Menaces to Management: A Developmental View of British Soccer Hooligans, 1961-1986

Abstract

In their longitudinal examination of local and national newspaper
reports of soccer hooliganism in Britain Dunning, E., Murphy, P. J. and Williams,
J. (1986) concluded that hooliganism has been a feature of soccer crowds
for about 100 years (Dunning et al. 1986, p. 8). They note that there were
periods of decline until the mid-1960s when soccer hooliganism became a “cause
for material concern” (Dunning et al. 1986, p. 8). Indeed, Taylor states
that “there is no equivalent period in British soccer history to the 25-year
period of more or less continuous soccer hooliganism beginning in 1961” (Taylor,
1984, p. 176). This study presents, places and portrays these soccer hooligan
gangs within the larger context of British professional soccer during this
period.


Introduction

No event illustrates the social phenomenon of “soccer hooliganism”
more dramatically than the deaths of 39 Italian spectators at the European
Cup Final between the Liverpool Football Club and the Italian team Juventus,
played at Heysel Stadium in Brussels, Belgium on May 29,1985 at the hands
of soccer hooligans from Liverpool, England (Kerr, 1994).

After viewing film of the incident, Belgium authorities identified
groups of Liverpool fans as those who instigated vicious attacks against
the Italian fans, which in turn led to a stampede of people attempting to
escape the violence. The Liverpool soccer hooligans were the ones wearing
ski masks and carrying various weapons including, pick axe handles and clubs
(The Times, 30 May 1985). The brutality of the event was further
heightened by eyewitness accounts claiming the Liverpool soccer hooligans
were urinating on the corpses and jumping around in celebration (Canter,
1989). In time, the main offenders were brought to trial and sentenced in
a Belgium court.

Non-Europeans, hearing of the incident probably considered this a
tragic, but isolated event. Sadly, British, as well as other European citizens,
are most aware of the problem that has become known as the “British Disease”
(Canter, 1989, p. 109), or soccer hooliganism.

1985 was a bad year for professional soccer in Britain, because not
only did the incident in Brussels occur, but “fire broke out at Bradford
City Football Club causing many deaths,” apparently caused by an ignited
Molotov cocktail, “and a wall collapsed at Birmingham City, which also led
to numerous deaths” (Canter, 1989, pp. xvi). Furthermore, from 1985 to 1990
all British soccer club teams were banned from European competitions as a
result of the Heysel Stadium tragedy.

Superficially, it seems inconceivable that soccer fans would die
intentionally at the hands of others, yet with deeper understanding of the
soccer scene it becomes clear why these incidents occurred. It was just a
matter of time before the activities of soccer hooligans would lead to tragedy
on the scale of the Heysel Stadium incident. Fortunately, 13 years later,
there have been no further multiple-death incidents, though single deaths
caused by soccer hooligans still occur and English soccer hooliganism is
still “in business.”

Sadly, British soccer hooliganism, as a wholly British import and
a “peculiarly English pastime” (Kerr, 1994) has spread to other countries
in Europe. According to Murray (1984),

Where soccer hooliganism does occur in countries like Holland
and Italy, it seems merely to imitate what has gone on in England over the
last 30 years, and it is a good deal less frequent and much less widespread.
Even in other countries of British Isles, fighting, when it does occur at
soccer games, is somehow different from the English variety. For example,
in Scotland and Northern Ireland when violence takes place it tends to be
based on the sectarian divisions in those countries (p. 68).

 

Americans may have heard of the incidents previously mentioned, but
to most the concept of organized violence and other criminal activity carried
out by so called “fans” of a professional sports team is hard to grasp. However,
in England and other parts of the world, there is a real threat of becoming
a victim of soccer hooliganism when attending a game.

Unlike the hooliganism of the 1960s and 1970s, soccer hooliganism
today rarely involves random acts of violence or the actions of an unorganized
rabble. The ‘Chelsea Headhunters’ for example, are a notorious soccer
hooligan gang in London that has a specific hierarchal leadership structure.
A recent leader of this group was Terry Last, an un-imposing law clerk for
a firm of solicitors (Keel, 1987). The following passage from “Operation
Own Goal” (Darbyshire, 1991) illustrates the fact that soccer hooliganism
is anything but random and spontaneous:

An important feature of the ‘Headhunters’ hooliganism
was the degree of detailed planning invested in setting up opportunities
for ‘aggro’ (violence) with rival hooligans. The violence they generated
was anything but spontaneous. Between them they could mobilize about 400
hooligans, marshaling them like military commanders to engagements planned
weeks, sometimes months in advance. For away games, for example, rather than
allowing themselves to be apprehended by local police security operations,
they would travel out of their way, arriving unexpectedly from a completely
different direction at a station in a particular city where trains from London
did not stop. This extravagant method of travel was financed from thousands
of pounds retained in a number of bank accounts (p. 92).

 

The efforts of the British police and other management agencies,
responsible for controlling and eliminating soccer hooliganism, have only
been moderately successful (Canter, 1989). Pitch (field of play) invasions
and crowd violence increased in the 1900s, and there has been scant success
in preventing the activities of the hard core soccer hooligan groups as the
hooliganism problem associated with English soccer continues to thrive.

Soccer hooliganism is now an integral part of the social fabric of
England and, more recently, other parts of Europe. The reputation of English
people in general has suffered as a result of the antics of the soccer hooligan
element with the foreign press, on occasion, describing England as a nation
of soccer hooligans (Taylor, 1992).

The majority of English soccer spectators are true, law-abiding fans
of the game, and at no time should their traditional chanting, singing, and
high spirits at soccer watches be confused with soccer hooliganism. Indeed,
some soccer hooligans are also true fans of the game, and being a hooligan
does not erase an individual’s allegiance to a particular soccer team. However,
to most hooligans the style of play or success of the team are normally
unimportant. As Kerr (1994) describes, “a particular team is merely a kind
of ‘flag of convenience’ that allows the hooligans to pursue their
activities against the followers of other teams, the police or members of
the public” (p. 4). Soccer hooligans are a small percentage of any soccer
game crowd, and some writers would even contend that ‘soccer hooligan
violence is not as widespread, regular, and frequent an aspect of crowd behavior
at soccer games…as the press would have us believe” (Canter, 1989, p.
107).

Soccer hooligan is a recently-coined term used to describe the antisocial
activities of followers of professional soccer teams. The word hooligan
originated in 19th century London from an Irish immigrant family named Hooligan
(Williams and Wagg, 1991), that terrorized the tenement areas of the ‘East
End’. The term hooligan was later used as a general descriptor for any criminal
or rowdy behavior.

The words soccer and hooligan were combined roughly 30 years ago
because of the many hooligan acts associated with professional soccer. Hooligan
attacks are usually made against rival hooligan gangs, but these same groups
may unite as one to “form a kind of super hooligan coalition for trips abroad
to ‘support’ the England team” (Hornby, 1992, p. 168). Once these hooligans
return to England the coalition disbands to be replaced by the old
rivalries.

What can be confusing when describing soccer hooliganism is that
the incidents can, and often do, occur some distance from any soccer stadium.
The hooliganism label is given to incidents involving soccer team supporters
regardless of the location. The types of behavior and actions categorized
as soccer hooliganism vary considerably. Soccer hooliganism may involve riots,
pitch invasions, the assaulting of players, fighting, vandalism, drunk and
disorderly offenses, verbal and physical assaults, the use of weapons, the
throwing of missiles, murder and mugging.

Trivizas (1980) found that 67 percent of arrests were for “the use
of threatening, abusive or insulting words or behavior, with intent to cause
a breach of the peace or whereby a breach of the peace may be occasioned”
(p. 185). This is partly due to the difficulties of arresting hooligans from
within a large group, and the fact that the police are more likely to charge
offenders with offenses that they know they have enough evidence to convict
on.

The activities or soccer hooligans can take place before, during
or after a match. The efforts of police to prevent hooliganism in the stadiums
has changed the face of soccer hooliganism. Canter (1989) states:

While one form of hooliganism is thus discouraged, another
comes forward to take its place. Fans who are physically separated within
the ground can throw missiles, coins or even seats at each other and
‘fighting crews’ from some clubs make special foray to find rival fans
in places or at times not subject to match-day policing (p. 108).

 

Background

Soccer hooliganism is a relatively recent social problem, but soccer
spectator violence is as old as the professional game itself. In fact, violence
in sports is not peculiar to soccer. Sport spectator violence has been documented
since the Roman era (Canter, 1989). Spectator violence associated with the
Roman chariot races was “unparalleled by even the worst violence today and
continued into the fifth and sixth centuries in the Byzantine empire” (Canter,
1989, p. 104).

Soccer evolved from medieval village melees, in which opposing groups
tried to move a leather-covered bladder to a place defended by their opponents.
The melees became so violent that in 1365 Edward III, fearing civil unrest
(Canter, 1989), banned this version of soccer. Violence at soccer games has
continued to be a problem throughout the history of the game, and in 1655
football matches were banned, in order to preserve order in the Midlands,
by Oliver Cromwell.

The modern, professional version of soccer was created during the
1840s. In the early days of professional soccer violent rivalries were common,
and pitch invasions and spectator violence were regular during the 1880s
(Walvin, 1986). In fact, most of the pre-World War I period of professional
soccer was associated with fairly routine crowd disturbances which, as noted
by Williams and Wagg(1991), would be considered small-scale by modern day
standards.

The period after World War I and through World War II saw a decline
in instances of crowd violence and misbehavior. In fact, during the period
1914-1940 Holt (1989) states that

Nowhere in the vast press coverage and literature of match
reports is there any reference to the growth of a violent, organized youth
subculture within football. Casual, individual violence was almost certainly
more common than today, but hooliganism in the collective and contemporary
sense did not take place at football matches (Holt, 1989, p. 333).

 

Crowd disturbances at soccer matches afflicted the early years of
the game, with incidents usually involving alcohol consumption and isolated
fist fights and swearing (Kerr, 1994). When there were riots or pitch invasions,
the targets were normally the referees or the players, in reaction to bad
calls or player misconduct, all contrasting with the organized pitch invasions
which became a common occurrence in the 1970s. However, soccer hooliganism
during the 1960s and 1970s was not peculiar to Britain. Williams et al. (1984)
noted that at a match in Peru in 1964 318 people were killed in a riot, 74
people died in Argentina in 1968, 69 in Russia in 1982 and 29 in Columbia
in the same year. However, what sets these incidents apart from the British
version of soccer hooliganism, is the fact that they were spontaneous reactions
to bad referee calls and emotional reactions to losing crucial games, not
organized violence.

The post-war years were boom years for the English game and this
was reflected in record ticket sales and attendances at the professional
soccer games. However, according to Murphy et al. (1990) “the after glow
of victory in the Second World War (started) to fade, the loss of Empire,
and slow economic growth” and at the same time there was “rising public concern
about the problem of working class youth, rock and roll, and especially the
‘Teddy Boys'” (p. 80).

Teddy Boys was the name given to a youth sub-cult of the late 1950s
characterized by a particular style of dress and hair style, dancing, rock
and roll, and a reputation for violence and bad behavior. The Teddy Boys
were also blamed for the rise in crowd disturbances at soccer games. Teddy
Boys were involved in a number of pitch invasions and mass brawls with opposing
fans at soccer matches (Murphy et al. 1990). However, in this early stage,
soccer hooliganism had not yet become a household term in Britain.

The next important stage for soccer hooliganism occurred with the
emergence of the skinhead craze during the late 1960s. Skinhead gangs cropped
up all over working class council estates, in public housing, and throughout
the towns and cities of Britain. Just as with gangs in the United States,
the skinhead gangs displayed loyalty and pride in their community. Heavy
drinking and fighting with rival gangs was a way of life for these young
men from the “rough working class” (Dunning et al., 1986, p. 38).

These same skinhead gangs went to soccer matches to support their
local teams. Although there was strong loyalty to a particular community,
on match days there occurred what Paul Harrison has described as ‘the
Bedouin effect’, “people from different housing estates who are ‘deadly
enemies’ all week can be allies on Saturdays in the face of outsiders from
another town” (Taylor, 1978, p. 155).

Areas behind the soccer goals are known as ‘ends’, and these
are traditional areas of soccer hooligan activity. The skinheads of the late
1960s and early 1970s took the territoriality of the housing estates into
the soccer stadiums. Rival soccer fans taunted at each other with gestures
and chants and derogatory songs designed to spark a fight between the two
(Canter, 1989). Soccer matches were the perfect venues to display “aggressive
masculine styles” such as heavy drinking, ability to fight, and
courage.

Pitch invasions, which were designed to either halt play or instigate
fights with rival hooligans from the opposing end, became common place. Special
football trains, which had been in use for years to transport soccer fans
to away games for a reasonable price, became venues for hooligan activity
in the form of vandalism and fighting. The mid-’70s saw the emergence of
the fighting crews’ who have become known as the early predecessors to the
superhooligans of the 1980s and 1990s. These gangs were attached to most
of the upper division professional soccer teams in Britain. The most notorious
and infamous of these fighting crews supported the London team Millwall Football
Club. In the winter of 1975 the English current affairs program Panorama
aired an in-depth profile of the Millwall fighting crew known as ‘F-troop’
(Canter, 1989).

The Millwall soccer hooligans had a reputation for being ‘hard’
as well as ‘crazy’. When at their home stadium, they occupied the area
behind the goal. Their most distinguishing trademark was the donning of surgical
shirts and hats. the Millwall hooligans were organized on the terraces by
fighting abilities and age. The youngest members of the group, known as the
‘Underfives’, would be situated alongside the rival hooligans. It was
their job to antagonize and entice the others to attack them or fight. Once
the fighting started the next group known as the ‘treatment’ would go
in. If the situation was not controlled adequately by the treatment then
the group known as ‘surgery’ would get involved. The surgery were the
real ‘nutters’ who were mostly in their 30s and 40s with previous criminal
records for violence. It was their job to “really put the boot in” (Canter
1989, p. 77).

The Millwall F-troop slowly disbanded during the late ‘70s as
key members were jailed and security measures at stadiums prevented the terrace
violence. However, the organization and planning that went into the activities
of members of F-troop was similar to that found in the super-hooligan groups.
There were also fighting crews associated with other teams such as, Liverpool,
Manchester’s Red Army, Chelsea, West Ham, Leeds, Birmingham. Almost all of
the professional soccer teams had their version of F-troop in the
terraces.

Except for Millwall, the fighting crews of the other soccer teams
were a loose collection of individuals. Fighting that broke out was usually
started by the more fearless or well-known hooligans backed up by those who
happened to be in the vicinity. Only when examined in detail do the similarities
of these earlier fighting crews to the later super-hooligans begin to fade.
Unfortunately, 30 years later the hooliganism problem is alive and well and
bodily harm has escalated, in some cases, to murder.

As fashions changed the skinhead gangs slowly disappeared from the
terraces during the early 1970s, but the hooligans remained. The number of
pitch invasion incidents during this period increased (Murphy et al. 1990)
as soccer hooligans tried taking rival hooligans territory by force. With
the cooperation of police, the Football Association (the main governing body
of professional soccer in Britain), and the soccer club owners, fencing and
barriers were widely installed in an attempt to stop the pitch invasions
(William and Wagg, 1991). These preventive measures also served another important
purpose, that of segregating the rival soccer hooligans from each
other.

However, the elaborate barricades and fences around the soccer pitch
designed to control soccer hooligans later resulted in tragedy. What these
fences did was cage up the possible soccer hooligans in one controlled section
of the stadium. These engagements became death traps on 15 April 1989, when
a rush of fans through the turnstiles at Hillborough Stadium in Sheffield
led to the deaths of 95 Liverpool supporters. Most of the deaths were caused
by crushing and suffocation as people were pushed and squeezed against the
fencing, unable to escape (Taylor, 1988). This, and other incidents, resulted
in the removal of all the fences and barriers at soccer stadiums across the
country. Risk of a similar incident happening again overshadowed the threat
of soccer hooliganism.

Management efforts were implemented throughout Britain to prevent
hooliganism activity both inside and outside the stadiums as rival groups
of fans were routinely escorted by police both to and from train stations
and stadiums. Outbreaks of mass fights and violent clashes between rival
soccer hooligan groups, common during the late 1960s and early 1970s, started
to subside. However, during the early to mid-1970s, another facet of soccer
hooliganism began to emerge as soccer hooligans began to throw objects as
weapons. Sharpened coins and darts were the favored weapons as they were
easily concealed and could be thrown long distances with reasonable
accuracy.

The ends of soccer stadiums fostered the development of a sense of
‘kinship’ amongst the hooligans. They were also the place where reputations
could be made within the hooligan element. Those individuals who were either
‘hard’ enough, crazy enough, or both, could attain ‘folklore’ status
as a “true nutter” of the soccer terraces.

Walvin (1986) gives an account of a ‘particularly nasty’ hooligan
called “Tiny,” a follower of the Chelsea Soccer Club of London. “Tiny” had
a reputation for instigating fights and was known as someone who could
‘hold his own’ in a fight. He would make lone charges against, for example,
50 opposing fans, more often then not causing them to break ranks and run.
He was finally given a life sentence for using a sawn-off shotgun and causing
serious injury to a rival group of hooligans (Walvin, 1986).

British authorities began to take soccer hooliganism seriously by
the mid-’70s, and calls for stiffer penalties were answered. Prison sentences,
fines, and other punishment for soccer-related offenses became more severe
than equivalent non-soccer related offenses, (Marsh, 1978). There was a slight
drop in the number of related soccer hooligan offenses, but the results of
the new laws were disappointing. Something more had to be done.

Heavy police presence, barricades and fencing, stiffer penalties,
and segregation of rival fans, were all measures that were received with
initial enthusiasm, but fell short when hooliganism continued despite these
measures. Authorities were at a loss as to how to deal with this serious
problem.

In the meantime, soccer hooligans continued “plying their trade”
in terraces across Britain. By the late 1970s the nature of soccer hooliganism
began to change when it became more difficult to engage in hooligan activity,
either at the game or adjacent to it. Management’s installing of closed circuit
television in the late 1970s and early 1980s made for easier identification
of hooligans, and forced the hooligans to take more care when conducting
their activities. Hooligans began to do most of their fighting and other
hooligan activity in the pubs and side streets of British city centers. They
would even show up at airports, truck stops, night clubs, and similar public
venues with the sole purpose of clashing with rival hooligans.

British soccer hooligan antics were not confined to the British Isles.
The rise in hooligan incidents during the early to mid-’70s led to further
troubling developments as incidents began to surface on continental Europe.
Up until 1974 the rest of Europe had been relatively hooligan-free; it was
something that happened in Britain. This all changed on 12 February 1974,
when Leeds United, an English soccer team from the north of England, played
for the European championship against the Lyons Football Club, based in France;
the match was played in Paris (Barnes, 1974). During this match a contingent
of Leeds soccer hooligans attacked French fans and ripped up seating and
other stadium fixtures, and used these items as missiles against the French
police. It was 50 minutes before the hooligans were dispersed or arrested.
This single incident brought English soccer hooliganism to Europe.

Incidents involving either local teams or the English national team
increased throughout the 1970s and continue to this day. Kerr (1994) believes
that the rise in English soccer hooliganism abroad was partly a result of
reactions to management measures taken at stadiums in England which made
it more difficult and risky to engage in hooligan activity. In a sense, Europe
was “easy pickings” for the hard core English hooligans who “reigned supreme
against fans who did not fight back and police who were unaccustomed and
ill-prepared to deal with them” (Kerr 1994, p.12).

People abroad had an image, encouraged by local media, “of the English
as a loutish, beer-drinking mob of football hooligans,” and “it was as if
the British had become a nation of hooligans football louts” (Walvin, 1994,
p. 193). English soccer hooligans were more than willing to perpetuate this
image. Relatedly, there was also a rise in British nationalism as these hooligan
incidents were on the increase. English hooligans derived a sense of national
pride from the fact that they believed they were the “hardest blokes in Europe”
(Williams et al. 1984, p. 35).

However, just as in Britain, the security forces in European countries
began to fight back against these hooligans. The police in Germany, France,
Italy, and Spain, used more heavy-handed tactics than those employed in Britain.
Tear gas, rubber bullets, riot sticks and water cannons were routinely used
by European police to quell troubles caused by English soccer
hooligans.

Only much later, because of their long-standing tradition as protectors
and defenders, did the British police use similar tactics. However, the
aggressive tactics of the police abroad did not deter the hooligans who thrived
on the excitement of clashes with riot police (Buford, 1991). On the continent
most hooligan activities conducted by the English occurred outside of the
stadiums. Williams, et. al. (1994), describe English soccer hooligans in
Spain destroying cafes and bars, beating up locals, clashing with Spanish
youths, rioting in towns, looting, and committing other criminal acts, with
alcohol consumption being blamed for the majority of these incidents. In
retrospect, from 1974 to the present, there has not been a game played, on
or off the continent, between an English team and a European side that wasn’t
marred by some form of hooligan activity, either in the stadium or outside
it.

As Carter (1989) notes:

Every preventative measure can be combated by the hooligans.
Missile-throwing takes the place of face-to-face confrontation, segregation
within the ground displaces the aggression to outside the ground, a police
presence forces anyone looking for trouble to plan ahead. Therefore the symptoms
change but the illness remains the same (p. 123).

 

And although over time, management measures have reduced in-stadium
incidences of this illness, negative side-effects of the measures led to,
by 1986, the presence of a super-strain of the original hooligan figure of
the early 1960s – a much more covert, rooted, organized, and powerful menace
to management than its predecessor.


References

Canter, D. (1989). Football in its place. London:
Routledge.

Darbyshire, N. (1987, May 9). Operation own goal. The
Independent
.

Dunning, E. Murphy, P.J., & Williams, J. (1986). Spectator violence
at football matches: toward a sociological explanation. British Journal
Of Sociology
. 37, (2).

Holt, R. (1989). Sport and the British. Oxford: Oxford University
Press.

Hornby, N. (1992). Fever pitch. London: Victor Gollancz.

Keel, P. (1987, January 8). Slashed fan identified mob boss, court
told. The Guardian.

Kerr, J., H. (1994). Understanding soccer hooliganism. Buckingham,
England: Open University Press.

Marsh, P. (1978). The illusion of violence. Dent:
London.

Murphy, P., Williams, J., & Dunning, E. (1990). Football on
trial: spectator violence and development in the football world
. London:
Routledge.

Murray, B. (1984). The old firm: sectarianism, sport, and society
in Scotland
. Edinburgh: J. Donald Publishers.

Popplewell, O. (1986). Committee of enquiry into crowd safety and
control at sports grounds. Final report. London: HMSO, 6.

Taylor, I. (1984). British soccer after Brussels. Sociology of
Sport Journal
No.4, pgs. 171-91.

Taylor, R. (1992). Football and its fans: supporters and their
relations with the game, 1885-1985
. Leicester, England: Leicester University
Press.

Trivizas. (1980).

Walvin, J. (1994). The people’s game. London: Mainstream
Publishing.

Walvin, J. (1986). Football and the decline of Britain. London:
Macmillan Press Ltd.

Williams, J., & Wagg, S. (Eds). (1991). British football and
social change: getting into Europe
. Leicester, England: Leicester University
Press.

Williams, J., & Wagg, S. (Eds). (1994). Hooligans abroad:
the behavior and control of English fans in continental Europe
. London:
Routledge and Keegan Paul.

2017-08-07T15:39:54-05:00February 11th, 2008|Sports Facilities, Sports History, Sports Management, Sports Studies and Sports Psychology|Comments Off on Menaces to Management: A Developmental View of British Soccer Hooligans, 1961-1986

International Youth Sport Tour Benefits

International youth sport tours are travel programs that provide youth teams with the opportunity to travel to and compete against sport teams from other countries. In addition to competing, the team members and their families and/or friends are able to tour the countries, cities and areas where the competitions are held. These team sport competitions, therefore, afford experiences and benefits that are difficult to duplicate without international travel taking place. This paper will look at the benefits derived by team members who participated in European sport tours organized by this writer. The information for this paper has been obtained from written evaluations completed by past sport travel participants (team members, families and friends who completed the tour).

Adventure is one obvious result of international travel. Many youth sport team members have never flown before; most have never been to a foreign country where English is not the primary language; and almost all express a fear or concern about the possible problems that could and sometimes do develop. Before, during and after the trip, the sense of adventure and accomplishment exists. For some, this may be the greatest adventure of their lifetime, and an experience that will be remembered and talked about forever.

The learning that takes place during the international travel experience is another very apparent positive effect of international sport competitions. Hearing a new language, being immersed in another culture, shopping with foreign money in a store where English is not the primary language, seeing and visiting attractions that are the highlights of courses taken; visiting museums and castles; going to local festivals and concerts and living as though a resident of a foreign country provides experiences that cannot be duplicated by reading or in the classroom. International youth sport competitions afford learning experiences in geography, foreign language, sociology, math (money exchanging, metric conversions, etc.), history, art and music.

Friendships, sometimes lifelong, develop during these travel programs. Meeting with opponents and their families during and after the competitions (socials with opponents and their families are offered) allow participants to start interactions that often result in written correspondence and exchange visits. Competition often results in the reducing of psychological, sociological, cultural and language barriers that impede interaction with others. If you can play against someone on the court, you can almost always socialize with him/her off the court.

Improved eating habits also sometimes result from foreign travel. With breakfasts, lunches and dinners containing foods not commonly eaten in the United States, the boys and girls on these sport excursions often find themselves trying and enjoying soups, salads, cheeses, pastas, meats, vegetables, breads and desserts they have never previously tasted. Although, a visit to a McDonald’s during the tours is always a welcome break, follow-up evaluations indicate that a number of past participants will not so readily turn away from meal offerings that would not have been considered prior to the trip.

Communication and listening skills are often enhanced during foreign travel. How does one communicate without knowing the language? Most participants quickly gather this knowledge. Learning key words and/or some basic sign language becomes a necessity. Listening and trying to understand a new friend who has a difficult time speaking English takes patience and attention. Boys and girls who are often considered shy may become more extroverted as a result of this foreign travel experience.

Increased self-reliance and self-confidence often result as by-products of these international sport competition experiences. After lengthy instructions, Team members are given the opportunity to tour with friends, but without parents, the old sections of such cities as Venice, Innsbruck, Vienna, Florence, Budapest, Interlaken and Verona. Getting along on your own in a foreign land, even for just a few hours, provides a very satisfying feeling of accomplishment. They are now world travelers.

Playing against different styles of play in different facilities can enhance the individual skill levels of the competition tour members. Youth hockey competitions in Italy provide an excellent example. Unlike U.S. hockey, Italian youth hockey rules frown on player contact, thus stressing the importance of skating and stick handling skills. In addition, youth hockey games are played on the larger Olympic size ice surface. Competing with Italian teams is a great way to improve skating and stick handling skills.

Another and the final benefit to be mentioned in this paper is the prestige of having competed in Europe that results on the participant’s return to the United States. Families, friends and competitors pay notice of this accomplishment, and the fact that the participant is now considered special, because of having participated in international sports play, and having traveled abroad. The participant, of course, will have trophies and mementos of this experience, that when displayed will result in a long-term recognition.

As indicated, the benefits to boys and girls from the United States who compete in sports competitions in foreign countries are numerous. Participating in an adventurous experience, learning in a variety of disciplines, friendship development, improved eating habits, enhanced communication and listening skills, increased self-reliance, skill improvement, and enhanced prestige are included among the benefits. Although, the cost for participating on these international travel programs may be viewed high by some, the lifetime benefits that are gained could result in these youth competitions being considered as bargains.


Author’s Note

Dr. Joe Manjone has been conducting international travel programs since 1978. He is Director of Continuing Education and also Director of Sport Travel and Tourism at the United States Sports Academ.. Dr. Manjone and the United States Sports Academy in cooperation with the Italian Sports Federation are offering youth sports competitions (for teams, families and friends) in Italy. For information on these youth sport competitions, please e-mail Dr. Manjone at JoeMan@ussa-sport.ussa.edu

2013-11-27T19:17:33-06:00February 11th, 2008|Sports Facilities, Sports Management, Sports Studies and Sports Psychology|Comments Off on International Youth Sport Tour Benefits

How Do Fans React When Sports Teams Are Named After Corporations?

ABSTRACT
The reaction to Red Bull naming its soccer teams after the corporation and prominently displaying the company logo on team uniforms is a mixed one among media critics and fans. Although many media observers note that trends seem to indicate that more sports teams may be named after corporations, there is still a fine line between what is seen as hip and what is taboo. Grathoff (2006), however, suggests that the idea that Major League Soccer would allow a team to be named after a corporation reinforces the league’s second-class status.

INTRODUCTION
The reaction to Red Bull naming its soccer teams after the corporation and prominently displaying the company logo on team uniforms is a mixed one among media critics and fans.
Travis (2006) criticizes the notion that sports teams should be named after corporate interests and predicts that it may not be long until other franchises are named after alcoholic drinks and other products most fans crave. He comments, “Somehow, as a sports fan, I like to think there’s something about a name that can’t be bought. Even if teams, players and stadiums can all be sold to the highest bidder, the last refuge of the fan should be the team name itself.” In contrast, Lewis (2001) argues that the owner of a franchise has the right to determine how a team should be named and marketed. Similarly, Burn (2006) comments that naming a team after a corporation may likely disturb fans more than merely placing a business name on a stadium. Burn contends that fans like to maintain the illusion that at least the team is not merely a business enterprise (as indicated when the squad is named after a corporation) but is at heart a sports organization. On the other hand, Quirk & Fort (1999) and Zimbalist (1998) correctly point out the need for additional review streams (including economic gains that may result from the naming of a team) that are needed to keep up with the exponentially growing cost of running a professional sports franchise.

Although many media observers note that trends seem to indicate that more sports teams may be named after corporations, there is still a fine line between what is seen as hip and what is taboo. Anderson (2006) and Boswell (2006) describe instances in American sport in which teams were named after corporate interests, including basketball franchises in the 1930s (e.g., the Firestone Non-Skids and the Toledo Red Man Tobaccos), soccer teams in the World War II era (e.g., Bethlehem Steel, the Akron Goodyears, and the St. Louis Central Breweries), semi-professional softball teams in the 1980s (e.g., the Coors Light Silver Bullets), and a soccer team in the 1970s (the New England Lipton Tea Men). For decades stock car racing in the USA has been prominently associated with a naming rights sponsor, first Winston and later Nextel. In a few cases, prominent American sports franchises named after corporations have gradually become accepted by most fans. For example, one of the most famous National Football League teams, the Green Bay Packers, were named after a meatpacking company, while the Detroit Pistons of the National Basketball Association were named after a manufacturer of automotive parts. Hughes (2006) and Grathoff (2006) suggest that a corporate name for a professional sports team may be more likely to be accepted by the public if it connotes an image associated with a sporting endeavor, is similar to names used by other teams (e.g., the Chicago National Basketball Association franchise and the University of South Florida use “Bulls” as their name) and is not seen to be politically incorrect. “Red Bulls” seems to meet these criteria.

On an international scale, there are examples of soccer teams named after corporations (Spangler, 2006). For example, Bayer Leverkusen in Germany is named after the firm that manufactures aspirin, while PSV Eindhoven of Holland is named for Philips Electronics. In that light, it could be argued that there is a tradition of naming soccer organizations after corporate sponsors.

Grathoff (2006), however, suggests that the idea that Major League Soccer would allow a team to be named after a corporation reinforces the league’s second-class status. Grathoff notes how the National Basketball Association, a more established and prosperous league, refused a bid by FedEx Corporation to name the Memphis franchise “The Express,” as well as a request to have a proposed Louisville team play its home games at an area to be called “the KFC Bucket.” Said Paul Swangard of the Warsaw Sports Marketing Center at the University of Oregon (quoted in Grathoff, 2006), “In the American sports landscape, we would have expected to see the Red Bull thing happen in a start-up league or a fledgling league rather than one of the mainstays. The NBA, the NFL, Major League Baseball and the NHL have been very cautious with their approach.”

HISTORY
The Birth and Marketing of Red Bull
Austrian Dieter Mateschitz created Red Bull after visiting Thailand in 1982 and learning that tired drivers in that region consumed large quantities of energy drinks. The top brand in Thailand was a mixture of caffeine, water, sugar and taurine marketed as “Water Buffalo” (referred to locally as Kratindaeng). Mateschitz created his own version of the drink, which he called Red Bull, loosely modeled after that Thai beverage. Shortly thereafter, Red Bull was introduced to Austria, Germany and other European nations. It was first marketed in America in 1997 (Gschwandter, 2004).

Sales of energy drinks like Red Bull and its competitors have increased by 75% since 2005 and totaled more than $3.5 billion in 2006. In 2006 Red Bull sold 2.5 billion cans of the drink worldwide, about 1 million of those in the United States. More than 500 varieties of energy drinks were sold in 2006, and Red Bull is one of the leading brands in the category (Rouvalis, 2006). Estimates suggest that roughly one in every three American teenagers consumed an energy drink in 2006 (Lord, 2007).

Red Bull is known as much for its unique marketing programs as for the highly caffeinated taste of the drink (Hein, 2001), which some marketing experts refer to as liquid Viagra. Van Gelder (2005) suggests that Red Bull is at the leading edge of relatively young companies that combine the best elements of creativity and strategy when building their brands. As a result, he contends, Red Bull will continue to flourish, as long as it emphasizes innovative branding strategies. McCole (2005) describes Red Bull’s branding efforts as “experiential marketing” in which target audiences are exposed to energized special events that create vivid memories. McCole argues that involving stakeholders in live action-sports events can create strong relationships between potential customers and the brand. Similarly, Dolan (2005) describes Red Bull’s promotions efforts as “guerilla marketing” relying on creative special events to bypass traditional advertising in the mass media. Ho (2006) comments that Red Bull is creating a new marketing model by actively owning teams and sports events rather than merely serving as a corporate sponsor. Gschwandter (2004) suggests that Red Bull is marketed using “alpha bees”: individuals who will enthusiastically tell others about a product they love.

Red Bull has often marketed on-site at nightclubs and extreme sports events (such as base jumping and extreme skateboarding), and motor sports events such as BMX motorcycle racing and NASCAR and Formula One automobile racing. Initially, the focus was not to market Red Bull through team sports, but instead to promote individual personalities (Lidz, 2003). Lindstrom (2004) describes Red Bull’s efforts to creatively promote and market the drink to young adults and college students; an example is the company paying people to paint their car in the company colors and place a large replica of a Red Bull can on the roof. As a result, Red Bull is consumed in large quantities on college campuses, either by itself or mixed with liquor.

Typically, Red Bull is only advertised once a target market has matured and buzz has already been created about the brand. For example, most distributors buy the drink directly from the company and sell Red Bull exclusively. According to Ho (2006) and Heinz (2001), Red Bull seeks to align itself with the lifestyle associated with action sports.

Even though it has been criticized by public health officials as being detrimental to human health and even lethal in some cases (Wilde, 2006), a few athletes, including some soccer players, tout the drink’s benefits. MLS forward Taylor Twellman of the New England Revolution endorses the product and said “Drinking Red Bull before training and matches provides me with the needed energy and focus to give me that extra edge on my opponents” (Sells, 2006). In contrast, Zeigler (2006) points out that some public health officials are concerned that the drink may lead to dehydration and that Red Bull seems to be primarily used with alcohol, so people can drink without getting tired.

Red Bull Salzburg
SV Salzburg has a rich history. The club was formed in 1933 when teams associated with the left and right wings of the political spectrum merged. In fact, the selection of violet and white as team colors was intended to suggest the new team was politically neutral (Guenther, 2006). SV Salzburg has traditionally been one of the strongest teams in Austria’s Bundesliga and won the league championship in 1994, 1995, and 1997. In 1994 the team finished as the runner-up in the UEFA Cup.

However, SV Salzburg began encountering financial difficulties around the year 2000, and Red Bull purchased the team in 2005. Robinson (2005) describes how many fans were initially supportive of Red Bull’s purchase of the team, since it would provide needed finances to recruit top-caliber players. But he notes that (fans) soon … recognized that the new management’s purpose was to destroy the old club to establish a Red Bull company club.”
Austria’s premier football association, the Bundesliga, has a history of allowing football club names to help promote private investors (Joyce, 2003). Still, Red Bull took this concept to the extreme, completely rebranding the team and replacing the traditional purple and white uniforms with the red, blue, and yellow colors used to market its drink (Plenderleith, 2007b). Red Bull also referred to the origin of the club based on when the company made the purchase (2005) rather than on the year the team was founded (1933). According to Guenther (2006), “There was a clear intention to sever any ties with the ‘old’ Austria Salzburg. Club sources went on to say that, as far as Red Bull is concerned, there is no history, no tradition” associated with the transformation of SV Salzburg to the new ownership.

When discussing the rationale for changing the color of the team’s uniforms, Red Bull CEO Dieter Mateschitz (cited in Joyce, 2003) referred to fan protests as “kindergarten stuff.” He said, “The Red Bull can’t be violet or else we couldn’t call it Red Bull. Whether you play in purple, blue, or green is irrelevant; the only thing that matters is the team being successful.”

Red Bull also instituted policies that discourage fans from showing the violet and white colors used for many years and prohibit fans from displaying in the stadium banners criticizing the new ownership. Some fans who wore the violet and white colors to Red Bull matches were harassed and assaulted with beer bottles. The end result has been that relationships between the team and many long-standing supporters were significantly damaged. In addition to claims that people who cherished the old traditions were harassed, Red Bull may have offended potential fans by providing a game-day experience that features loud rock music, a disco-style laser light show, a celebrity kick-off with the driver who leads Red Bull’s Formula One team, and fan animators who exhort the crowd to cheer when prompted (Joyce, 2003).

The divided loyalties to old and new ownership have created a group of disaffected fans calling itself “the Campaign for Violet and White” (Violett-Weiss, 2007). Some of the most important goals of this campaign are to incorporate the original team colors of violet and white into the club’s new identity; to make sure that Red Bull refers to the 1933 founding in its marketing and literature; and to improve public relations and dialog between Red Bull and fans of SV Salzburg.

Changing the Name to Red Bull New York
The New York franchise was founded at the creation of Major League Soccer in 1996. Initially, the team was named the New York/New Jersey MetroStars after another corporation, the MetroMedia Entertainment Group. In 1997 the team dropped New Jersey from its name and became known simply as the New York MetroStars.

In March 2006, Red Bull purchased the team for a reported $100 million from the Anschutz Entertainment Group (Bell, 2006). As part of negotiations that led to the purchase, Red Bull lobbied hard for permission from the league to prominently place the logo on the front of the team jersey (Weinbach, 2006). According to Red Bull CEO Dieter Mateschitz, purchasing the MetroStars made sense because it provided an opportunity to market the drink to more than 18 million Americans who play soccer, as well as to an additional 60 million fans who follow the game as spectators. Mateschitz said, “Soccer is just about to make a big breakthrough in the United States media” (Red Bull, 2006). Fatsis (2006) suggests that the investment by Red Bull is one sign that Major League Soccer has a promising future and is poised for economic growth.

The new ownership also acquired a stake in a soccer-only stadium, Red Bull Arena, now being built for the team in Harrison, New Jersey, and opening in 2008 (Thomaselli, 2006). Clark (2006) suggests that buying the club makes sense economically for Red Bull, since it allows them to promote their products using the team as a “walking billboard” in a huge media market. Clark commented that the purchase of the team by Red Bull may likely improve the team’s performance on the pitch, given the owners’ successes in Europe and the amount of capital they will invest in the team. In 2006, Red Bull New York suffered a $14 million loss, perhaps because all the branding and marketing of the energy drink lessened the participation of other corporate sponsors (Plenderleith, 2007).

Several local politicians were upset that the team will be “Red Bull New York,” even though the state of New Jersey is financing the stadium in Hudson County, New Jersey. Brendan Gilfillan, a spokesman for New Jersey Governor John Corzine, opposed dropping New Jersey from the franchise name and stated (Frankston, 2006):

Their new name may be Red Bull New York, but striking New Jersey from their name seems to be a different kind of bull altogether. This is a team that sells its products in New Jersey, draws its fan base from New Jersey, and receives funding from New Jersey.

In addition, New Jersey Senator Frank Lautenberg urged Red Bull to reconsider the decision (The Global Game, 2006). George Zoffinger, president of the New Jersey Sports and Exposition Authority which runs Meadowlands Stadium where the team now plays, said, “It is an insult to us for them to remove the name of the state,” calling the new name a “lack of respect for the state of New Jersey” (Bell, 2006). Meanwhile, Page (2006) opines that removing New Jersey from the team name disrespects the state and its residents.

The potential economic benefits of changing a team name to reflect a franchise’s association with a larger media market (i.e., the change from New Jersey to New York) are illustrated by a similar case involving the Angels Major League Baseball franchise. Nathanson (2007) and Flaccus (2006) describe how owner Arte Moreno changed the name of his team from the “Anaheim Angels” to the “Los Angeles Angels of Anaheim,” despite the fact that the team did not make a geographic move, but simply rebranded itself. According to Flaccus, Moreno “changed the name to make the most of the Angels’ location in the nation’s second-largest media market …. Using Los Angeles in the name would attract more sponsorships, advertising, and broadcast contracts.” Giulianotti & Robertson (2004) suggest that fans throughout the world often are more likely to identify a sports organization with its brand, rather than with its city or region of association.

Beyond concerns about removing New Jersey from the team name, “Red Bull” has been criticized for sending signals that Major League Soccer is not first-class. Former MetroStars public relations specialist Tony Miguel (quoted in Spangler, 2006) said:
The biggest problem (for Major League Soccer) is regarding the credibility and perception of soccer among the mainstream media. MLS is already seen by most in the mainstream media as a minor league. Red Bull New York only adds to the perception. Imagine the outcry that would occur if the New York Yankees became the New York GEICO’s. This is a desperate move by a league desperate for investors. I think in the long run this hurts MLS much more than it helps the league.

Another factor that likely increased tension about the renaming is that a small group of diehard fans may have feared that Red Bull would discard MetroStars history and traditions. However, Galarcep (2006) suggests that Red Bull learned from its mistakes with SV Salzburg and will handle the matter more sensitively. He contends that the team’s success on the pitch—not its name—will be the key to keeping existing fans and wooing new supporters.
In contrast, Red Bull officials contend that taking New Jersey from the name is not really significant. Red Bull spokesperson Patrice Redden stated that, “In the tradition of the New York Jets and the New York Giants and even the New York Cosmos, we believe that the metropolitan New York area is truly one of the most influential markets in the entire world and the New York affiliation is an excellent representation of this international culture” (Zeigler, 2006).

The French news service Agence-France Presse contends that Red Bull bought the soccer club to boost the image of its brand in the United States. Said sports marketing specialist Rainer Kress of Vienna, “American Major League Soccer … is booming and with the MetroStars deal Red Bull is pursuing a strategy built entirely around marketing” (Butler, 2006). Alexi Lalas, at the time the general manager of Red Bull New York, said renaming the team was “bold,” and “the marketplace in particular needs bold moves.” He also suggested that fans who know the history of and trends in international professional soccer should accept corporate naming. Lalas described further the significance of Red Bull’s purchase of the team (Freedman, 2006): “We are associating ourselves with a world-renowned brand that is synonymous with creative, innovative and unique marketing. All the resources of Red Bull will be brought to bear to market the Red Bulls. I’m excited.”

WHERE MIGHT THIS LEAD?
According to Chris Smith, a Dallas-based specialist in sports and event marketing, Red Bull’s example may not necessarily lead to other teams being named outright for corporations. “It will probably be more of a trickle than a flood,” he said. “While sponsors are eager to step up, they understand the emotional attachment that fans have with teams they love. There’s the potential for a strong negative backlash” (Anderson, 2006). Commented the University of Oregon’s Paul Swangard (cited in Turnbull, 2006), corporate naming is “sort of the last bastion in American sports … [American sports fans] haven’t been willing to accept it.”

On the other hand, some marketing experts contend that the corporate influence found throughout international soccer, and increased advertising in many American sports, may make corporate team names more acceptable. For example, soccer jerseys in Europe typically feature a corporate sponsor’s name prominently, while the logo of the football club may be barely noticeable. Despite the significant commercial presence, however, these teams are almost universally referred to by the name of the football club, not the sponsor. In 2007 Major League Soccer began to allow franchises to prominently display the names of corporations on the front of jerseys, although most teams do not take the name of the corporate sponsor. For example, Real Salt Lake’s uniforms prominently display the name Xanga (a natural juice drink), Chivas USA features the PEMEX logo (Mexico’s national gas company), and the jersey of the Los Angeles Galaxy is adorned with the name and logo of HerbaLife. In all these cases, the logo of the corporate sponsor is shown much larger than the team name (Weinbach, 2006).

FC Barcelona, one of the most storied football clubs in Spain, recently put a new spin on this trend when they entered into an agreement to feature the United Nations children’s charity, UNICEF, on uniforms. Even though FC Barcelona will not directly gain any revenue from this decision, featuring UNICEF’s logo is seen by marketing experts (Hughes, 2006) as a way to create an image of social responsibility on the part of the club and its supporters.
Skidmore (2006) discusses the merits of naming sports teams after corporations, writing that, “Because of mergers, bankruptcies, etc., no league wants a franchise to have a new nickname every two seasons. There is also the problem of cheering for the ‘Verizons’ or the ‘Colgates’ … [Still,] if Team Red Bull can work for MLS, it may not be much longer before we see corporate names in the big four leagues.”

Similarly, Allan Adamson, brand manager at WPP Group, warns that there may be a downside to naming a team after a corporation, especially when problems arise (cited in Bosman, 2006). “The risk is, ‘What happens to the team when a product starts selling badly?’” says Adamson. “It’s a risky strategy, especially when you choose something that’s both an energy drink and an alcoholic mixer.” He likens the permanence of a team name to a tattoo and suggests it may be more difficult to change a team than a stadium named after a corporation.

CONCLUSION
It is clear that renaming professional soccer teams after the Red Bull energy drink led to at least some level of public opposition in both the United States and Austria. However, it is important to differentiate the public outcries in each nation. In Austria, it appears that much of the anger at Red Bull was due to perceived refusal of the new owners to acknowledge and maintain traditions of the original club. Fans found it especially offensive that Red Bull Salzburg ignored the 1933 founding date, instead treating the club as a new expansion team. In a similar light, Austrian soccer fans had closely affiliated SV Salzburg with many time-honored traditions, including the violet and white colors worn for decades. Breaking that tradition was a personal affront to large numbers of fans. In contrast, fan reaction in New York and New Jersey was more localized. There was relatively little criticism in either state, largely because of the relatively low profile of Major League Soccer on the American sports landscape. Certain politicians and civic leaders were angered by the removal of New Jersey from the team name when public funds were building its stadium in New Jersey. Many local residents, however, were not especially bothered by the move: Many activities and organizations around the region refer to themselves as belonging to the “greater New York City” metropolitan area (S. Weston, personal communication, Month Day, 2006). For smaller apples, it just makes sense, from a public relations and marketing perspective, to associate oneself with the Big Apple brand.
On a broader scale, a key question to ask is the extent to which naming a team after a corporation is thought offensive. In Europe, football fans have come to expect the fronts of uniforms to be adorned with large corporate symbols. Still, few football organizations in Europe are yet named after corporations. In America, it has gradually become acceptable to embrace, for a few professional teams at least, names that stem from corporate ties (e.g., the Green Bay Packers or Detroit Pistons). In contrast, the National Basketball Association recently denied a request to name a new Memphis franchise after FedEx Corporation. Perhaps the key principle is to choose a name that is not offensive or politically incorrect and that connotes, in a broad sense, our sports traditions or sporting endeavors.

The experiences of Red Bull provide some insights into how corporate names for sports teams might meet with more public acceptance. For example, after angering Austrian fans by discarding existing club traditions, Red Bull learned how important it is to understand the passionate relationships between teams and their fanatic supporters. A wiser Red Bull then worked hard to ensure that the traditions and supporter groups of the MetroStars would be respected following that team’s acquisition. In addition, the most important factor that may influence fans’ response to a new name is the extent to which the team succeeds on the field of play. If Red Bull shows it is willing to invest in teams and facilities to boost team performance, the issue of the franchise name may become less important.

In sum, one has to ask whether Red Bull’s practice of naming sports teams after its product is a trend that will become more widespread in America and Europe. The general consensus seems to be that naming teams after corporations may be more common among teams and leagues that, like Major League Soccer, have lesser status. The top-of-the-line sports leagues in the USA seem unlikely to adopt the practice in the immediate future. In the larger cultural context of sport, one has to come to grips with the reality that corporations have been investing in and promoting sports organizations for decades, even to the extent of naming teams after themselves. Although naming an established team after a corporation may seem egregious, perhaps it is just an indication of the important role of private investors in supporting sports organizations

For more information, contact Jensen at rwjensen@ag.tamu.edu or (979) 845-8571 or (979) 574-5187. Weston can be contacted at westons@mail.montclair.edu

REFERENCES

Anderson, C. (2006, March 23). Will pro sports franchises soon sell team-naming rights? PR Leap.

Bell, J. (2006, March 22). New Jersey seeing red over name. The New York Times.

Bosman, J. (2006, March 22). First stadiums, now teams take a corporate identity. The New York Times.

Burn, D. (2006, March 9). First it was stadiums, now it’s the actual team. AdPulp. Retrieved November 15, 2006 from http://www.adpulp.com/archives/2006/03/first_it_was_st.php

Butler, D. (2006, March 16). Boosting its image: Why Red Bull bought the metros. Big Apple Soccer. Retrieved December 6, 2006 from http://bigapplesoccer.com/article.php?article_id=5654

Clark, A. (Title). (2006, March 18). Red Bull New York? No bull here. [Television broadcast]. City: Fox Sports Channel. Retrieved July 1, 2007, from http://community.foxsports.com/blogs/Aljarov/2006/03/18/Red_Bull_New_York_No_Bull_Here

Dolan, K. (2005, March 28). The soda with buzz. Forbes.

Fatsis, S. (2006, June 17). A longtime loser, pro soccer begins to score in the United States. The Wall Street Journal.

Flaccus, G. (2006, January 13). Angels, City of Anaheim, begin name change trial. USA Today.

Frankston, J. (2006, March 10). New Jersey not happy with Red Bull New York. The Associated Press.

Freedman, J. (2006, March 9). Bullish on the future. SI.com. Retrieved July 5, 2007, from http://sportsillustrated.cnn.com/2006/writers/jonah_freedman/03/09/lalas.qa/index.html

Galarcep, I. (2006, March 10). A new era begins. ESPN SoccerNet. Retrieved July 5, 2007, from http://soccernet.espn.go.com/print?id=361287&type=story&cc=5739

Grathoff, R. (2006, June 1). Different pitch for Red Bulls: Name of MLS team a cause for debate. The Kansas City Star.

Gschwandter, G. (2004, September). The powerful sales strategy behind Red Bull. Selling Power.
Guenther, R. (2006, January). Modern football and the death of history. The Football Supporter, 12–14.

Giulianotti, R., & Robertson, R. 2004. The globalization of football: A study in the glocalization of the serious life. British Journal of Sociology, 55, 545–567.

Hein, K. (2001, May 28). A bull’s market: The marketing of Red Bull energy drink. Brandweek.

Ho, M. (2006, August 23). For Red Bull, it’s here, there and everywhere. The Washington Post.

Hughes, R. (2006, September 12). Barcelona changes pace (and uniform), paying to use UNICEF logo. The International Herald-Tribune.

Joyce, P. 2006. Letter from Austria. When Saturday Comes, April 8, 2003.

Lewis, M. 2001. Franchise relocation and fan allegiance. Journal of Sport & Social Issues, 25, 6–19.

Lindstrom, M. 2004. Branding is no longer child’s play. Journal of Consumer Marketing, 21, 175–182.

Lidz, F. (2003, August 4). The new extreme. SI.com. Retrieved July 5, 2007, from http://sportsillustrated.cnn.com/features/siadventure/30/new_extreme/

Lord, J. (2007, January 5). Title of article. The Albany (Indiana) Tribune. Retrieved July 6, 2007, from http://www.newstribune.net/cnhi/newstribune/homepage /local_story_005135036.html

McCole, P. 2005. Refocusing marketing to reflect practice: The changing role of marketing for business. Marketing Intelligence & Planning, 22, 531–539.

McGeehan, K. 2006. Red Bull might be on to something. Retrieved July 1, 2007, from Web site of the United States National Team Soccer Players Association, http://www.ussoccerplayers.com/

Nathanson, M. 2007. What’s in a name or, better yet, what’s it worth?: Cities, sports teams and the right of publicity. Case Western Reserve Law Review technical report 2007–21.

Page, J. (2006, March 14). Red Bull’s snub of New Jersey is just plain bull. The Bergen (New Jersey) Record.

Plenderleith, I. (2007, March 13). Springtime, love, and the Bundesliga. MLS News Review. Retrieved June 29, 2007, from http://ussoccerplayers.com/exclusives/mls/index.html?article_id=63

Plenderleith, I. (2007, Month Day). Poor choice of colors. MLS News Review. Retrieved June 29,2007 from http://ussoccerplayers.com/exclusives/mls/index.html?article_id=385

Quirk, J., & Fort, R. 1999. Hard ball: The abuse of power in pro team sports. Princeton, NJ: Princeton University Press.

Robinson, M. (2005, October 2). The Salzburg hills are alive with the sound of protest. Scotland on Sunday.

Rouvalis, C. (2006, October 15). Energy drink sales soar as young adults seek juice and cachet of products. The Pittsburgh Post-Gazette.

Sells, A. (2006, May 2). Major League Soccer MVP Taylor Twellman signs multiyear endorsement deal with Red Bull energy drink. 2006. PR News Today.

Skidmore, G. (2006, March 9). Will Red Bull give corporate nicknames wings? Sports Law Blog. Retrieved July 3, 2007, from http://sports-law.blogspot.com/2006/03/will-red-bull-give-corporate-nicknames.html

Spangler, A. (2006, March 29). A certain brand of soccer. This Is American Soccer. Retrieved July 1, 2007, from http://www.thisisamericansoccer.com/archives/2006/03/a_certain_brand_1.html

The campaign for violet and white. (n.d.). Retrived Month Day, Year, from http://violett-weiss.at/

Thomaselli, R. (2006, March 10). Red Bull buys, renames soccer team. Advertising Age.

Travis, C. (2006, March 17). Red Bull flows as MLS opens marketing floodgates. CBS Sportsline. Retrieved November 1, 2006, from http://www.sportsline.com/print/spin/story/9315319

Turnbull, J. (2006, March 14). Energy drink takes New Jersey out of MetroStars. The Global Game. Retrieved July 3, 2007, from http://www.theglobalgame.com/blog?cat=29

Van Gelder, S. 2005. The new imperatives for global branding: Strategy, creativity and leadership. Brand Management, 12, 395–404.

Weinbach, J. (2006, September 28). Major League Soccer to sell ad space on jerseys. The Wall Street Journal.

Wilde, P. (2006, April 6). New York Red Bulls: Using claims of performance enhancement to market stimulant beverages to athletes and fans. U.S. Food Policy. Retrieved July 5, 2007, from http://usfoodpolicy.blogspot.com/2006/04/new-york-red-bulls-using-claims-of.html

Ziegler, M. (2006, March 15). New name for MLS Team—Red Bull New York—has opened a can of criticism. San Diego Union-Tribune.

Zimbalist, A. 1998. The economics of stadiums, teams and cities. Policy Studies Review, 15, 17–26.

2019-10-28T14:01:19-05:00January 7th, 2008|Contemporary Sports Issues, Sports Facilities, Sports Management, Sports Studies and Sports Psychology|Comments Off on How Do Fans React When Sports Teams Are Named After Corporations?

Describing Sport Management Practitioners’ Information Technology (IT) Competence and Training Needs

**ABSTRACT**

This descriptive, exploratory research aimed to describe sport management practitioners’ information technology (IT) competence, usage rates, and training needs. Specifically, the research examined how IT software training affects IT competence and usage rates. In addition, the research examined the effect of IT usage rates on IT competence. The study extended to 10 software packages typically integrated into sport management curriculums. Participants included 126 practitioners from four areas of the sport industry: collegiate athletic departments, collegiate conference headquarters, major league professional franchises, and minor league professional franchises. Data were analyzed via the t-test and analysis of variance. The findings and their implications for future development of IT curriculums within sport management programs are discussed.

**INTRODUCTION**

For the present study, the researchers generally defined information technology (IT) as the tools and processes used for identification, organization, and manipulation of facts called data. These tools and processes include computers and software that organizations typically employ to complete daily, weekly, monthly, or yearly business transactions. Proper use of these tools and processes enables practitioners and organizations to accomplish regular tasks efficiently, while keeping information and transactions secure within their software. Software examined for this study included two types, basic and advanced. Basic IT comprised e-mail, PowerPoint, and word-processing software; advanced IT comprised spreadsheet, database-management, statistical-analysis, Web-design, program-management, ticketing-systems, and desktop-publishing software.

Technology has beset universities and the workplace, and higher education has been immersed in a major educational reform movement since IT’s advent. Organizations worldwide deem workplace implementation of IT an inevitable business strategy (Chow & Choi, 2003). Internal and external demands to integrate IT into most business facets drive human resource departments to become increasingly “IT-wise,” lest even the most capable leaders fail to grasp the full, advantageous potential of strategic use of IT.

Within the sport industry, IT utilization is transforming the way managers conduct business operations. Joseph calls IT skills important, especially for business organizations, within which these skills “will have a major bearing on the quality of decision making” (2002, p.120). To clarify, while the human side of management is extremely important and will never be disregarded, the development of human resource skills can improve decision making. Business managers are giving ever more weight to hiring individuals who understand computers and information systems (Mondy, Noe, & Premeaux, 2002). Expertise in contemporary technology continues to amplify in complexity: The comprehension and competencies working sport managers need have outpaced academic sport management programs’ ability or opportunity to facilitate the learning of pertinent IT (Turner & Stylianou, 2004).

Technology’s continuing development will impact the sport industry and sport management curriculums (Hums & Stephens, 1995); coordinators of sport management programs, therefore, need to assess how their curriculums are progressing. The Massachusetts Institute of Technology Initiative on Inventing the Organizations of the 21st Century included eight areas of focus to ensure future success. Two of these were (a) individual skills and (b) the impact of IT (Malone, Morton, & Halperin, 1996). The rapid expansion of technology into every aspect of contemporary sport management suggests that the 21st-century sport manager must establish and maintain IT proficiency.

It falls to our academic sport management programs to prepare future managers to do this. Ample IT courses must be offered to meet the needs of the many segments of the sport industry. Standards for sport management curriculums have been prescribed by NASPE-NASSM and incorporate content areas intended to familiarize students with a body of knowledge essential to a variety of sport careers. The content areas include sport management and leadership, sport governance, ethics, legal aspects of sport, economics, budgeting and finance, sport marketing, socio-cultural dimensions of sport, inter-personal/professional relationships, and communication and technology.

These elements of a standard curriculum optimally prepare graduates to meet most sport career demands. An exception, however, is technology. Discussions with numerous faculty and practitioners suggest that they perceive student competence in information technology to be neglected. Those responsible for guiding and operating sport management academic programs need to pay closer attention to technology’s ever-changing exigencies, demands that will shape their students’ careers. The single course currently allowed to meet the NASPE-NASSM communication and technology standard appears to be insufficient. (Even it is not solely dedicated to IT.) The level of IT competence contemporary sport managers need is only obtained through the development of a variety of skills via numerous courses incorporating an array of techniques.

The need for IT-competent practitioners in the field of sport, then, creates a parallel need within sport curriculums for vigorous, germane IT emphases. First and foremost, faculty-driven strategic planning for enhanced development of future professionals requires assessment of current trends in IT use and knowledge among practitioners. Planned interventions in sport management organizations by human resources staff help constituents pinpoint human resource concerns related to trends in technology, including potential deficiencies.

Human resource management personnel are inundated with training and career-development offerings related to IT. No other area has prompted such a flood of workplace-based instruction (Mondy, Noe, & Premeaux, 2002). Robbins (1998) states that human resources interventions related to IT usually center on internal issues of human development and process improvement. This focus compares to the strategies utilized in higher education to evaluate student development and performance.

Demand for sport managers with IT skills relevant to the chosen professional area should lead faculty to gather and employ information on IT needs; they should initiate departmental- or program-level interventions addressing the appropriateness of their existing sport management curriculums, in light of that information. When they set out to assess skill development among their students, institutions must use applicable industry input. By providing technology training appropriate to the specific technology requirements of students’ chosen professions, an institution not only enhances student learning, it secures a more effective academic climate and a relevant educational experience, one efficiently accommodating contemporary business trends.

Society’s and sport agencies’ dependence on computers has demanded major changes in the way sport managers work. No agency is free to ignore the constantly changing stream of interrelated societal and technological trends. Business and academic organizations alike, though they exercise only limited control over certain external and even internal forces affecting their enterprises, should understand that efforts to increase their control via technology can indeed further their managerial or administrative goals. Organizations that acknowledge IT’s unrelenting expansion and their need for greater mastery of its prerequisites can proactively turn technology into organizational strengths. The bottom line is that IT tools are a necessity for sport managers at all levels, in all specialties. Future sport managers need to fully develop their IT competency.

**METHOD**

_Participants_
Participants in the study (n=126) were sport management practitioners drawn from the following industry areas: collegiate athletic departments, collegiate conference headquarters, major league professional franchises, and minor league professional franchises. These practitioners were contacted through letters mailed to sport organizations listed in _The Sports Address Bible & Almanac_ (Kobak, 2000). The letters invited readers to participate in our study. A total of 469 letters were sent; 53 were returned to sender for various reasons, leaving 416 surveys assumed received by the sport organizations. Of 416 potential respondents reached, 126 (30%) proceeded to complete our survey via the Internet.

Training Hours/Week Competence
IT Type Yes No 1 2 3 4 1 2 3 4
Word Processor 92 34 12 32 27 55 4 13 46 63
PowerPoint 57 69 75 43 5 3 30 34 32 30
2013-11-27T19:29:20-06:00January 7th, 2008|Contemporary Sports Issues, Sports Facilities, Sports Management|Comments Off on Describing Sport Management Practitioners’ Information Technology (IT) Competence and Training Needs

Letter to the Editor – The Sport Journal Pierre de Coubertin, arts administrator

Ed:

During the preparation of this issue of the Sport Journal, we received a piece sent to us by Mr. Raymond Grant, the artistic director of the 2002 Olympic Art Festival, reflecting on the historic and modern cultural aspects of the Olympic Games. Although the article does not fall within the normal editorial plan of the Sports Journal, it is very insightful and we felt, as such, it would be of interest to the readership

With the permission of the author, we are reprinting the piece titled “Contrast, Culture, and Courage: A Cultural Administrator’s Tribute to Pierre de Coubertin” in the form of a letter to the editor. We trust the readership will find as much value in reading the piece as we did.

As Beijing, Vancouver, and London prepare to host future
Olympic Games, it seems fitting to remind readers of The Sport Journal
of the value of cultural programs within the Olympic Movement and the
connection between artists and athletes. That value, and the corresponding
cultural development surrounding the successful hosting of the Olympic
Games, has deep roots within the Olympic Movement thanks to the vision
of Baron Pierre de Coubertin. de Coubertin was both a sports and arts
administrator.

The recently completed Turin Olympic Winter Games and Athens Olympic
Games warrant reflection brought about by the cultural legacy of Pierre
de Coubertin. The very public challenges surrounding the hosting of the
Olympic Games, the reforms of the IOC, and the successful return of the
Summer Games to Athens suggests that this contemporary period in the Olympic
Movement has elements of the historic.

The on-going research of Norbert Muller, Manfred Messing, and Research
Team Olympia of the University of Mainz (Germany) in their new publication
From Chamonix to Turin, holds significant value in the study
of cultural programs within the context of the Olympic Games. In their
research on the meaning of the cultural program for spectators in Salt
Lake in 2002, the authors found that 84% of respondents agreed with the
statement that “The Olympic idea combines sport and art.”
This significantly high response compares with 72% for the Olympic Games
in Sydney 2000, 23% for Atlanta 1996, and 40% for Barcelona 1992. Can
this be a trend in the growth of awareness and significance of Cultural
Olympiads and Olympic Arts Festivals? If so, as the communities of Beijing,
Vancouver, and London prepare to host upcoming Olympic Games, much can
be celebrated and learned by engaging artists and encouraging their role
in community development and the creative economy.

The magic of the Olympic Movement – its power, if you will, is
in how individual communities who are invited to host the Games reinvigorate
the Movement. And, local participation is a defining element of this reinvigoration.
In her article More Than a Game. The Value of Arts Programming to
Increase Local Participation
, author and Olympic researcher Beatriz
Garcia points to “ways in which some of the less known – but
more meaningful – dimensions of the Games could place participation
back at the centre of the [Olympic] celebration.”

The arts were always at the center of Pierre de Coubertin’s vision
for the Olympic Movement. In the years of preparation required to deliver
a credible Olympic Cultural program, I have found that de Coubertin’s
unflagging belief in the power of music, dance, and words was sustaining.

In Dr. Norbert Muller’s opus Olympism, we have the wonderful benefit
of the selected writings of Pierre de Coubertin. To any cultural administrator
of the Games, the historical event of the Olympic Movement in Paris in
May of 1906 is singularly defining. The festivities in the great amphitheater
of the Sorbonne, which ended the 1906 Advisory Conference in Paris (the
Conference itself was held in the historic foyer of the Comedie Francaise)
on the inclusion of the arts and humanities in the modern Olympics, is,
for all intents and purposes, the birth right for those of us who use
the arts to help define the atmosphere of the Modern Games.

In a circular letter to the International Olympic Committee (IOC) dated
April 2, 1906, de Coubertin invites members to an Advisory Conference
to determine “to what extent and in what form the arts and literature
can participate in the celebration of the modern Olympiads.” Thanks
to the vision of de Coubertin, his question is as applicable today for
the organizing committees of Beijing, Vancouver, and London, as it was
for the nascent Olympic Movement of 1906.

The announcement of the 1906 Advisory Conference was attached to the
invitation to IOC members to attend the Games in Athens. As completely
as de Coubertin believed in the merger of sport and art, the summoning
of this “Consultative Conference on Art, Letters, and Sport”
was not completely altruistic. In his Olympic Memoirs, de Coubertin said
“I would be able to use this (the conference) as an excuse for not
going to Athens, a journey I particularly wished to avoid.”

Excuses aside, de Coubertin, I believe, understood that artists provide
communities with a sense of place and the Olympic Movement of 1906 was
missing a vital link to this sense of place. A distinct challenge remains
today as arts and culture programs within the context of host organizing
committees fight for survival, respect, resources, and presence. de Coubertin’s
vision of Olympism – what the Olympic Movement aspires to be –
is inextricably linked to the arts and humanities “harmoniously
joined with sports.”

Celebrating the achievements of athletes alongside the accomplishments
of artists became the vision of the 2002 Olympic Arts Festival.

In an article I wrote for The Olympic Review entitled Contrast, Culture,
and Courage
, I reflected on the cultural legacy of de Coubertin citing
the seminal meetings he convened. In that article, I said ‘I will
leave it to greater minds to decide if the 2002 Olympic Arts Festival,
in any substantive way, realized this broad de Coubertin vision’.

Now, I am especially encouraged by the results of the studies conducted
by Research Team Olympia in 2002 and just released in which the researchers
(Muller, Messing, and Preub) say, “It can be concluded that the
Salt Lake 2002 Olympic Arts Festival was a relatively successful one.
Although not all of the projects could be realized, the understanding
of the inner connection of Olympic sport and art was higher than at three
former (Summer) Olympic Games and the biathlon spectators were more involved
in visits of the Cultural Program. It seems that the Arts Festival in
Salt Lake 2002 has set a benchmark for Winter Games which needs further
study to measure the achievements of cultural programs in the future.”
Hopefully, the sports and arts administrators of the Games of Beijing,
Vancouver, and London, can engage in, commission, and contribute to this
Olympic research area.

Participation is the key to promoting the role culture plays in great
social gatherings. And, the Olympic Movement stands as the great social
gathering of our time.

I posit that the Olympic Movement is furthered, as well, by the perspective
and point of view of artists, for it has been said that “only artists
find the uncommon in the commonplace.” I, for one, look forward
to the role that gifted artists, poets, playwrights, and essayists will
play in future Games. If history is any judge, they will leave a cultural
legacy for the Games and the communities which host them.

Twenty-five years after the 1906 Advisory Conference, de Coubertin reflected:

I have already repeated – so often that I am a trifle ashamed
of doing so once again, but so many people still do not seem to have
understood – that the Olympic Games are not just ordinary world
championships but a four-year festival of universal youth, “the
spring of mankind”, a festival of supreme efforts, multiple ambitions
and all forms of youthful activity celebrated by each succeeding generation
as it arrives on the threshold of life. It was no mere matter of chance
that in ancient times, writers and artists gathered together at Olympia
to celebrate the Games, thus creating the inestimable prestige the Games
have enjoyed for so long.

Today, the Olympic Games have as compelling an obligation and opportunity
to gather writers and artists together as they did in 1906.

If “this was how the reunion of the muscles and the mind, once
divorced, was celebrated in the year of grace 1906,” let us look
toward years of grace in 2008 in Beijing; 2010 in Vancouver; and 2012
in London.

2015-03-27T14:13:02-05:00September 8th, 2006|Contemporary Sports Issues, Sports Facilities, Sports Management, Sports Studies and Sports Psychology|Comments Off on Letter to the Editor – The Sport Journal Pierre de Coubertin, arts administrator
Go to Top