Manchester United: Brand of Hope and Glory Essay Example

organization's direction and actions.

Every stakeholder holds individual expectations regarding the club and possesses different degrees of influence or interest in the team. Nonetheless, all stakeholders fit into the Power/Interest matrix appropriately. Therefore, it is important to assess each stakeholder individually to determine their appropriate position in either Segment A, C or D based on their level of power and interest in the organization.By considering Manchester United's ethical stance of prioritizing longer-term shareholder interests, stakeholders can be placed within a matrix. The club's reputation, which they actively build, positively impacts their financial standing. Managers, whether on the football pitch or in merchandise stores, may have high power in their respective domains, but within the matrix, they are placed in segment B with low power and high interest related to performance in their particular areas. This interest may stem from promotion and salary. Owners and shareholders are categorized as segment D with high interest and power as they are the primary source of profit for the club. Their decisions hold significant influence in corporate governance. Employees, on the other hand, may have low power and interest in the club's reputation and management. They fall under segment A and could be those who perceive their job as merely a means to pay bills without any real value to the job. If not working for Manchester United, they would work elsewhere.Football players who are employees of an organization have a high power and interest level, which depends on their famous status. For instance, in the case of David Beckham, he is considered a landmark player that almost every football team desires, and he would be placed in segment D.

As a result, he can use his status to his advantage by influencing decisions and other stakeholders to his way. Investors, suppliers, and community groups are also stakeholders in the organization. However, they are seen to be kept informed but have little power or interest in the organization. Investors are mostly interested in knowing if their investment can generate revenue. Suppliers have little power because the team has a high demand from others wanting to supply their needs. Customers and supporters are one of the organization's primary sources of revenue. They are willing to pay unimaginable amounts for season passes to games home/away and memorabilia, illustrating their high interest and power level (segment D). If the organization makes any change that customers or supporters do not support, it is not considered a positive alteration. Partners and sponsors are interested in being updated on the organization's progress and financial status as they are linked to the reputation of the team.

Manchester United has various partners and sponsors such as Avoidance, Nikkei, Budweiser, Air Asia, Audio, and GIG who are associated with the team for marketing and financial purposes. These stakeholders have considerable power and interest in the team's success as they aim to promote their products globally through the team. However, if the team faces a downfall, these stakeholders may withdraw their support and choose another team to promote. This gives them significant influence over the team’s decisions (Segment D).

The media is an essential stakeholder that needs to be informed about the team's performance even though their reports may be biased at times. Keeping the media satisfied and informed is crucial to keep all stakeholders

updated (Segment D).

Considering all key stakeholders, it is important for Manchester United to keep them informed and satisfied with the team's ethical stance. Each stakeholder has their power and interest in using it, which Manchester United needs to acknowledge. In the past, the team assumed they could win games and not worry about finance, leading them almost to bankruptcy.

The love for the game itself was evident from the start, with a clear lack of focus on financial gain. As Brian Oliver noted in an online newspaper article, pre-1990's football was purely about the game, the fans, and strong relationships between them. This suggests that the team was more interested in entertaining and enjoying themselves than accumulating wealth. Despite setbacks such as the Munich plane crash, the team's dedication to the game remained unwavering. Through the Design, Experience, and Ideas lenses of the Strategy Lenses theory, it is evident that ideas and design were the most important aspects for the team at this time. They even became an independent team and created their own kit colors which were later modified. The culture web of Manchester United focuses on the taken-for-granted assumptions and physical aspects of their organization, with emphasis on the inner two layers. However, by 1990, the entire culture of Manchester United shifted towards financial gain, with football clubs being viewed more as marketing brands than teams, according to a spokesperson from Real Madrid.The focus of football teams has shifted from on-field performance to merchandise sales, with Manchester United setting an example by building a global reputation through players like David Beckham to create a brand. However, fewer players from local communities were recruited

over time and the team now consists mainly of non-English players. The team's marketing now emphasizes a national identity, which distances it from its roots and local community. The culture of football has become more business-oriented, causing big clubs to overlook the development of local schools and junior football teams as the next generation of players. The symbol of Manchester United is its recognizable kit and logo, which can be purchased globally. The power structure has changed with stakeholders becoming more influential, falling into the Matrix in section D. They shape the organization's operations and reputation.Manchester United has a typical hierarchy organizational structure with a formal chain of command. The Rhea control systems in the club are centered around finance and operate via a report governance structure, monitored by several agents. This ensures that each stakeholder receives accurate information about shares, profits, and expenditures. Prior to 1990, the club's focus was on players and the game, creating a family-oriented sport atmosphere. However, after 1990, generating revenue and building a reputation became the key goals. The case study illustrates this through rising financial figures and share prices. Manchester United's future plans involve embracing new technologies, such as the internet and mobile phones. The team has diversified its services by launching its own satellite channel (MUTE), producing a premiere movie, establishing banking facilities, introducing sports and leisure facilities, launching a clothing brand, opening a cafe©, allowing weddings on their Old Tradeoff grounds, and launching an official website. Outside of the case study, Manchester United's future looks promising with player transfers and expansion into new markets.