From sport to 'sportainment': The art of creating an added-value brand experience for fans
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From sport to ‘sportainment’: The
art of creating an added-value
brand experience for fans
Received (in revised form): 26th March, 2020
ANDRÉ RICHELIEU
PhD, Professor Expert in ‘Sportainment’, ESG UQAM, Canada
André Richelieu has been a university professor for nearly 20 years now and has over 25 years of experience teaching
in universities. He specialises in brand management and sport marketing in the context of globalisation. His research
relates to: (i) how sport organisations can leverage their brand equity by capitalising on the emotional connection
they share with their fans; (ii) how sport organisations and athletes can internationalise their brands; (iii) how cities
and countries can leverage their brands abroad through a sport-oriented place branding strategy; and (iv) how
effective Sport for Development and Peace (SDP) initiatives are. Besides the numerous journal articles Prof. Richelieu
has published, he is the co-author of Sport Marketing (in French; De Boeck Publishers, 2011, 2018), Global Sport
Marketing (in English; Routledge Publishers, 2012), International Sport Marketing (in English; Routledge Publishers, 2019)
and Sport Marketing (in Chinese; Sun Yat-Sen University Press, 2014). Prof. Richelieu has given around 2,000 interviews
to the Canadian and international media on sport marketing and sport business. He has lived in and travelled to
over 60 countries or territories in the Americas, Europe, Africa and Asia, for both leisure and professional purposes.
He speaks five languages. An overview of his work can be found at http://www.andrerichelieu-sportsmarketing.com/
about/biography/.
Abstract
Sport, by itself, ceased to exist a long time ago.We are now living in the era of ‘sportainment’, the merger
of sport and entertainment. On the one hand, ‘sportainment’ epitomises a major trend, or process,
that is reshaping the boundaries of the industry, which aligns with Schumpeter’s ‘creative destruction’
theory. On the other hand, ‘sportainment’ is a potential strategic leverage for sport organisations and
sport industry stakeholders in order to create an added-value brand experience for fans.Therefore, the
objectives of this conceptual article are to articulate the concept of ‘sportainment’, identify strategic
branding implications and present a set of guidelines to managers who work in the sport industry. If
‘sportainment’ can fit naturally in some cases and contribute to broadening the fan base, as well as
deepening customer loyalty, in some others, finding a balance between the product on the field and
entertainment can become challenging. In this vein, the article examines the four pillars that can help
generate an added-value brand experience via ‘sportainment’ and how a stakeholder can deliver its
brand promise through sport, spectacle and technology.
Keywords
‘Sportainment’, sport, entertainment, added-value brand experience, customer lifetime value, ‘creative
destruction’, NBA, e-sport
André Richelieu
INTRODUCTION: WHAT IS and the Circus Maximus were hosting
ESG UQAM, 320, rue ‘SPORTAINMENT’? gladiator fights, charioteers’ races, exe-
Sainte-Catherine Est, Bureau
DS-2849, Montréal, QC H2X 1L7, As far as we can remember, entertainment cutions, animal hunting, theatre plays,
Canada
Tel: +1 514 987-3000 ext. 2027; has been an integral part of the world of etc., with the purpose of entertaining,
E-mail: richelieu.andre@uqam.ca
sport. In Ancient Rome, the Colosseum or distracting, the masses, and this led
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to the expression ‘bread and circuses’.1 drawbacks of ‘sportainment’ are discussed.
More recent examples include boxing Fourth, a conclusion, with some implica-
matches in Las Vegas, with all the glitz tions, will help crystallise the essence of
and glamour surrounding the combats; the article’s contributions.
the scripted fights of the World Wrestling
Entertainment (WWE);American football
games with cheerleaders’ choreographies; THE EXPANSION OF ‘SPORTAINMENT’
baseball games with mascots and original In essence, sport is a game and is an
contests, such as the one launched by the integral and a unifying component of
Oakland Athletics’ owner, Charlie Finley, one’s culture.8 Sport can make a positive
who, prior to the 1972 season, offered a impact in terms of civic pride and sense
bonus of US$300 to every player who of belonging, role models and fan iden-
grew a moustache in order to increase tification, community involvement, phys-
the brand awareness of the baseball team ical activity, fun, passion, escapism, job
and its appeal to fans2; etc. As such, we creation and overall economic activity.9
have been witnessing the transition from Additionally, sport favours socialisation10
sport to ‘sportainment’.3–5 This is the term and can even contribute to reduce vio-
that epitomises the merger of sport and lence and crime.11
entertainment, where the marketing of a Since antiquity, athletes have mirrored
unique set of experiences and emotions moral and ethical values, such as honour,
becomes the catalyst that helps sell a sport beauty, purity, competition, prowess, vic-
brand.6 In other words, the sporting event tory and sacrifice. Yet sport is a domain
becomes scripted in a theatrical way, with where tensions between material value
both sport and entertainment being inter- and immaterial values have always existed:
woven.7 In this vein, ‘sportainment’ can be sporting events, notably major ones, have
described as the state in which the indus- been organised to produce wealth and
try is being remodelled or reinvented, as fortify social hierarchies; the end of the
the sport industry incorporates more and Cold War sparked an inflow of capital that
more entertainment. This is despite the led to the demise of the amateur ideal and
fact that ‘sportainment’ is also a strategic the rise of the migrant professional athlete;
leverage for sport industry stakeholders, and nowadays, colossal revenues in college
who can therefore trigger an added-value sport in the USA dispute the notion of the
brand experience for fans, as will be student-athlete.12
explored in this article. Indeed, sport is more than just a game.
It is against this background that this It has become a global market, estimated
conceptual article has set the following at US$489bn in 2018, which should
three main objectives: (i) articulate the reach US$614bn by 2022.13 Sport is a
notion of ‘sportainment’; (ii) link ‘spor- business where several stakeholders, who
tainment’ to strategic implications in have their own motivations and objec-
branding; and (iii) provide managers who tives, interact. These stakeholders and the
work in the sport industry with some environment in which they evolve have
guidelines. To achieve this goal, the article transformed and have been reshaping the
is organised as follows: First, the reasons sport industry into ‘sportainment’. More
behind the emergence of ‘sportainment’ specifically, there are three main reasons,
are presented. Second, some examples are or triggers, that feed the ‘reinvention’ of
illustrated.Third, the potential benefits and the sport industry and the expansion of
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‘sportainment’: (i) the changes in consum- to his young daughter. Some fans even
ers’ habits and society; (ii) the objectives dressed up as sharks to take ownership of
pursued by sport organisations and (iii) the ritual.26
the transformation of the sport industry
in itself.
THE OBJECTIVES OF SPORT
ORGANISATIONS
THE CHANGES IN CONSUMERS’ Arguably, nowadays, sport organisations
HABITS AND SOCIETY are managed as enterprises or even real
Consumers are looking to be constantly estate projects that are aiming to maxim-
stimulated14 and entertained15 within the ise their return on investment.27,28 Newly
realm of the experience economy.16 As erected stadiums provide a good case in
Gabriel17 expressed it, ‘We are living in the point, as the sport venue is now increas-
era of spectacle.’ One could even say that ingly being envisioned as a building block
the world has become a society of spec- to develop community campuses or points
tacle where the representation of reality of social convergence, with housing and
has superseded reality.18 Admittedly, what office towers, shops, restaurants, movie
is now the case for the world, in general, theatres, recreational sport grounds, green
seems also to apply to sport, in particular. spaces, etc. To be successful, these enter-
All the more so since sport is marketed as tainment real estate projects need to be
an experience, for either amateur or pro- in operation all year round and provide
fessional sport, as well as for traditional and benefits for the population as a whole, not
non-traditional sport, including one of its sport stakeholders alone, with the inherent
spin-offs, known as e-sport,19,20 which is purpose of leaving a socio-economic leg-
explored later on. acy.29 Examples of such projects include
In this environment, fans become the Rogers Place complex in Edmonton,
‘fan-actors’, co-creators of their expe- Canada, home of the National Hockey
rience and ambassadors of the sport League (NHL) Edmonton Oilers, aiming,
brand.21 The more fans get involved, the among others, to revitalise the downtown
more they feel engaged and connected centre; the Miami Freedom Park, sched-
to the brand,22 thereby further nurturing uled to be completed by 2021 for the
the consumer-based brand equity23 of the MLS Inter Miami CF and designed as a
sport organisation, which is the differen- community hub with its soccer stadium,
tial effect of brand knowledge on con- public sport fields, a park, lodging, as well
sumer response to the marketing strategies as office, retail and commercial space; and
and actions of the brand.24 This concept the VTB Arena, the multisport complex
of ‘fan-actors’ was illustrated by the sup- of Dynamo Moscow’s clubs, which is set
porters of the Major League Baseball 2019 up in Petrovsky Park as part of the urban
World Series’ Champions, the Washington development plan for the Russian capital.
Nationals, who made ‘Baby Shark’ the In this regard, ‘sportainment’ can
unofficial team song and a rallying cry, increase customer loyalty but also enlarge
as part of their in-stadium rituals and a the sport organisation’s audience and fan
strong brand association for the club.25 base by appealing to different market
The rite began when Nationals’ outfielder segments — passionate sport fans, casual
Gerardo Parra started using the melody followers, families, corporations, etc. —
to help him get out of a slump, as a nod as all of the latter groups find themselves
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interacting with the various sport organ- how far this will go, the transformation is
isation’s touch points that simultaneously clearly under way and appears irreversible.
relate to sport, entertainment and life- Hence, in the spirit of Schumpeter’s
style.30 Thus, value is created by answering creative destruction theory, ‘sportainment’
to changes in consumers’ habits but also is stretching the boundaries of the sport
by adapting to the reshaping, or reinven- industry and its ecosystem by integrat-
tion, of the sport industry. ‘Sportainment’ ing traditional and non-traditional stake-
can help a sport organisation position and holders alike who can benefit from their
promote itself, and sell its product, on the association with sport through a positive
field and beyond it. Moreover, as explained image transfer33 (Figure 1). From ‘Sport’
further on, non-traditional stakeholders (game on the field; Stratum 1), the indus-
can find in ‘sportainment’ an opportunity try moved towards Stratum 2 (‘Sport
to leverage their brands as well. + Entertainment with traditional sport
actors’), where sport teams, athletes and
fans converge to be part of a flamboyant
THE TRANSFORMATION OF THE SPORT display of sport, be it a regular game, a
INDUSTRY championship match (see the Washington
In general, we could posit that ‘sportain- Nationals’ fans discussed earlier), a mega
ment’ is a major trend (or megatrend) event or a staged demonstration (the
of the sport industry, a reflection of the Harlem Globetrotters basketball team
remodelling of the ecosystem into a would come to mind here). In Stratum 3
broader mix of activities. A parallel could (‘Sport + Entertainment from traditional
be made, here, with Schumpeter’s theory and non-traditional stakeholders’), artists,
of ‘creative destruction’ when ‘sportain- celebrities, entertainment companies, soft-
ment’ is envisioned as a process, more ware firms, movie theatres, e-sport enter-
specifically, a process of mutation that dra- prises, poker tournaments, fantasy leagues,
matically transforms the structure of an even politicians and other unconventional
industry, destroying the ‘old’ one in order actors, are trying to benefit from their col-
to shape a ‘new’ one.31 Indeed, society is laboration with sport.34 In what follows
continually searching to innovate in order we shall examine some examples of how
to execute in a ‘better’ way what is being ‘sportainment’ materialises, both from
performed. Throughout this process of within (traditional actors) and from out-
economic innovation and business cycle, side the historic boundaries of the sport
stakeholders who innovate in an industry industry (non-traditional stakeholders).
add or improve existing features, attributes
or dimensions of the product, which helps
expand the market and weakens less inno- EXAMPLES OF ‘SPORTAINMENT’ IN
vative organisations.32 We shall see that, in ACTION
the sport industry, this occurs with some Several examples can be found to illustrate
traditional but also non-traditional stake- Stratum 2. Three of them shall be pro-
holders who challenge both the contours vided, before turning to Stratum 3. The
of the industry and the way it is operat- cases pertaining to Stratum 2 that will be
ing. Sport is being reinvented as ‘sportain- reviewed are the NBA, the Stade Français
ment’, and although it remains to be seen and the AFL.
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Stratum 3: Sport + Entertainment
from traditional & non-traditional
Stretching and reshaping the boundaries
of sport into a ‘sportainment’ industry
stakeholders
Stratum 1: Sport (game on the field)
Stratum 2: Sport + Entertainment
from traditional sport actors
Ch
an Stretching and reshaping the boundaries of sport
ge
Sp s in into a ‘sportainment’ industry
or co
Sp t o a
or rga nd nsum
t in n so
du izat ciet ers’
str ion y ha
yt bit
ran s’ ob s
sfo ecj
rm tive
ati s
on
Figure 1 The reinvention of sport as ‘sportainment’
THE NBA subject, ‘sportainment’ could become all
The National Basketball Association the more effective when an organisation
(NBA) has transformed itself into a global seeks to attract a market segment such
entertainment venture. It is now being as millennials,39 especially when ‘spor-
compared to the world of Walt Disney35 tainment’ transcends traditional sport
or to a ‘cathedral of consumption’, where to incorporate other initiatives, namely
the different touch and sales points (court, e-sport,40 which the NBA has entered
sidelines, giant and arena vision screens, with its NBA 2K League; this specific case
restaurants, shops, museums, etc.) have shall be examined later in the article.
become part of the show.36 The NBA
realises that a strong brand can help the
league develop or strengthen the loyalty THE STADE FRANÇAIS
of its fans, as mentioned previously. This The Stade Français is a rugby club based
can also enable the NBA to sell its prod- in Paris. It usually plays at the 20,000-seat
uct at premium prices, regardless of the Jean Bouin stadium. Every year since
age, gender, social or geographical ori- 2005, however, for some marquee games,
gins of consumers. Consequently, the use the Stade de France has been used, which
of ‘sportainment’ by the NBA potentially can accommodate more than 80,000
increases the customer (or fan) lifetime spectators. At this venue, the rugby match
value for the league and its franchises,37 features a karaoke, a concert, a dance show,
which represents the total amount of pirouettes from cheerleaders, motorcy-
money a customer is expected to spend cle spins, etc., including the ‘Goddess of
on a brand during a lifetime.38 On this Rugby’ who descends from the sky in
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a parachute to bring the match ball. By fall in line with Schumpeter’s ‘creative
incorporating entertainment into what destruction’. These innovations help dif-
used to be known as a very conservative ferentiate the respective sport organisa-
masculine sport, the Stade Français has tions, forge value for their brands, as well
transformed the way rugby is being con- as for their customers, and, as a result,
sumed, managing to attract women and help reinvent sport into ‘sportainment’
children to the game with enticing ticket (Figure 1). Illustrations of non-traditional
prices (some as low as 5 and 10 Euros),41 stakeholders shall now be brought to the
thus enlarging the fan base by creating an fore.
added-value ‘sportainment’ experience
that can trigger long-lasting memories,
followed by repeat purchases. EXAMPLES INVOLVING
NON-TRADITIONAL STAKEHOLDERS
If entertainment has always been part of
THE AFL sport, as underlined previously, what has
The Australian Football League (AFL) is changed is the magnitude entertainment
the main professional football league in has assumed and the array of actors who
Australia. Facing increased competition have entered the sport arena. For instance,
from other leagues and entertainment as noted earlier, the Roman Colosseum
options, the AFL has recently launched its used to stage a combination of processions,
‘three revolutions’ (or innovations to relate displays of exotic animals, gladiator battles,
to Schumpeter’s ‘creative destruction’) in chariot races, executions and mock naval
order to ensure that the league remains battles.45 But as the industry is increasingly
the country’s most successful sport permeated by non-traditional sport actors,
league.42 First, a women’s national league, the following cases exemplify what is hap-
the AFLW, began to play in February pening in Stratum 3 of Figure 1.
2017, looking to capitalise on the rise in First, the Cirque du Soleil, with shows
women’s participation in Australian foot- it organises for the NHL Vegas Golden
ball. Second, the AFLX, a modified ver- Knights games.46 Pre-game and in-game
sion of Australian football, was established entertainment features, among others, a
in 2017. It took place in 2018 and 2019, video of a cowboy chasing an outlaw who
in the pre-season of the AFL, in order to dared to steal the Knights’ golden sword;
appeal to a wider audience overseas and Cirque du Soleil performers showcasing
among immigrants. Third, in 2019, nine their abilities, then interacting with fans
changes were introduced to the AFL rules and players; men and women dressed as
to generate more free-flowing, instinctive knights who prepare to battle the enemy,
football and one-on-one contests, such as with a light and sound show made to
long kick-outs and 6-6-6 starting posi- impress the more than 17,000 fans in
tions.43 In all three ‘revolutions’, ‘sportain- attendance at the T-Mobile arena; etc.47
ment’ was seen as leverage to refresh the The elaborate spectacles, combined with
AFL brand and ensure AFL’s primacy on the good team performance and prime
the Australian sport scene, by engaging location of the arena (next to the ‘Strip’),
existing and new fans.44 have made the expansion Golden Knights
Following the three examples of the club a very popular team and entertain-
NBA, Stade Français and AFL, we could ment alternative, despite the lack of a
posit that traditional actors’ ‘innovations’ hockey tradition in the city of Las Vegas
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and the state of Nevada (the Vegas Golden Indianapolis Colts and Denver Broncos,
Knights debuted in the NHL in the Fall where he played during his career, and
of 2017). customers in Tennessee, where Manning
Second, we could mention e-sport attended college.52 In this case, technol-
(electronic sport or video gaming) and its ogy is employed to strengthen the emo-
collaborations with sport properties, such tional bond between a sport brand and
as the joint venture between the NBA and its customers and add value to custom-
Take-Two Interactive, an American video ers’ experience. This example reveals that
game company, which led to the launch of ‘sportainment’ can go beyond mere spec-
the NBA 2K League in 2018. Twenty-one tacle and, instead, leverage the brand by
of the 30 NBA teams are currently rep- engaging a conversation and developing
resented in the NBA e-sport league. a bond of trust with customers thanks to
Considering that e-sport is the fastest the proximity, connectivity and instanta-
growing sport worldwide, sport organi- neity that technology can provide.
sations are eager to deepen their associ- Fourth, German singer Helene Fischer,
ation with electronic sport.48 The 2019 who has performed for different sport
League of Legends Final in Paris drew brands and properties, including the
over 15,000 spectators and more than German national football team, Borussia
100 million viewers online49; by the end of Dortmund and the German football Cup
2019, e-sport revenues were forecasted to Final, among others. Since her beginnings
surpass US$1bn globally.50 Through their on stage, in 2005, the star of schlager and
partnerships with e-sport, sport entities pop in German-speaking countries has
can find fertile ground for developing a been able to reach across genders, gen-
relationship with new (and younger) con- erations and even social classes, not to
sumers, as well as crystallising the emo- mention her ability to engage with fans
tional connection with existing fans. In during her concerts. In the context of
other words, increasing their market share the merger of sport and entertainment,
and revenues by building bridges between Helene Fischer has undeniably ventured
traditional sport platforms and supporters, into sport: she was the one who welcomed
on the one hand, and highly engaged, pas- the German football national team after
sionate, video games players and fans, on their World Cup win in 2014, in Brazil
the other. (not Chancellor Angela Merkel), with a
Third, the company Salesforce worked rendition of her hit Atemlos durch die nacht.
with the online sport merchandise retailer She also performed at the half-time of
Fanatics to amplify the connection the the German football Cup Final in 2017,
latter has with its fans and serve them admittedly with mixed reactions, as this
better.51 By implementing the Salesforce Super Bowl-like show was seen by some
Marketing Cloud CRM tool, Fanatics was supporters as a sign of the over-com-
able to launch personalised communica- mercialisation of sport: ‘We play foot-
tions and campaigns that engaged the fans. ball, and real fans of football don’t want
For instance, when quarterback Peyton Hollywood during the half-time break’.53
Manning announced his retirement from Truly, entering the realm of ‘sportainment’
the National Football League (NFL), in can be a risky proposition, as some con-
March 2016, Fanatics sent customised sumers might feel alienated. At the same
e-mails to fans who had shown interest time, this form of co-branding is a way
in Manning previously, such as fans of the for singers and other artists (actor Antonio
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Banderas, as an honorary member of this approach can potentially trigger a
Real Madrid football club; actor Billy backlash, as this self-promotion can be
Crystal, who once signed a one-day con- interpreted as a testament to sport being
tract with the New York Yankees; rapper taken hostage by politicians and celebri-
Drake, as the global ambassador of the ties, as stated earlier in the discussions sur-
NBA Toronto Raptors54; etc.) to capital- rounding the German Cup Final.59
ise on their brand reputation to expand On the basis of these examples, we
their reach and elevate their brand image could posit that non-traditional stake-
even more, thus increasing their revenues holders follow the spirit of Schumpeter’s
and brand value.55 In the ways they stretch ‘creative destruction’ theory in reshaping
and reshape the boundaries of the sport the sport industry into ‘sportainment’, by
industry, these artists can be considered challenging the interpretation of the sport
as pioneers in the reinvention of sport as industry and how the latter is functioning.
‘sportainment’. In fact, non-traditional stakeholders could
Fifth, politicians and celebrities who be considered as even more than ‘mere’
mingle at games to support their team, innovators, but also ‘disruptors’60 of the
but also to advertise themselves. This is an sport industry ecosystem who accelerate
extension of the previous example, argu- the transition towards ‘sportainment’ and
ably in a more passive way, and a reflec- the expansion of the latter.
tion of what is known as the ‘vipisation’
of sport. The ‘vipisation’ transpires when
an organisation favours corporate fans POTENTIAL BENEFITS AND
(lounges, premium seats) but also celeb- DRAWBACKS
rities who are associated with the team The analysis so far helps pinpoint differ-
and who can bring an additional touch of ent benefits and risks that ‘sportainment’
prestige to the latter.56 The organisation brings to sport industry stakeholders, both
sells tickets and subscriptions on prior- traditional and non-traditional ones.
ity to businesses and celebrities, often at
high prices, rather than to sport fans, who
are thus gradually economically excluded BENEFITS OF ‘SPORTAINMENT’
from the stadium, and redirected towards In terms of benefits, ‘sportainment’ can
television and Internet platforms.57 On help engage customers, existing and new
the one hand, politicians and celebrities ones, entertain them, develop a bond of
can benefit from a playful tribune to pro- trust and deliver a unique experience.This
mote themselves: for example, since being was exemplified by the rugby club Stade
purchased by a Qatari investment group, Français, whose managers challenged the
which spent heavily on acquiring star play- way rugby was consumed by creating an
ers (Beckham, Buffon, Cavani, Neymar, added-value ‘sportainment’ experience
etc.), the Paris Saint-Germain (PSG) has that triggers memorable souvenirs, poten-
become a magnet for former and current tial repeat purchase and brand loyalty. In an
politicians (E. Macron, N. Sarkozy, M.Vals), era when consumers are expecting to be
including actors and singers (Leonardo constantly stimulated61 and entertained,62
Dicaprio, N. Campbell, Rihanna), who the more a brand involves its consumers
enjoy being seen supporting the PSG in with such innovations, the more these
‘Le Carré’ lounge, looking to feed their customers will feel engaged,63 and the
capital of sympathy.58 On the other hand, stronger the consumer-based brand equity
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should be. And if the team wins, that is In other words, the more value a brand
even better,64 as showcased by the collab- creates for its customers, the more it will
oration between the NHL Vegas Golden potentially get in return (in terms of sales
Knights and Cirque du Soleil. In this vein, and profits, but also in increased customer
the Washington Nationals fans’ rendition lifetime value and higher brand equity).
of ‘Baby Shark’ during the team conquest Therefore, referring back to Schumpeter,
of the 2019 World Series title is a power- innovators not only forge larger markets,
ful example of how fan-actors’ rituals can but also generate value and strengthen
lead to strong team identification, together their competitive advantage (USP) against
with brand community and brand equity. less innovative organisations.70
For sport organisations, ‘sportainment’
is a leverage that allows a brand to retain
its audience and potentially conquer a DRAWBACKS OF ‘SPORTAINMENT’
new one, even reinvent itself along the AND HOW TO MITIGATE THEM
way, as demonstrated by the AFL and its As the entertainment component accounts
three ‘revolutions’. In other words, ‘spor- for a bigger share of sport and becomes
tainment’ allows a brand to generate value, more and more flamboyant, the sporting
as consumer habits change and the sport event slowly becomes a luxury option.
industry is transforming itself within the Truly, the sport product or offering can be
context of economic innovation and busi- less and less financially accessible to fans.
ness cycle, as underscored by Schumpeter.65 This situation relates to the concepts of the
Consequently, brands have the potential to ‘financiarisation’ and ‘vipisation’ of sport.
enlarge their customer base and increase The ‘financiarisation’ translates into the
the customer lifetime value, as was under- desire of an organisation to maximise the
lined earlier.66 This was displayed by the revenues and profits, sometimes to the det-
example of the NBA, which, thanks to riment of the product on the field.71 Sport
its strong brand, can sell its product at team arenas becoming real estate projects
premium prices to consumers, without would fall in line with the concept of
distinction of age, gender, social or geo- ‘financiarisation’; the effects could be miti-
graphical origins; this would apply to gated, as stated earlier, when these stadiums
both NBA’s ‘traditional’ basketball league, are driven by a vision to become points of
as well as to its NBA 2K e-sport league. social convergence for the community and
A strong consumer-based brand equity living environments, which derives from
can therefore feed a strong financial-based a genuine intention to leave a socio-eco-
brand equity and ensure the longevity nomic legacy to the local population.72 As
of the respective brand.67 This is worth for the ‘vipisation’, it was defined previ-
emphasising because, as stated by the ously as taking place when organisations
social exchange theory, parties involved in sell tickets on priority to corporations and
a relationship seek to gain mutual benefits celebrities, often at high prices, rather than
from this particular relationship.68 When a to fans, who are thus progressively eco-
party perceives that he/she has obtained nomically precluded from attending the
benefits from the other, he/she will feel game at the sport venue.73
indebted and will reciprocate in kind. Furthermore, entertainment might
Customers make contributions to their take precedence over sport to the point
relationships based on the benefits from that it becomes a caricature of sport, dis-
their interactions with organisations.69 torting or even diluting the sport brand
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in the process. An example would be ‘sportainment’, associate it with stra-
the Legends Football League (LFL), the tegic branding implications, as well as
women’s version of American football provide managers with some guidelines.
in underwear, which combines a mix of ‘Sportainment’, on the one hand, epit-
voyeurism, a dose of adrenaline and a trace omises a major trend, or process, that is
of sport.74 In sharp contrast, the half-time reshaping the boundaries of the indus-
shows that involve violinist André Rieu in try in the spirit of Schumpeter’s ‘creative
European football stadiums are examples destruction’ theory; on the other hand, it is
of ‘sportainment’ that fits skilfully, even also a potential strategic leverage for sport
organically, into the script of the sport- organisations and stakeholders in order
ing event. Spectators are, here, entertained to spawn an added-value brand experi-
while getting involved, as football fans, ence for fans. In both scenarios, innova-
in the co-creation of both the concert tions play a major role in the expansion of
and choreography unfolding before their ‘sportainment’ and the creation of value.
eyes; fan-actors are being engaged in the Truly, ‘sportainment’ is the art of cre-
spectacle. Thus, to preserve the integrity ating an added-value brand experience
of sport and make ‘sportainment’ coex- for fans, when done right. This means that
ist in harmony with the sporting event, ‘sportainment’ should be approached as a
a balance is needed between the central way to strengthen the identity and posi-
(the game on the field) and the auxiliary tioning of the brand. Sport organisations
features (entertainment)75— all the more should keep in mind the importance of
so since, as outlined in this article, brands building and displaying a strong USP in
should be seen as generators of value.76 order to differentiate themselves from
Consequently, ‘sportainment’ is a means other sport and entertainment options
to create an added-value experience for and, consequently, become more appealing
the fans, by respecting the brand identity to consumers, so the latter decide to spend
and the positioning of the organisation, their discretionary dollar on their brand,
including the unique selling proposition helping the organisation increase the cus-
(USP). In fact, as with any other brand tomer lifetime value. This applies when a
strategy, ‘sportainment’ should arise from sport organisation works in collaboration
the strategic construction of the brand77 with either traditional or non-traditional
and not be considered as an end in itself. stakeholders.
In this instance, the Harlem Globetrotters ‘Sportainment’ cannot and should not
have built their USP around a singular be used as a substitute for the lack of per-
basketball show, where, since 1926, their formance of a sport team, as transpires
technical skills, antics and interactions from this article’s analysis. The product
with the audience have been harmoni- on the field represents the essence of the
ously combined by playing exhibition sport team brand; and if winning is not
games around the world.78,79 sufficient, it is essential.80 On this sub-
ject, installing swings in corporate suites
might amuse fans, but to what extent is
CONCLUSION: CREATING AN this action consistent with the tradition
ADDED-VALUE BRAND EXPERIENCE of a storied hockey franchise, such as the
WITH ‘SPORTAINMENT’ Montreal Canadiens? Or how is trans-
The main objectives of this conceptual forming a hockey arena into a DJ rap
article were to enunciate the notion of house going to make the NHL Ottawa
10 © HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 9, NO. 4, 1–15 AUTUMN/FALL 2020
Richelieu JBS 9.4.indd 10 10/7/20 1:35 PMFrom sport to ‘sportainment’
Senators’ fans forgive the team ownership/ well as by the partnership between the
management for completely dismantling Salesforce enterprise and sport merchan-
the team and the perpetual dysfunction dise brand Fanatics. In this regard, ‘spor-
that surrounds the organisation,81 which tainment’ represents a potential strategic
is now being ridiculed as the ‘professional leverage to help deliver the brand promise
sport’s biggest mess’, not only in North through sport and spectacle but also tech-
America,82 but even in England, where nology. Innovations should aim to pro-
hockey seldom makes the headlines83? It duce value for the different stakeholders
should be underlined that a sport brand is, of the ecosystem, in order to try to do
first and foremost, about sport and what things in a ‘better’ way, adhering here to
occurs on the field; the auxiliary features Schumpeter’s theory of economic inno-
of ‘sportainment’ should enhance, support vation and business cycle88; not solely to
and promote the core product related to provide mere entertainment to amuse the
sport.84 Too much entertainment for the masses and collect fans’ disposable income.
sake of entertainment can dilute or dam- In summary, as illustrated in Figure 2,
age the brand, making the latter lose its four pillars support the creation of an add-
credibility, respect and appeal. Despite ed-value brand experience for fans via
all the challenges the sport industry has ‘sportainment’. These are: (i) ‘sportain-
faced in recent years and the trends that ment’ is a way to strengthen the identity
are impacting sport, being and remain- and positioning of the brand; (ii) ‘spor-
ing authentic can go a long way towards tainment’ is a complement to the on-field
ensuring that ‘sportainment’ fits with product: it cannot and should not be used
what the brand stands for. In this instance, as a substitute for the lack of performance
Conejo and Wooliscroft state that ‘[b]rands of a sport team; (iii) ‘sportainment’ should
are (…) multidimensional constructs (…). transpire authenticity: the sport brand
Brands generate value for direct and indi- must remain true to itself and its market
rect participants, society, and the broader segments and (iv) ‘sportainment’ should
environment, through the exchange of help fans take ownership of the sport
co-created meaning’.85 brand rituals: as mentioned earlier, the
Following up on this point, ‘sportain- more involved fans are, the more they will
ment’ can become powerful when manag- be engaged and, consequently, the more
ers help fans take ownership of the sport loyal they will be to the brand.89
brand rituals, by involving and engaging Future research could delve deeper into
them as fan-actors who participate in dif- the transformation of the sport industry
ferent dimensions of a sport organisation. by resorting to comparative international
Indeed, an emotional value is derived studies. For instance, what are the most
from the co-creation and engagement of successful brand strategies that incorporate
fans, and sport managers need to be more ‘sportainment’? What impact does culture
strategic and systematic in providing fans have on the effectiveness of ‘sportainment’
with opportunities to influence the game in different countries? Also, how can
experience.86 As such, the sport brand ‘sportainment’ help a sport brand inter-
equity as a whole grows stronger, thanks nationalise? In addition, how can celeb-
to a higher brand image, perceived value, rities, such as actors and singers, improve
premium prices, revenues and profits.87 their collaboration with sport in order to
Technology can be very helpful, as exem- benefit from this co-branding association,
plified by the NBA 2K e-sport league, as without alienating their fans and sport
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Richelieu JBS 9.4.indd 11 10/7/20 1:35 PMRichelieu
(i) Strengthen the brand (ii) Complement the
identity and positioning on-field product
(iv) Help fans take
ownership of rituals
(iii) Transpire authenticity by
remaining true to the
brand
Figure 2 The four pillars of an added-value brand experience with ‘sportainment’
supporters altogether? Moreover, how can scene-tribune-sport-plus-conseil/ (accessed
October 2019).
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sport-oriented place branding strategy,90 2019).
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Richelieu JBS 9.4.indd 14 10/7/20 1:35 PMFrom sport to ‘sportainment’
channel integration quality’, Industrial Marketing community. Please see Temming, S. (6 March
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(70) Ibid., ref. 31 above. so loud “everybody heard what was said”’,
(71) Ibid., ref. 28 above. Yahoo Sports Canada, available at: https://news.
(72) Ibid., ref. 29 above. yahoo.com/report-yelling-between-ottawa-
(73) Ibid., ref. 6 above. senators-owner-eugene-melnyk-former-ceo-
(74) Stinson, S. (24 February 2017) ‘Legends jim-little-so-loud-everybody-heard-what-was-
(formerly Lingerie) football league — coming said-215331466.html (accessed March
to Canadian TV — still pretty depressing, 2020).
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at: http://nationalpost.com/sports/legends- mess could only happen to the Senators’, The
formerly-lingerie-football-league-coming-to- New York Post, available at: https://nypost.
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(78) Harlem Globetrotters. (2019) ‘Globetrotters (accessed March 2020).
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harlemglobetrotters.com/ (accessed November (85) Ibid., ref. 76 above.
2019). (86) Erhardt, N., Martin-Rios, C., Chan, E. (2019)
(79) Ibid., ref. 6 above. ‘Value co-creation in sport entertainment
(80) Ibid., ref. 64 above. between internal and external stakeholders’,
(81) Less than two months into his tenure, the newly International Journal of Contemporary Hospitality
appointed CEO of the Senators was reportedly Management,Vol. 31, No. 11, pp. 4192–4210.
fired for disagreeing, albeit forcefully, with the (87) Ibid., ref. 64 above.
owner on the course of actions the club should (88) Ibid., ref. 31 above.
take in order to bring the franchise back to (89) Ibid., ref. 22 above.
respectability and win back the lost trust of the (90) Ibid., ref. 29 above.
© HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 9, NO. 4, 1–15 AUTUMN/FALL 2020 15
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