طراحی مدل مدیریت اسکیزوفرنی برند در باشگاه های ورزشی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
اسکیزوفرنی برند، اصطلاحی مدرن در ادبیات مدیریت برند است که به معنای بروز تضاد و گسست در تصویر، پیام و هویت برند در ذهن مخاطبان است. هدف پژوهش حاضر طراحی مدل مدیریت اسکیزوفرنی برند در باشگاه های ورزشی است. روش پژوهش، کیفی از نوع داده بنیاد (رویکرد سیستماتیک) است. مشارکت کنندگان شامل متخصصان حوزه مدیریت بازاریابی و خبرگان حوزه بازاریابی ورزشی شهر اصفهان (جمعاً 11 نفر) بوده اند. ابزار گردآوری اطلاعات مصاحبه های نیمه ساختاریافته بود. برای تحلیل داده ها از کدگذاری سه مرحله ای (باز، محوری و انتخابی) استفاده شده است. برای اعتباربخشی پژوهش از راهبردهای همسوسازی، دوستان منتقد و تعامل عمیق با شرکت کنندگان استفاده شد. یافته ها نشان داد که شرایط علّی شامل ویژگی های مدیران، وضعیت اقتصادی و اجتماعی است. شرایط زمینه ای مشتمل بر عوامل سازمانی، مدیریت نادرست برند، موضع یابی برند در ارتباط با مشتریان، آوای ناموزون و نامتوازن برند، موقعیت یابی نامناسب، ناهماهنگی برند، فقدان مدیریت استراتژیک و تناقض های راهبردی بود. عوامل مداخله گر نیز شامل شخصیت سازی ناسازگار رسانه ها، ادراک مشتریان و فضای رقابتی بازار بودند. راهبردهای شناسایی شده عبارت بودند از: طراحی برند، برنامه های ترویجی، نهادینه سازی هویت برند، مدیریت منابع انسانی، شکل دهی تصویر شفاف از برند، تحلیل محیطی، ارتباط با مشتریان و اقدامات اجتماعی؛ درنهایت بهره مندی از راهبردهای ارائه شده می تواند پیامدهای مثبتی برای مشتریان، مدیران و سازمان داشته باشد و به اشاعه و ترویج مطلوب برند منجر شود.Designing a Brand Schizophrenia Management Model in Sports Clubs
Brand schizophrenia, a contemporary concept in brand management literature, refers to the contradictions and fragmentation in a brand's image, message, and identity as perceived by audiences. This study aimed to develop a model for managing brand schizophrenia in sports clubs. Employing a qualitative, grounded theory methodology, the research involved 11 participants, including marketing management experts and sports marketing specialists from Isfahan City. Data were collected through semi-structured interviews and analyzed using a 3-stage coding process: open, axial, and selective coding. To ensure research validity, strategies like triangulation, peer debriefing, and deep engagement with participants were implemented. The findings revealed that causal conditions included the managers’ characteristics and economic and social status. Contextual factors comprised organizational issues, ineffective brand management, brand positioning relative to customers, dissonant and imbalanced brand messaging, inappropriate positioning, brand inconsistency, lack of strategic management, and strategic contradictions. Intervening factors involved inconsistent media persona development, customer perceptions, and the competitive market landscape. Identified strategies for mitigating brand schizophrenia included designing a brand, implementing promotional programs, institutionalizing brand identity, managing human resources, cultivating a transparent brand image, conducting environmental analysis, engaging customers, and initiating social initiatives. Ultimately, application of these strategies can yield positive outcomes for customers, managers, and the organization, fostering effective brand diffusion and promotion. Introduction In today's knowledge-based economy, brands play a crucial role in the sustainability of organizations, particularly sports clubs. A brand encompasses more than just visual identity; it embodies a collection of perceptions, emotions, trust, and experiences cultivated in the minds of stakeholders, serving as the organization's lifeline. As competition intensifies within the sports industry, investing in a brand has become essential for presenting a cohesive image and fostering connections with the surrounding environment. A brand is an intangible asset shaped by public opinion, past experiences, and unspoken narratives, promoting mutual understanding and relationships. Brand loyalty arises not only from product quality, but also from the organization's actions and mutual respect. Even without direct interaction, a brand persists in the minds of stakeholders through social initiatives and identity messaging; it acts as the organization's primary language and is integral to the development of social capital. Materials & Methods This research adopted a naturalistic paradigm characterized by a subjective approach and inductive reasoning. From a purpose perspective, the study was applied; from a methodological standpoint, it was qualitative and exploratory. Being conducted in the field using a systematic grounded theory approach (Strauss and Corbin), the research involved participants, who were marketing management and sports marketing experts with a minimum of 10 years of academic and research experience selected through purposive sampling. Semi-structured interviews were carried out with 11 university professors and experts until theoretical data saturation was achieved. The primary interview questions addressed the contextual conditions, dimensions, components, strategies, and consequences of brand schizophrenia management in sports clubs. For data analysis, a 3-stage coding method was employed: open, axial, and selective coding. In the open coding phase, initial concepts were extracted from the interviews. During axial coding, these concepts were organized around key themes. Finally, a framework for managing brand schizophrenia in clubs was developed based on 5 themes: causal factors, contextual factors, intervening factors, strategies, and consequences. Data validation and reliability were ensured through multiple reviews by supervisors and consultants, cross-checking by the researcher, engagement with participants, triangulation (combining data from two groups and two coders), participant feedback after interviews, and involvement of critical friends. Additionally, informed consent was obtained and confidentiality of all participants' information was strictly maintained. Research Findings The results indicated that brand schizophrenia in sports clubs arose from multiple factors. Causal factors included inadequate managerial competencies and unfavorable socio-economic conditions, which contributed to inconsistent decision-making and the erosion of a unified brand identity. Contextual factors, such as an unhealthy organizational structure and culture, inappropriate brand architecture, and misidentification of customer needs, created fertile ground for this phenomenon. Intervening factors, including the media's detrimental role in distorting brand perception, instability in customer mental images, and intense market competition, could exacerbate identity crises. Conversely, effective strategies—such as cohesive identity design, brand institutionalization within the organizational culture, meritocratic management, and cultivation of strong stakeholder engagement—were essential for managing brand schizophrenia. The intelligent management of brand schizophrenia yielded several positive outcomes, including improved customer attitudes and satisfaction, increased loyalty, enhanced competitive positioning, financial growth, and development of the club's social base. This research delved into the factors influencing brand schizophrenia in sports clubs and proposed strategies to address it. Causal factors encompassed the individual and professional characteristics of managers, as well as socio-economic conditions. Deficiencies in these areas led to inconsistent decision-making and frequent shifts in brand orientation. Contextual factors included organizational structure, club culture, brand management style, market positioning, and stabilization of identity cues; any incoherence in these areas weakened brand identity. Intervening factors, such as media influence, instability in customer mental images, and fierce market competition, could accelerate brand changes and identity crises. Proposed strategies included cohesive identity design, institutionalization within the organizational culture, meritocratic management, and effective interactions with customers and the media. Proper management of brand schizophrenia could result in improved customer attitudes, increased loyalty, and a strengthened competitive position for the club. Conversely, neglecting these aspects could lead to diminished brand differentiation and organizational decline. This study emphasized multi-dimensional strategies and offered a more practical model for the dynamic sports environment in Iran, highlighting the importance of strategic and continuous planning at all organizational levels. Discussion of Results & Conclusion The findings of this research indicated that brand schizophrenia is a complex and multi-layered phenomenon in sports clubs, stemming from the interplay of structural, behavioral, contextual, and environmental factors. A lack of identity coherence and message misalignment not only jeopardizes fan loyalty, but also threatens the long-term viability of the club. By thoroughly analyzing the causal, contextual, intervening, strategic, and consequential dimensions, this study presented a model grounded in strategic rationality and cultural authenticity. This model empowers clubs to maintain the integrity of their brand identity while fostering dynamism and adaptability. Ultimately, the key to achieving sustainable success for sports brands in a competitive landscape lies in a balanced focus on meritocracy, identity revision, and a deliberate effort to build trust and loyalty among stakeholders.
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