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Book ChapterDOI

Sports Team Brand-Equity Index: A New Measurement—An (Extended) Abstract

01 Jan 2017-pp 1431-1436

AbstractIncreased commercialization of professional sport teams has led to increased competition, making it imperative for sport managers to develop and maintain fruitful relations with their fans and other stakeholders (Naik and Gupta 2013a; Bauer et al. 2005). The stakeholders might include participants, owners, team administration, governing bodies, financial stakeholders, and community at large. To ensure a team’s economic success, team owners and managers lay strong emphasis on “team branding” to build a loyal fan base (Naik and Gupta 2013b). It has been observed that higher loyalty of fans ensures their involvement in the team’s activities and leads to its economic success. In a recent survey by Gallup in 2009, it was observed that more than 56 % of the respondents were watching a sport because they were the fans of a particular participant team. It is therefore important for team management to identify critical factors that have an impact on the success of the teams. Researchers have argued that high team brand equity can result into increased fan loyalty, global presence, differentiation of team, positive fan attitude, and increased purchase intentions while ultimately leading to economic success (Naik and Gupta 2013a; Bauer et al. 2005). Measuring and evaluating brand equity of a team on a continuous basis should be considered a strategic marketing decision by the team manager. There are plenty of scales that have been developed to measure sport teams’ brand equity (Gladden et al. 1998; Gladden and Funk 2002; Bauer et al. 2008; Villarejo-Ramos and Martin-Velicia 2007; Ross 2006; Ross et al. 2008; Naik and Gupta 2012b). With these scales using reflective indicators, there is serious question on their coverage of the concept meaning as well as practical application.

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Journal Article
Abstract: [Abstract] The purpose of this case study research is to explore key drivers that create brand equity for professional sports teams. Brand equity is optimized through shared goals and complementary brand identification or personalities (Aaker, 1996). This study aimed to delve further into brand equity and explore partnership fit. The authors analyzed two professional sports marketing organizations through interviews. Findings confirm two previously accepted constructs; shared goals and brand identification. A third driver, operational alignment, was uncovered as being necessary to strategic fit. These three constructs are deemed critical in determining strategic fit and result in increased brand equity for a sport organization.

9 citations

Journal ArticleDOI
TL;DR: The empirical findings exhibit that the automobile brand relationship quality (ABRQ) index based on the final set of six indicators effectively captures the conceptual domain ofBrand relationship quality.
Abstract: This paper aims to develop a parsimonious and robust formative index for evaluating and measuring the brand relationship quality of automobile brands.,Survey questionnaires were used to collect empirical data from 395 car owners, out of which 362 samples were included in the final analysis. Partial least squares technique was used for index construction.,The empirical findings exhibit that the automobile brand relationship quality (ABRQ) index based on the final set of six indicators effectively captures the conceptual domain of brand relationship quality. In addition, the external validity check affirms positive and significant influence of ABRQ index toward enhancing customer loyalty.,ABRQ index can assist the brand managers and academicians for benchmarking and market strategy formulation while contributing to the limited literature on brand relationship quality. Also, this index having six-indicators can considerably reduce the time and effort of respondents for filling the questionnaires, in turn, improving response rates.,This study represents a novel attempt to formulate a brand relationship quality index using formative measurement indicators, and as per the authors’ knowledge, has not been attempted by prior researchers in this domain.

3 citations