Identifying Best Practice in Women's Football - FIFA/CIES ...

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Chapter 6: RecommendationsThe following recommendations are aimed at the main stakeholders of European women’sclub football: the clubs themselves, national leagues and federations, UEFA and also thepolitical institutions. They are meant to give ideas on how those stakeholders can contributeto support and push forward the development and professionalization of women’s footballclubs.6.1 Enhanced use of the Marketing-mixFrom a sports marketing point of view and after having analysed different European women’sfootball leagues and their associated clubs, it was noticed that the overall marketing mix, ifthere is any, with the elements of product, price, place and promotion, is not effectivelyapplied. 1766.1.1 Product: Differentiation and development of new marketing conceptsThe product “women’s football” could be differentiated by introducing a new marketingconcept with moving the football league season to the summer period and selling women’sfootball as “the summer sport”, like the English FA has done with their Super League. 177With this differentiating action women’s football will turn into a more attractive event toattend, as there are fewer sports events taking place during the summer months and hence alower level of competition. Moreover, this concept also “helps players to prepare and peakfor international matches and tournaments, as a summer league aligns better with theinternational competition cycle.” 178 Hence placing the national women’s football season inthe summer period will be of high benefit to almost all stakeholders.6.1.2 Price: Develop pricing strategyThe match day ticket prices of women’s football league games are too inexpensive, asanalysed in the match day section. In theory the marketing mix element ‘price’ is determinedby factors such as competition, costs, product identity and the customer’s perceived value of########################################################176 Cavusgil, S. Tamer and P.N Ghauri, eds. Advances in International Marketing Vol. 9: From Marketing-Mixto Relationships & Networks, (New York: JAI Press, 2000).177 The Football Association (2010) Super League Brochure, 1.2 Format and Growth [WWW]. Available from:http://www.thefa.com/Leagues/SuperLeague [Accessed 01/06/2010].178 ibid.!"##
the product. 179 Prices for women’s football league games should be set according to thesefactors. There is a lot of competition within the different European leagues, clubs face a lot ofcosts operating the women’s football game and sell a performance, which must be perceivedas a high value product by its customers. Raising the prices for league game tickets is notonly necessary to recover costs but also to avert a negative psychological effect that can beperceived as: “this product can’t have any value because it is that cheap.” Thus, a minimumentry fee should always apply, even if only for the guardian who take their children.6.1.3 Place: Find attractive and accessible venuesFor many investigated clubs, the location of where home games are played is creating aserious issue as attendance figures show. Men’s clubs with integrated women’s footballteams should see the necessity of giving the possibility to their women’s teams, to use abigger, centralised placed stadium to hold their matches. League games held in isolatedplaces outside the city keep spectators from attending matches and impede the growing of thesport. Women’s only clubs are highly dependent on public-private partnerships. Publicfunding is highly valuable to stand alone women’s teams in terms of stadiums and facilities,and should be supported more.6.1.4 Promotion: Implement endorsement and advertising campaignsDespite ongoing activities in women’s football since the mid 70’s, the results of marketingpromotion in women’s football are, when compared to the history of sports marketing, stillrelatively underdeveloped. Analysing the review of sports marketing, aforementioned in themarketing and media section, there are two main elements missing:Firstly, on the way to success it seems essential to develop endorsement campaigns ofindividual athletes. In a second step it would be necessary to do so for some successful teams.Presently, the public general knowledge about the investigated clubs is minimal. There havebeen limited campaigns to deepen the knowledge of the main actors in women’s football.Clubs with a reasonable marketing budget should prepare campaigns of this character, toleverage their athletes and slowly develop their degree of popularity.Secondly, advertising is a highly effective marketing tool. Female football players couldbe marketed in a way that highlights attributes such being healthy, active, ambitious,successful, competitive, mentally strong, feminine, communicative, and trustworthy. These########################################################179 Cavusgil, Advances in International Marketing, 2000.!"##
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AcknowledgementsThe FIFA Master has
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