Manchester United

Topics: Manchester United F.C., Malcolm Glazer, Manchester United Supporters' Trust Pages: 3 (806 words) Published: September 5, 2010
Case Study 1:
Manchester United -
a whole new ball game

Q1: Using Exhibit 4.8 identify the main conflicts of expectation for the organisation today As today Manchester United is not only a football club anymore but a listed company, there are a main conflicts of expectation as in other comparable enterprise as well. The biggest conflict is in my point of view to deal with the big gap between the supporters which loves the club and the game and those, who are interested in the brand Manchester United and in making money. Manchester became that famous like it is today and got that many supporters basically because of their unique history. Football is dependent to its fans. Without them it would not be that special and interesting for the public. But today the company Manchester United is selling their brand but at the same time they are destroying their roots. For example by selling the right to name the stadium (Old trafford is an essential part of Manchesters’ history) or by increasing the ticket prices by 54 per cent. It will be tough to combine the past and the present Manchester but it will be necessary to be successful – in the sport field as well as in merchandise and business activities. Q2: Identify the main stakeholder groups involved in the takeover and using Exhibit 4.9 map their power and level of interest The main stakeholders can be split of into four groups regarding their level of interest and power. First of all there are the “Key Players”. These stakeholders have a high level of interest as well as high power. This group includes the Glazor because of his financial power and financial and strategic abilities, the supporters because they make football that unique furthermore they can be seen as customers, the press, which has a big influence on the reputation of the Club and, of course the team and the coach which are responsible for the success of the (sporting) success. The second stakeholder group is very powerful but has a low level...
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