2. MARCO TEÓRICO Y CONCEPTUAL
3.6. Proceso de selección de criterios cualitativos para la evaluación de
3.6.1. Criterios cualitativos seleccionados para la propuesta . 104
This research represents a first step to exploring the applicability of double jeopardy in professional sport, and as such a number of limitations should be noted. First, the
exploratory nature of the research resulted in a narrow focus in terms of our conceptualisation of loyalty. The current research was focused on attitudinal loyalty and did not consider
behavioural loyalty. More robust tests of double jeopardy, which account for both attitudinal and behavioural components of loyalty, should be conducted given that loyalty is said to be comprised of attitudinal and behavioural dimensions (Day, 1969; Dick & Basu, 1994; Jacoby
& Chestnut, 1978; Li, 2010; Oliver, 1999; Yang et al., 2005). Capitalising on this
multidimensional approach, future research should also implement a longitudinal research design where respondent behaviour can be tracked over a number of time periods, so that loyalty as a function of repeat buying can be better assessed. Future sport brand double jeopardy investigations should also strive to assess the frequency that high market share fans
consume small market share team matches and vice versa, to further evaluate the effect of market share on loyalty and brand choice. It is possible that the switching tendencies of high market share team and small market share team fans differ in this regard. Whilst complete switching is rare in the sport context, what is of more interest is not absolute loyalty, but relative loyalty – whether fans of low market share sport teams consume more high market share team games than vice versa.
Second, although brand associations have been used previously to represent loyalty metrics (Filo et al., 2008; Gladden & Funk, 2001; Romaniuk, 2012) and we utilised
previously verified sport team brand associations, we accept they are a narrow representation of the attributes and benefits consumers may link to teams. Considering the exploratory nature of this research, using a narrow but established set of brand associations linked to sport teams was deemed an acceptable starting point. To increase the generalisability of our
exploratory findings, future research should investigate a broader range of associations, and measure these associations with multiple items in order to increase instrument validity and reliability.
Third, the current study was contextually confined to one specific region within the Australian sports marketplace and explored two professional sport codes scarcely popular outside of Australia. We also combined a number of NRL teams to form our high market share sample which was compared against only one AFL team. In this case, these perimeters were necessary in order to broadly and correctly identify high market share and small market share teams and to achieve a suitable sample size. However, these factors mean the results reported in this study may not necessarily extrapolate to the entire sport marketplace.
Future studies should transcend multiple sports, skill levels and national boundaries to inform the generalisability of the double jeopardy law, and the applicability to the sport context. To extend this study’s findings future research should also examine double jeopardy
across diverse sport consumer profiles, utilising theoretically sound sport spectator segmentation tools (e.g., Doyle, Kunkel & Funk, in press). Additionally, researchers may wish to explore single-sport single-market settings (e.g., L.A Lakers and L.A Clippers both play professional basketball in Los Angeles, Getafe and Real Madrid both play football in Madrid) as this approach would provide a control for possible cross-code influences not accounted for in this study. Finally, researchers could explore the role of competition or rivalry in fostering sport team loyalty and how the existence of rivalries may impact sport brand double jeopardy. Given the high saturation of NRL teams in Sydney, it is possible that NRL teams were able to utilise developed rivalries in ways which strengthened fan loyalty, an opportunity the AFL may not have been able to capitalise upon.
7. Conclusion
In summary, this paper has been the first to explore sport brand double jeopardy.
Given current results and that double jeopardy has been observed across an array of consumer product and service consumption categories, sport management academics are urged to consider the theory in future research. Future research attempts into the area are encouraged and are likely to contribute to knowledge surrounding the widespread effects of this
marketing law. Based on the exploratory results of the current study, future research is positioned to extend knowledge related to sport teams and their consumers by informing sport management academics and brand managers as to the effect of market share on sport fan loyalty. In conclusion, sport brands do not appear immune to the effects of double jeopardy with high market share brand teams evaluated in this study benefitting from increased instances of attitudinal loyalty relative to their small market share brand counterparts.
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Table 1
Summary of ANOVA: Mean Scores and Standard Deviations reported for Attitudinal Loyalty and Brand Associations
NRL fans (N=627)
AFL fans (N=167)
Construct M SD M SD F (1,792)
Attitudinal Loyalty 5.86 (1.00) 5.33 (1.07) 32.72**
Success 6.08 (1.00) 5.63 (1.13) 25.64**
Star Player 5.64 (1.20) 5.25 (1.12) 14.24**
Logo 5.89 (1.09) 5.45 (1.15) 21.27**
Tradition 5.99 (1.08) 5.28 (1.13) 56.76**
Nostalgia 5.87 (1.15) 5.18 (1.12) 47.81**
Pride in Place 4.74 (1.29) 3.76 (1.60) 68.83**
Fan Identification 4.97 (1.41) 4.46 (1.37) 17.08**
Peer Group Acceptance 2.58 (1.52) 3.26 (1.48) 26.26**
Escape 4.65 (1.51) 4.37 (1.53) 4.73*
Head Coach 5.41 (1.18) 5.57 (1.05) 2.25
Product Delivery 5.76 (1.01) 5.66 (0.99) 1.22
Management 5.08 (1.16) 5.15 (1.02) 0.57
Stadium 5.20 (1.28) 5.18 (1.14) 0.02
Notes. M = mean; SD = standard deviation; F = F Value and degrees of freedom.
** p < .001
* p < .05
Table 2
Summary of Multiple Linear Regression Analysis for Brand Associations predicting Attitudinal Loyalty for NRL team fans (N=627)
Item B SE B β t R R²
.76 .57
Nostalgia .32 .04 .35 8.74**
Success .27 .04 .22 6.55**
Product Delivery .11 .04 .18 2.64*
Fan Identification .10 .03 .13 3.39**
Peer Group Acceptance -.09 .02 -.12 -4.42**
Logo .09 .04 .09 2.36*
Stadium -.06 .03 -.08 -2.28*
Management -.07 .04 -.08 -1.97*
Star Player .03 .03 .03 .88
Tradition -.01 .04 -.01 -.11
Pride in Place .04 .03 .05 1.45
Escape .03 .03 .04 1.13
Head Coach .06 .04 .07 1.69
Notes. β = standardised beta; t = t-value; R2 = Adjusted R square.
** p < .001
* p < .05
Table 3
Summary of Multiple Linear Regression Analysis for Brand Associations predicting Attitudinal Loyalty for AFL team fans (N=167)
Item B SE B β t R R²
.79 .59
Nostalgia .28 .06 .31 4.58**
Success .23 .07 .26 3.52**
Product Delivery .18 .08 .18 2.17*
Fan Identification .08 .05 .12 1.58
Peer Group Acceptance -.09 .04 -.14 -2.53*
Logo .16 .06 .19 2.60*
Stadium .01 .06 .01 .07
Management -.10 .07 -.10 -1.40
Star Player -.05 .06 -.06 -.80
Tradition -.09 .07 -.10 -1.30
Pride in Place -.01 .04 -.01 -.23
Escape .06 .05 .09 1.34
Head Coach .13 .08 .14 1.63
Notes. β = standardised beta; t = t-value; R2 = Adjusted R square.
** p < .001
* p < .05
Appendix Survey Items
Items Used Source
Attitudinal Loyalty
I am committed to [Team name].
I intend to keep supporting [Team name].
My preference for supporting [Team name] would not willingly change.
Even if my close friends recommended following another team, I would not stop following [Team name].
It would be difficult to change my beliefs about [Team name].
Chaudhuri &
It is important that [Team name] team genuinely competes for the premiership.
[Team name] has star players that I like to watch.
The head coach of [Team name] does a good job.
The management of [Team name] makes wise player personnel decisions.
I like the [Team name] logo.
[Team name]’s games are exciting [Team name] has a rich history.
I have fond memories of following [Team name].
[Team name] helps elevate the image of its community.
Following [Team name] provides a temporary escape from life's problems.
When someone praises [Team name], it feels like a compliment.
I follow [Team name] because my friends like the same team.
[Team name]’s stadium has character.
Gladden & Funk, 2002.
Repeat Purchasing Rate
100%
0%
0%
Market Share
100%
Change-of-pace brands Super-loyalty brands
Niche brands
DJ brands
Figure 1. The Double Jeopardy brand line and exceptions. Adapted from “Do customer loyalty programs really work?” by G. Dowling and M. Uncles, 1997, Sloan Management Review, 38, p.
75. Copyright 1997 from MIT Sloan Management Review/Massachusetts Institute of Technology.
Adapted with permission.