communication between service providers and consumers, and, as Cunningham and Kwon put it, possibly influence the entire marketing program of a sport organisation. Attracting people to the stadium not only increases ticket revenues but also increases supplementary revenue sources, such as parking, concessions and merchandising.
Expected learning outcomes
To understand key aspects of the consumption of sports (i.e. consumer perceptions, attitudes and influences). Readers would also understand the changing aspects of marketing of sports vis-à-vis sports marketing.
Supplementary materials
Teaching notes and www.fifa.com/associations/association=uae/nationalleague/standings.html
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Keywords
The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational…
Abstract
Learning outcomes
The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted.
Case overview/synopsis
The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing.
Complexity academic level
The case study is suitable for undergraduate students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
Details
Keywords
Hayyah Al Ali and Syed Zamberi Ahmad
This case study focuses on basic business approaches in the decision-making by considering owners and stakeholders’ perspective in highlighting the related issues in customer…
Abstract
Learning outcomes
This case study focuses on basic business approaches in the decision-making by considering owners and stakeholders’ perspective in highlighting the related issues in customer service, marketing (marketing mix and product mix), strategy, business management and operational management of the sport business in the private sector of Abu Dhabi. At the end of this exercise, students should have a clear consideration of the following: understanding of the equestrian business products and services elements, description of the marketing mix the equestrian business products and services elements, definition of the product mix approach of the marketing mix in equestrian business management, distinguishing needs of product mix alternative decisions approach in equestrian business management in the private sector and labeling of two main customer services based issues and propose a solution using product mix alternatives approaches (expand/eliminate).
Case overview/synopsis
Mandara Equestrian Club (MEC) was the culmination of a dream for Faysal Urfali, a Lebanese entrepreneur, and his wife, who lived in (and loved) United Arab Emirates (UAE) for more than 20 years ago. The dream started in 2012, when the Urfali family was vacationing in Spain. They fell in love with the Arabian breed of horses, famous for their wide, flat forehead, soulful eyes, broad muzzle, erect ears, slender neck and flowing, shining mane. Arabian horses are also renowned for their beauty, loyalty, strength and intelligence. Arabian horses are an intrinsic part of Arabian tradition and heritage, always described in Arabic literature as a sign of pride, courage and dignity, in recitation legends of wars. The Urafalis did not have experience with horses during that period, but that did not stop them from starting an equine business in the UAE, specifically in the Emirate of Abu Dhabi. Urfali started MEC in Al Rahba City, a small town in the north site of Abu Dhabi, the Capital of UAE. At its inception in 2013, MEC was open only for private use. In 2014, Urfali decided to open the club to the public due to high demand from visitors and horses’ lovers who were visiting the place to see the horses and request horse rides. MEC carries forward Urfali’s passion for Arabian horses, as it specializes in the care and training of show horses. MEC also offers other equine activities and services for both horse owners and horseback riders. In early 2019, Urfali conducted a meeting to assess MEC’s financial statements and discuss daily business operations. The meeting determined that the club was facing several business challenges to address which, it needs some substantial changes in order to maintain its smooth-functioning. Challenges the club faced involved customer relationship management, customer attraction and skill shortages in the industry. Urfali understood that focusing on MEC as a business operation means raising the marker of success to more than just the fulfillment of a dream. Will MEC be able to keep its focus with such changes?
Complexity academic level
Undergraduate students majoring in Business Management, Marketing and Strategic Management.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy
Details
Keywords
Efe Ünsal, Sanem Kaptanoğlu and Hayat Kabasakal
The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership…
Abstract
Learning outcomes
The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run.
Case overview/synopsis
Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led.
Complexity academic level
Undergraduate and MBA students.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 6: Human Resource Management.
Details
Keywords
Tripti Ghosh Sharma and Tapabrata Ghosh
Strategy/entrepreneurship/international marketing.
Abstract
Subject area
Strategy/entrepreneurship/international marketing.
Study level/applicability
This case is recommended for use in courses on strategy, entrepreneurship, international marketing and joint venture for PGDM and Executive programmes.
Case overview
International Football Academy (IFA), a leading football development firm, is gearing up to expand its operations to a new geographic market, India. The purpose is to further its international growth plans by establishing a lasting presence in developing markets. Their previous stints in China and Indonesia met with huge success. However, there was a stark difference between those geographies and the Indian market, in terms of political system, economic infrastructure, social framework, cultural practices, technological advancements, legal regulations, etc. In a country where 47 per cent of the 1.2 billion population considered themselves football fans (Nielson survey, 2010), it was ironical that the Indian football market remained one of the most untapped and fragmented of its kind. The question for IFA was: “Would India be another feather in our hat?”
Expected learning outcomes
The case highlights the key factors facing firms, when expanding into emerging markets. The students are expected to think through the various dimensions to decision-making, which includes Why (expand), Where (which market), When (right time), What (thrust of strategy) and Who (partners). It also compels the students to appreciate the various challenges involved in exporting a product, which is as unique as “football training”.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 11: Strategy
Details
Keywords
After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust…
Abstract
Learning outcomes
After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust in leader–follower relationships thanks to the real-life examples presented and defend their side on the debate of whether leadership is born or made with the related theories and examples.
Case overview/synopsis
The teams coached by the successful Turkish basketball coach, Çetin Yılmaz, had reached the finals of the Turkish Basketball League six times and became champions three times. He assumed the coaching position of the Tuborg basketball team in December 2005. Although Tuborg’s Turkey branch made a serious financial investment in basketball, they were at the bottom of the league in the middle of the season. When Yılmaz took over the coaching position, the Tuborg basketball team’s main objective was not to be relegated from the top league in the 2005–2006 season. The team, working very hard, overcame the fear of relegation in two months but still had a very symbolic goal in front of it: winning the most prestigious game of the season by defeating the Karşıyaka team. However, in the last minutes of the game, with the influence of passionate Karşıkaya fans, the Tuborg team got scared and lost the game. At the end of the match, the club president entered the locker room and started shouting at the players, forcing the coach to face a severe dilemma. Either he would remain silent and risk damaging his leading position in the eyes of the players, or he would risk being fired by going against the president, even though he thought the president was right in what he said.
Complexity academic level
The target audience of this case study is undergraduate students. The field of study is sports management, leadership and coaching. This case study can be used in management, organizational behaviour and sports management courses while covering leadership and coaching topics.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
Details
Keywords
Sport marketing, sponsorship, marketing strategy, event management.
Abstract
Subject area
Sport marketing, sponsorship, marketing strategy, event management.
Study level/applicability
Undergraduate and Postgraduate Business and Management.
Case overview
This case discusses sport marketing within an emerging market business environment. PromoSeven Sports Marketing is the focus company. PromoSeven name is synonymous with major events particularly Emirates Airline Rugby 7s and the Olympic Council of Asia. The case highlights the challenges facing sponsorship, event management, sport marketing and PromoSeven's own business strategy after the 2009 economic downturn drew attention to Dubai's financial situation.
Expected learning outcomes
This case can be used to teach sport marketing, sponsorship, event management, and marketing strategy. It can also be used to identify target market segments for sports and the positioning that may appeal to those segments.
Supplementary materials
A teaching note is available on request.
Details
Keywords
Elsa Varghese, Meena Galliara and Manjari Srivastava
Social entrepreneurship, Social enterprise.
Abstract
Subject area
Social entrepreneurship, Social enterprise.
Study level/applicability
Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers.
Case overview
Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise.
Expected learning outcomes
The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 3: Entrepreneurship.
Details
Keywords
To understand: – the demand and supply side challenges in launching a new product in sports. – Factors, which go into the making of a successful “new” sport. – The role of…
Abstract
Learning outcomes
To understand: – the demand and supply side challenges in launching a new product in sports. – Factors, which go into the making of a successful “new” sport. – The role of planning in sport management.
Case overview/synopsis
In July 2017, on the eve of Pro Kabaddi League (PKL) Season 5, kabaddi had emerged as one of India’s most important non-cricketing sport. PKL was India’s first men’s professional kabaddi league, introduced by Mashal Sports and Star India in 2014. Kabaddi was an indigenous sport, and India had an unbeaten international track record as world champions. Yet, the sport and its players had never received their due in India. In 2017, while kabaddi’s popularity had increased, leading to sponsorship opportunities, huge player bids, prize money and television viewership, all was not quite hunky-dory. A women’s kabaddi league introduced only the previous year had not been continued, despite an extended format in 2017. The audience profile also did not match that envisaged by Star. As a unique creator of sports content, Star was in an enviable position in India; and so was Kabaddi as a sport. How had Star created a new property around an indigenous sport with rural and rustic associations, transforming it into a snazzy, up-market sport within just three years, even while leagues involving other popular sports failed to create a mark? Could Star sustain this interest? How could kabaddi retain its “star” position within Star’s stable?
Complexity academic level
In an undergraduate or a postgraduate programme in business administration.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Marketing Strategy and Marketing Management. It can also be used to illustrate the application of specific concepts and frameworks, such as “revenue (demand/Capacity) management”…
Abstract
Subject area
Marketing Strategy and Marketing Management. It can also be used to illustrate the application of specific concepts and frameworks, such as “revenue (demand/Capacity) management” in services marketing and “Integrated Marketing Communication” under marketing communication.
Study level/applicability
Postgraduate and Final Year Marketing Majors.
Case overview
The case describes how the Ghana Premier League (GPL), the flagship football product of the Ghana Football Association, continues to record low attendances at various league centres since the turn of the new millennium. The case highlights the effects of global forces (both macro and micro factors) on the patronage of GPL matches. It also brings into focus the effects of professionalization and commercialization of the league, especially, on traditional football clubs. It presents discussions on the need for football clubs to adopt sound management principles, such as market-orientation in response to the dynamic global forces. Apart from illustrating the effects of globalization on football, the case can also be used for teaching topics on integrated marketing communication/brand management and revenue management for perishable services.
Expected learning outcomes
To enable students to appreciate how the forces of globalization affect businesses in developing countries; to enable students to apply strategic marketing frameworks (PEST, Porter's five forces Model, SWOT, etc.) to analyse business situations; to enable candidates/students to understand the use of services management principles to address problems relating to perishable demand and unused capacity; students should understand the importance of quality products/services and branding to an organization's ability to deliver exceptional customer experience; to enable students apply the elements of integrated marketing communication to address organizational problems; andto sharpen students' critical thinking and innovative problem-solving skills.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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