Business Strategies Management

Question: Discuss about the Business Strategies Management. Answer: Introduction Tangled into the aspect of interwoven threads of galloping globalisation, the business culture in the contemporary market is becoming increasingly concerned for its sustenance. In the background of the above statement, Alwis (2016) stated that the Australian football clubs are highly getting affected by the volatility of the business environments. The sports based politics and the unethical practices have been the primary concern amongst the football event organisers. Despite having the best efficient resources, the clubs get entangled by the political measures, which prevent the effective players from getting the deserving exposures. However, considering the opinion of Australian Capital Football Federation, it could be inferred that the primary mission of the clubs are to have fun with the values that all the participants introduce in the football events. However, in the framework of the above statement, Martin et al. (2015) asserted that the players switch to the other clubs after receiving the assurance of better monetary offerings and exposures. Thus, evaluating the last statements, Mintzberg (2010) determined that the organisers of the Football clubs rarely consider the talent of the players, rather the political support often enacts to be the influencing factors to promote the participants. The previous statistics forecasted that the Australian premier supporting organisations is constantly evolving the national competition. The particular aspect has led the brand to experience rapid growth over the past 10 years. Therefore, the strategic planning is highly required to be incorporated within the football clubs, where the organisers and the associations can lead to promoting the right choice before the audience. The present report attempts to evaluate the significance of strategic management in the Australian Football clubs. The study exclusively considers the case of Australian football club. The report would determine on its CSR (Corporate Social Responsibilities) measures, customer handling criteria during brand repositioning, segmentation policy and the stakeholders influence. The reasons corporate social responsibility issues influence branding strategies across the Australian football code: Football has become a social, political sports phenomenon, which is positioned in a multi-billion marketplace having deep business structures. In the words of Kulczycki and Koenigstorfer (2016), such clubs are worth billions and mostly possess financial value as the greater GDP of underdeveloped countries. However, several past instances have raised the voice of critiques to argue regarding the business approaches offered by the clubs. The practice of CSR by the football clubs is dynamic, diverse and context-specific as well. The social, economic, political and legal environments impact significantly on the overall, phenomenon. Dimitropoulos and Koumanakos (2015) also stated that the public and media support have also become crucial parameter, which affects the subsequent funding of the gaming events. The profits earned by the football clubs are characterised by the national embeddedness, which is accompanied by the political pressure. This approach has driven the clubs to maintain adequate synergy either the local and federal agencies investing in grassroots. As corporate social responsibility practices, the organisations are supposed to adhere with the anti-bribery, anti-racisms, regional development, youth education and the local community involvement also. For example, the CEO of the World Vision Australia and the spokesman for the Stop the Loss Coalition, Tim Costello stated that poker machines hurt the overall community and at the same time the brand gets affected. However, the members were not willing to forgo the revenue that comes from the poker machine (Blumrodt, Desbordes, and Bodin, 2013). On the other hand, the Collingwood club has acquired the most licensed venues in the AFL. The club has also increased the revenue value of the poker machine. According to Pert, the club is sensitive to the community and adequate safety issues are taken care to generate a healthy playing environment. However, the club had undergone controversy and affected its brand image. On the other hand, the Fox stated that a wrong decision could destroy the cash and the brand reputation of the football club. The core philosophy of the Essendon Football Club is to build a strong brand identity by relying on own investment, not through the AFL investments. The club eventually, invested a lump sum in offering new facilities. For the CSR implements, the organisation has spent $25 million bases near Melbourne Airport (Kulczycki and Koenigstorfer, 2016). Mattila (2009) also stated that CSR issues have also influenced the Hawthorn football club to modify its business agenda. Due to the political and social issues, the club has moved into the secondary market and managed to improve the brand revenue and popularity as well. Stuart Fox stated that the club success had been assisted by the ability to clean stadium in Tasmania. Eventually, this initiative has allowed the club to secure additional catering along with merchandising deals. The Australian football club manages customer perceptions during the brand repositioning: The branding and repositioning of the football club is a significant element for generating the revenue from the individual business model. In this context, Schokkaert (2014) stated that customer perceptions and choices are taken into the consideration, as the brand reputation depends on the audiences. A similar statement has been found in the current study, where Simon Hammond stated that rush to the professionalism in the brand development represents a customer loyalty risk. Walters and Panton (2014) also mentioned that the club fans are mainly directed by the professionalism and clear communication with each member. The over professionalism creates confusion among the customers. However, the highly efficient business does not always connect with the customers. In this context, Unlucan (2013) stated that the brand reposition through the differentiation is also a crucial factor, due to the existence of scores of clubs in the football market. After a particular time span, the brand reputation gets saturated, and the customers intend to shift supporting other football clubs. Thus, to regain the market attractiveness, the customer perceptions are taken into the account to modify the branding and promotional strategies. Eventually, the club membership increases. The brand repositioning influences the awareness and revenue earnings ratio. As a consequence, the income remains intact with each club and the customer loyalty increases. However, without concerning more on customer perception, it becomes difficult for the brand to grow a fast retention of the customers. The potential club membership increases the quick cash injection ratio and makes a long-term deal successful. On the contrary, Halabi, Frost and Lightbody (2012) stated that the greater sponsorship relates a high concentration risk and a limited membership comes to each club. Market segmentation of the football club: Segmentation, targeting and positioning theory (STP) can be utilised to identify the market segmentation of a football club. The frequency of attendance is a factor, which drives the football clubs to segment its branding strategies into different domains. The fan bases for each organisation differ significantly. To satisfy different demands of the audiences, the clubs recruit players in the context of age and the playing protocols. The various fan segments are as follows: Passionate partisans Champ followers Reclusive Partisan Aficionado Theatregoer (committed) Theatregoer (casual) The brand reputation and the brand affinity differ from one club to another. In the words of Johnston and Paulsen (2011), the segmentation these fan bases are an important tool to modulate the branding strategies. The football clubs have a flexible tool to target the fans with varied marketing strategies, to target the fans and improve the overall brand reputation as well. Also, Andras and Havran (2015) stated that the brand segmentation strategy needs to focus more on the challenging elements as the members invest a large for the new players. The potential players are attracted towards a club and the fan base again increases. On the other hand, considering the short term segmentation approach, the greater attendance at the stadium can be improved by potentially segmenting the fans. However, Alexandris and Tsiotsou (2012) mentioned that the majority of the audiences is theatre goer, and these people might not attend the game show every time. Thus, the financial benefit might be at stake. Thus, both the short term and long term segmentation need to be carried away from the football clubs to manage potential brand positioning in the market. Evaluation of the football governance using the Minzbergs theory: The football governance is evaluated with the support of Mintzbergs framework: The members of Collingwood football clubs is highly fortunate for being a successful licensed club. However, the organisation fails to have a reliance on funding. In the similar context, Garca and Welford (2015) determined that the installation of the poker machines has been the primary issue in the football clubs. The membership of the Colinhood organisation is highly valued for its membership, which signifies that the brand maintains the ethical measures. Therefore, the organisation easily derives its income margin. The football governance policy is analysed through Mintzbergs categories: Interpersonal Axomptia (2011) stated that the strong brand reputation of Hawthorn Football Club had helped the overall business to receive the on-field and off field success. The previous statistics reflect that Hawthorns relationship with the region Tasmania has helped the brand with the lucrative source to increase its revenue figure. The brand is identified as the single club that has moved into a secondary marketing measure and managed to convince the sponsors of Tasmania to organise the events in the clean stadiums. The management of the brand has followed increase its interpersonal relationship with the Tasmania event sponsors, which turned up to be a beneficial factor its long term success. Informational Each of the team members is aware of the business initiation the management of the club has undertaken. Mintzberg (2010) figured out that the team members highly support the managements in its business deals with Tasmania. The business success has enforced the organisation to invest a considerable amount of capital in the community development. The management of the enterprise claimed that the effective participants supports had facilitated the organisation to secure its additional catering and merchandise deals. Decisional The management of the club is highly open to the creative thinking terms and invested the considerable figure in the new venture. The philosophy of the brand is to establish a strong club that is no reliant on the Australian Football League finding (Alwis, 2016). The television network of Foxtels subscription network shows the news regarding the behind the scenes activities of the players. The news forecast that the players remain in a comfortable position when the information between the association and the team members remain transparent. Analysis regarding stakeholders in the strategic positioning of Australian football clubs: The strategic expectations of the sponsors and the football club associate are required to match. The sponsors set a specific set of projections and plans accordingly. Therefore, the requirements of the club associations need to match with the sponsors to create a successful football event. In the specific inference, Alwis (2016) mentioned that the sponsors prefer the association to keep the players in the field front that have earned the popularity. However, the specific action often creates discrepancies in the team coordination. According to Martin et al. (2015), the players are also the important stakeholders of the football club. Therefore, the expectations and the requirements of the players required being met to maintain the sustenance of the enterprise. For example, the business deal initiated between Hawthorn Football Club and Tasmania has become successful. Since, the management has maintained a transparency with its players. Thus, both sides expectations have matched, whic h resulted in the successful conversion. Inference can be drawn from the previous content that the stakeholders create a significant influence on the strategic position of the Australian football clubs. Conclusion The current study evaluates on the importance of strategic decision making policy in the Australian Football clubs. Inference can be drawn from the above study that the incorporation of the political measures often hampers the goodwill of the organisation. The management needs to the selection of the players on the basis of the expertise rather than the referential aspects. Moreover, the installation of the poker machine has been the degrading factor for the football organisation. The particular action has hampered the reputed earnings of the brand. Therefore, any inclusion of the poker machine needs to be avoided to maintain the goodwill of the organisation. Reference: Alexandris, K. and Tsiotsou, R.H., 2012. Segmenting soccer spectators by attachment levels: A psychographic profile based on team self-expression and involvement. European Sport Management Quarterly, 12(1), pp.6581. Alwis, A.C.D., 2016. Stakeholders influence on successful business succession. International Journal of Business Administration, 7(4), pp.8498. Andras, K. and Havran, Z., 2015. New business strategies of football clubs. Applied Studies in Agribusiness and Commerce, 9(1-2), pp.6774. Axomptia, J., 2011. The sage handbook of interpersonal communication. 4th ed. Thousand Oaks, CA: SAGE Publications. Blumrodt, J., Desbordes, M. and Bodin, D., 2013. Professional football clubs and corporate social responsibility. Sport, Business and Management: An International Journal, 3(3), pp.205225. Dimitropoulos, P.E. and Koumanakos, E., 2015. Intellectual capital and profitability in European football clubs. International Journal of Accounting, Auditing and Performance Evaluation, 11(2), p.202. Garca, B. and Welford, J., 2015. Supporters and football governance, from customers to stakeholders: A literature review and agenda for research. Sport Management Review, 18(4), pp.517528. Halabi, A.K., Frost, L. and Lightbody, M., 2012. Football history off the field: Utilising archived accounting reports to challenge myths about the history of an Australian football club.Accounting History, 17(1), pp.6381. Johnston, M.A. and Paulsen, N., 2011. The influence of club and sponsor images and club-sponsor congruence in the Australian football league.International Journal of Sport Management and Marketing, 9(1/2), p.29 Kulczycki, W. and Koenigstorfer, J., 2016. Doing good in the right place: City residents evaluations of professional football teams' local (vs. Distant) corporate social responsibility activities. European Sport Management Quarterly, 16(4), pp.502524. Martin, A., Morgan, S., Parnell, D., Philpott, M., Pringle, A., Rigby, M., Taylor, A. and Topham, J., 2015. A perspective from key stakeholders on football and health improvement. Soccer Society, 17(2), pp.175182. Mattila, M., 2009. Corporate social responsibility and image in organizations: For the insiders or the outsiders?. Social Responsibility Journal, 5(4), pp.540549. Mintzberg, H., 2010. Managing on three planes. Leader to Leader, 2010(57), pp.2933. Schokkaert, J., 2014. Football clubs recruitment strategies and international player migration: Evidence from Senegal and South Africa. Soccer Society, 17(1), pp.120139. Unlucan, D., 2013. Jersey manufacturers in football/soccer: The analysis of current jersey manufacturers of 1061 football/soccer clubs in top leagues of 72 countries.Soccer Society, 15(3), pp.314333 Walters, G. and Panton, M., 2014. Corporate social responsibility and social partnerships in professional football. Soccer Society, 15(6), pp.828846.