Dissertation

IS DOING GOOD,
GOOD FOR
BUSINESS?
An investigationintothe use of CSRwithinthe UK
football industryandthe subsequentinstrumentalist
benefitsitbringstothese organisations
ABSTRACT
Football clubsare increasinglyconcernedwith
resultsoff the pitchas well asonit. Thispaper
assessesthe role of CSRwithinUKfootball andits
effectonoff-fieldperformance.ItisarguedthatUK
football clubsillustrate “corporate
instrumentalism”,acknowledgingCSRasa way to
create value,usingstakeholderstosatisfy
shareholders.
Tom Harris
EC383: BusinessEthics&Corporate Social
Responsibility
Word Count:6,547

1
Statement of originality
I declare thatthispapercontainsa literature review andoriginal researchworkbythe submitterasa
part fulfilmentof the BScBusinessManagementwithEconomicscourse.
All informationinthisdocumenthasbeenobtainedandpresentedinaccordance withBrighton
BusinessSchool’sacademicrulesandconduct.Asrequiredbysaidrules,all wordingorideasthat
have beenascertainedthroughanothersource are citedcorrectly.

2
Acknowledgements
I would firstlike tothankbothof myparentsfor lettingme live athome forthe final yearof my
course and partiallyfundingme forthe firsttwo.In particularmyMother whohas providedall I
couldeverneedincluding anarray of cleaningproductsformy studenthouse whichwasattimes
hazardousto my health.
In additiontothis,I wouldlike tothankmy longtermgirlfriendAlice who,byinstillinganew found
workethicand providingme withendlesscupsof teaislargelyresponsibleforthe successof my
degree.

3
Abstract
Sportsorganisationssuchasfootball clubsare economic institutionswovenintosocietyandare now
usingthisunique position,harnessingthe passionforfootball –the world’smostpopularsport - to
deliverwidespreadsocial andenvironmentalbenefits. Howeverwithfootballclubsincreasingly
concernedabout resultsoff the pitchaswell ason it,the conceptof CSR is beingused asa strategy
to create value,usingstakeholderstosatisfyshareholders.

4
Contents Page
List of Figures 5
List of Appendices 6
Introduction 8
Aims and Objectives 9
Literature Review 10
DefiningCSR 10
Contemporaryuse of CSR 12
CSR inFootball 13
Benefitsof CSRtoFootball Clubs 16
Research Design 19
Purpose 19
Hypotheses 20
Procedure 21
Method 21
Data Collection 21
Questionnaire Design 22
Sampling 22
Limitations 24
Results 25
Hypothesis1 25
Hypothesis2 28
Hypothesis3 30
Hypothesis4 32
Conclusion 34
References 35
Appendices 42

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List of Figures Page
Figure 1: The Pyramidof Corporate Social Responsibility(Carroll,1991) 10
Figure 2: Table to showbreakdownof responsesto‘The Club’question1 25
Figure 5: A chart to showthe mean responsestoclubfollowingstatements 26
Figure 6: Table to showbreakdownof responsesto‘The Matches’question1 28
Figure 7: Chart to showthe breakdownof responsesto‘The Matches’question2 28
Figure 8: Table to showbreakdownof responsesto‘The Merchandise’question1 30
Figure 9: Table to showbreakdownof responsesto‘The Merchandise’ 30
questions2and 3
Figure 10: A chart to showthe meanresponsestoclubmerchandise statements 31
Figure 11: A chart to showthe meanresponse topricingstatements 32
Figure 12: A chart to showthe amountextrarespondentsare willingto 33
payfor match tickets
Figure 13: A chart to showthe amountextrarespondentsare willingto 33
pay forclub merchandise

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List of Appendices Page
Appendix 1:Numberof CSRprogrammesinthe PremierLeague 41
duringthe 2010-11 season
(Jenkins&James,2013)
Appendix 2:Outline of the varioustypesof CSRinthe UK football league 42
(Jenkins&James,2013)
Appendix 3:Pre-Tax ProfitMargin(%),PremierLeague 1996-2010 42
(Deloitte,2010)
Appendix 4:Breakdownof PremierLeague TV rightsdeal announcedin2015 43
(PremierLeague,2015)
Appendix 5:Rise of PremierLeague TV income 43
(BBC News,2015)
Appendix 6:Listof factors affectingbrandequity –1-5 (5=highlyimportant) 44
(Blumrodtetal.2013)
Appendix 7:Attendance growthforPremierLeague clubs1992 – 2010 45
(Parliament,2011)
Appendix 8:Ticketprice increasesinthe PremierLeague 45
(Shergold,2014)
Appendix 9:Comparisonof ticketprices(£) across‘top5’ Europeanleagues 46
2008-09 basedondata in Deloitte (2010)
Appendix 10:PremierLeague Kickscampaignvideo 46
(BBC,2015)
Appendix 11:InstitutionalisingCSR:Corporate,stakeholderand 47
CSR cultural changes
(Kolyperasetal.2015)
Appendix 12:Examplesof summatedratingscales 47
(Robson,2002)

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Appendix 13:Stagesthat mustoccur to make a questionvalidandreliable 48
(Foddy,1994)
Appendix 14:Comparisonof approachestosurveydatacollection 49
(Robson,2002)
Appendix 15:A copyof the questionnaire usedtogatherresearchdata 50

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Introduction
Corporate social responsibility(CSR)has now become afundamental aspectof all industriesacross
the world.“Keystakeholderssuchasconsumers,employeesandinvestorsare increasinglylikelyto
take action toreward goodcorporate citizensandpunishbadones”(Bhattacharya& Sen,2010)
meaningCSRhas become anintegral partof organisational decisionmaking.
CSR’sgrowth in the private sectorisreflectedbythe increase inCSRactivitywithinthe UKfootball
industry.Globally,football isuniquelypositioned,asocial phenomenonthatcanunite and divide
communities.Footballclubsare nowharnessingthispassiontopositivelyimpacttheircommunities
bothsociallyandenvironmentallyincludinghealthandwellbeingpromotion,self-esteem
improvementsandsocial unity(Smith,2009).
The global economicdownturn,saturatedEuropeanfootball marketsandincreasingcostsmeant
football clubswere accruingtoxiclevelsof debt.The desireforgloryand on-fieldsuccessmeanta
blindeye wasoftenturnedtothe balance sheetsandsubsequentlyfootballs governingbodiessuch
as UEFA had to stepin witha plan.This planwascalled‘Financial FairPlay’.
Thismeantfootball clubswere notjustpreoccupiedwithresultsandtherefore competing onandoff
it (Shillburyetal,2003). To fuel theirsuccessfootball clubsneedtopossesshighcalibre players
whichcost millions.Therefore clubsbecamemore marketorientated,adoptingsophisticated
managementtechniquesandbeganto strategicallymanage theirbrandattractingglobal support
(Gladden&Funk,2002).
ThispaperdiscusseswhatEnglishfootballclubsdointermsof CSR, offeringinsightintowhythey
may doit and whatbenefitstheyare able toreceive fromitsadoption.The paperthengoesonto
presentresearchconductedbythe author usingSouthampton FCas a caste study.

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Aims & Objectives
Aim:
To investigate the currentpractice of corporate social responsibility withinthe UKfootball industry
and itssubsequentbenefitstothese organisationsthroughaliterature review andprimaryresearch
wherebyCSRisdefinedasethical orphilanthropicactions(Carroll,1991).
Objectives:
To analyse the contemporaryuse of CSRas a strategy througha literature review
To synthesise the varietyof CSRschemes implementedby the UKfootball industry
To outline waysthe adoptionof CSRstrategiesmaybe beneficial toUKfootball clubs
To undertake primaryresearchinvestigatingwhetherCSRpracticescan benefitfootball clubs,using
selectedtheoriesfromthe literature review andacase study

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Literature Review
Defining CSR
AdamSmith (1759) arguedthat, inthe pursuitof profit, businessownerswillultimatelyproduce the
greatestsocial gooddue to the ‘invisible hand’of the marketplace. Thisview haspersistedand
evolvedsince,justconsiderCadbury’satBournville.However,the large anddifferingnumberof
definitionsof CSRavailablereflectthatthere isstill muchambiguitysurroundingit tothisday
(Dahlsrud,2008).
Carroll (1979) suggeststhatthe debate begunwhenFriedman(1970) arguedthat the conceptof CSR
isthe “antithesisof capitalistbehaviour”and “fundamentallysubversive”equatingitwithsocialist
principles(Easterbrook&Fischel,1991) stating:“There is onlyone responsibilityof business –to use
itsresourcesandengage inactivitiesdesignedto increase itsprofits”.
Friedman’sarguments formedthe basisof Carroll’sversionof CSRas itattemptedtoaddressthe full
range of a corporation’sobligations.The Pyramidof Corporate Social Responsibility(Carroll,1991) is
perhapsthe mostrecognisable definitionand illustrateshow profitabilityandupholdingthe law
shouldbe at the core of an organisations operations,forexample;organisationsstrugglingtomake a
profitshouldnotfocuson CSRactivities (Godfrey,2009).Before goingonto show how managers
have an obligationtoconformtoethical normswithinthe businessenvironmentevenif theyare not
writteninlawas well ascontribute tothe widersociety:
Figure 1: The Pyramid of Corporate Social Responsibility (Carroll, 1991)

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The definitionsof Placeneti etal.(2000) and McWilliams&Siegel (2001) furtherreflect the voluntary
nature of CSRspecifically inregardstoanorganisations‘ethical’and‘philanthropic’responsibilities
inCarroll’s(1991) words, bystating:“CSR isthe voluntaryassumptionbycompaniesof
responsibilitiesbeyondpurelyeconomicandlegal responsibilities” and“actionsthatappear to
furthersome social good,beyondthe interestsof the ﬁrmand thatwhichis requiredbylaw”whilst
positioningbusinesses ororganisations withinalargersociety(Breithbarth&Harris,2008).
Therefore,forthe purpose of thisreport,CSRactivity will be regardedasactionundertakenbyan
organisationthatisconsidered‘ethical’or‘philanthropic’inaccordance withCarroll’s(1991)
framework.

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Contemporary use of CSR
Many academicsquestionwhetherCSRpractices are merelyaPR opportunity,usedtobuild
reputational capital ormanage risk(Fombrunetal,2000) by buildinga “reservoirof goodwill”
(Mahon& Wartick,2003) throughthe use of “greenwashing”(Jahdi&Acikdilli,2009) and are
therefore scepticalasto whetherornota businessistrulyethical orphilanthropic.A large number
of CSRcampaignsundertakenbyorganisationshave beenreparative innature asopposedto
addressingsocial concern (Benn,Todd&Pendleton,2010).This isexemplifiedbyApple,who have
regularlypublicisedtheircommitmentstoimprovingworkingconditions (Apple,2015) as a response
to 14 suicidesin2010 (Moore,2012) and by BP whopledgedtoincrease theirenvironmental
commitments following anoil spill inthe Gulf of Mexico(Moskowitz,2015).Neitherorganisation
committedtothese issuesbefore the incidentsleadingtoa large numberof commentatorsarguing
these were initialised toheal theirdamagedreputations. Schiefelbein (2012) categorisesthistype of
CSR communicationstrategyasreactive,withthe alternateformproactive.
Consumersshare the scepticismsurroundingCSRpracticesthatare perceivedasunauthentic and
are unwillingtooverlookthese pseudo-philanthropicactions beforepurchasing(Bhattacharya&
Sen,2004). Ellenetal.(2006) foundthat itis likelytonegativelyaffect consumerspendingif an
organisationsactionsare perceivedasself-servingcitingoutrage,distrustand hypocrisy whichoften
leadto consumerboycottsandbrand value reduction(Skarmeas&Leonidou,2013; Mohr & Webb,
2001). Consumersnowplace greaterimportance upon ethical business(Carroll &Shabana,2010;
Strong,1996) andexpectcompaniestomake concrete contributionstosociety(Gurau& Ranchold,
2005).
The growingconceptof businessethicsisreflectedbyresearchthatindicatesapositivecorrelation
betweenCSRpracticesandperception,purchaseintentandloyalty(Mohr& Webb,2005; Creyer&
Ross,1997; Roe et al,2001) as well asfinancial performance (Margolis&Walsh,2003) whichhas
meantthe focusof CSR has movedbeyondtraditional philanthropyto astrategicone,leadingto
firmsincreasinglyconsideringCSRto be a facetof theirculture anddecisionmaking(Hamil &
Morrow, 2009; Zadeck,2004). From1950 to 2000, there wasan increase of 400% in CSRactivity
(Godfrey,2009) but somewhatsurprisinglyCSRhashadan insignificantrole inthe sportsindustry
until recently(Kott,2005).

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CSR in Football
Football isa significantsocial institution asithas become imbuedwithvaluesandisseenasa fixture
of social life (Giulianotti,2005; Selznick,1996). Sportorganisationssuchasfootball clubsare “woven
intosociety”(Smith&Westerbeek,2007). Due to itsimportance,the football industryishugely
impactingonthe societyof whichitis part – botheconomicallyandsocially.
Accordingto the CreatingChancesreport (2013) there are 843 active projectsinthe PremierLeague
alone,whichisoverdouble the amountof CSRinitiativesthere werein2010-11 season(418; Jenkins
& James,2013) [Appendix1] andthere are hundredsmore throughthe football league pyramid.
The variousschemesare aimedtodeliveranarray of social outcomesbutare mostlyfocusedaround
three areas:improvedhealth(Myersetal.2004); improvededucationortraining(Lambourne,2006)
and social inclusion(Jarvie,2003). Football clubsimplementthesethroughcollaborationwith local
councils,the Governmentandcharitiesastheydidwiththe ‘Football inthe Community’and‘Playing
for Success’ initiatives;withtheirplayingstaff –DidierDrogbaand Chelsearaised£1,000,000 for a
football foundationinitiative(Williamson,2009); withfootball’sgoverningbodiessuchasFIFA who
mainlyfocusoncrime and social inclusionthroughschemessuchas“Say NoTo Racism” and in
partnershipwithcommercial enterprises,forexample,Barclaysregularlyworkswiththe Premier
League clubsitsponsors(Kolyperasetal,2015). An outline of the differenttypesof CSRpresent
withinthe UKfootball league canbe seeninappendix 2.
Criticsremaincynical aboutCSR campaignscitingitsreparative nature (Benn,Todd&Pendleton,
2010). It is arguedCSR representsanapologyfortheirnegativeexternalitiesora ‘palliative offered
by corporationtocounteracttheirsocial harms’(Himmelstein,1997). Forexample;in2009, Chelsea
footballerDidierDrogbapledgedtobuildfive hospitalsinhisnative Cote D’Ivoire havingpreviously
beenlabelled“the uglyface of Englishfootball”(Williamson,2009).Godfrey(2009) goesonto say
CSR can be viewedasbloodmoneytoatone forpast sins.Inthisrespectsportprovidesan
interestingparadox;athletesandclubsare reveredlocally,nationallyandsometimesgloballyfor
theirexploits,whilstbeingwidelyrecognisedasbeneficialtosociety, forexample;MesutÖzil
donated£350,000 in winningsfromhisrecentWorldCup2014 campaignin Brazil where Germany
triumphed.Throughoutthe tournamenthe andthe teamwere laudedfor theiroff-field
contributionstothe Braziliancommunityaswell astheiron-fieldsuccess.(Fishwick,2014)
Conversely,sportsmenandwomenare deridedforconsumingperformance-enhancingsubstances –
see:Lance Armstrong(Botelho&Levs,2013), colluding withotherstofix events(Harris,2014),
involvementincriminal activities(BBC,2012; Cockroft,2015) or being generalisedas ‘outof touch’
or ‘disconnected’withnormal society (Levermore &Moore,2015). However,the negativityisnot
limitedtothe individual actionsof athletes,businessscandalsandunethical behaviourbylarger
brands,particularlyfootball clubsiswell documented(Ballinger,1992; Blumrodtetal,2012; Jessel &
Mendelewitsch,2007).
Otheracademicsare staunch supportersof CSR throughsport statingthat itallowsentitiesto
“reflectaconcern forsocial issuesandleverage theirfavouredinstitutional statusinhelpingresolve
problemsandalleviate humansuffering”(Wood&Logsdon,2002) as well as reconnectingthemwith
the societymanybelievetheyhave becomedetachedfrom. Inthe wordsof Panton(2012) CSR
presentsopportunitieswherebysportsorganisations“canmake good on the social contract withthe
local community”.

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CSR initiativescertainlyhave dual purposes.A growingnumberof shareholdersare beginningto
accept that such activities canimprove corporate performance(Porter&Kramer,2006) and reap
long-runrewards(Lee,2008) evenif these benefitsare difficulttomeasure (Burke &Logsdon,1996).
Regardlessof theirmotivations,be theyaltruisticorcorporate pragmatism,football clubs have “no
choice”whenitcomesto CSR (Babiak& Wolfe,2012).
The linkbetween corporate financial performanceandCSRis highlyrelevantinregardstoEnglish
football,where 57insolvenciestookplace within the professionaltiers between1992 and 2010
(Deloitte,2010), whilstaggregate netdebtreached£1billion forthe firsttime in 2013 for
Championshipclubs (Deloitte,2014).In 2009 thisfigure stoodat £3.3billionforPremierLeague clubs
(Deloitte,2011). Appendix3clearlyillustratestheirperpetualloss-makingand thisclearlyrelates
back to Carroll’s Pyramid(1991) andfurtheraback to Friedman(1971) whostate that organisations
shouldconcentrate on conductingsustainable businessand‘be profitable’ratherthan allocating
resourcesintoCSRwhichcouldbe betterusedelsewhere.
However,Panton(2012) states“The underlyingassumptionmustbe thata football clubisan
organisationthathasrelationshipswith,andobligationstowards,itscommunityandthatthese
obligations cansometimesconflictwitha club’scommercial objectives.”
It can be arguedthatsome football clubs – particularly those withsuperrichownerslike Chelsea
(RomanAbramovich) andManchesterCity(Sheikh-al-Mansour) - operate asnot-for-profit
organisations(Deloitte,2013) and have beguna ‘paradigmshift’ byinvertingCarroll’sPyramid
(1991) by puttingphilanthropytothe communityat the base of theirorganisation (Panton,2012).
Definingtheircommunityhasbecome more complex forfootballclubs.Formanyclubstheir
supporterscome fromall overthe UK andtheyhave a large followingacrossthe world(Jenkins&
James,2013).
Bale (2000) distinguishesbetweenthe smallercommunityinwhichaclubissitedconsistingof the
people andbusinessesneighbouringthe stadiumandthe widerurbancommunity.Footballis
describedasa ‘representationalsport’byBlumrodtetal.(2012) whoclaimthe rarity of clubsto
relocate leadstoa sense of presence andallowsfootball clubstorepresentgeographical areas
(Guilianotti,1999) andis perhapsthe reasoningbehindBale’s(2000) purely geographical definition
of community. Morrow(1999) takesa more holisticapproachtothe view of football communities,
arguingthat theyare made up of twodimensionsthat overlap.The firstisthe clubsupporters whilst
the secondispeople affecteddirectlyorindirectlybythe activitiesof the club encompassing
geographical,social andreligiousgroupswhichare regularlychanginginaccordance withthe areas
cultural mix.
Sportsorganisationshave nowrealisedthe uniquepositiontheypossess of beingfarmore
integratedwithcommunities thanothertypesof businesses(Smith&Westerbeek,2007) allowing
themto deliverwidespreadCSRbenefits(Godfrey,2009) andpromote a communitarianphilosophy
(Jarvie,2003).
Contraryto Bale (2000), the CSR initiativesof footballclubsare notlimitedtothe local community
surroundingthe clubbase or stadium.Davies(2002) arguesthe case for the involvementof sports
clubsto tackle global issuesincludinghealth,peaceanddevelopmentwhilst Smith&Westerbeek
(2007) agree statingfootball isthe mosteffective vehicle forpositive social change andshouldtake
on a greaterrole at effectingthatchange.

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There isa growingacceptance - especiallyinthe more popularclubs - that theirCSRpracticesshould
have a widerscope.Asa resultof this, changesare beingimplementedthrough new programmes
withgreatergeographical range suchas ChelseaFCfundingthe buildingof hospitalsinAfrica
(Williamson,2009) and Liverpool FCensuringsustainableschemesare inplace as a legacyof their
pre-seasontours inNorthAmerica(DailyMail,2014) whichisreplicatedbymany toplevel clubs.
There isalso increasingaction throughglobal initiativessuchasthe Rightto Play(2009) campaign
whichisa humanitarianorganisationthatusessporttoimprove health,developlife skillsandfoster
peace indisadvantagedareasacross the worldusingthe supportof international teams andtop
athletes,forexample;in2004, the Braziliannational teamwenttoplayin Haiti in an attemptto
promote unityina countrythat had beenthrownintopolitical upheaval.
In additiontothis,majorfootball eventsare beingusedasa meanstodeliverpositive socialchange
inthe vulnerablecommunitiestheyare set(Cappato&Pennazio,2006).The 2010 FIFA WorldCup in
SouthAfricawas usedtopromote peace and social inclusionthroughoutthe continentthrough
projectslike “One Goal”and“Football forHope”.
Babiak& Wolfe (2006) claimtheiradvantageslie inthe vastmediaexposure of the events,teams
and individuals.Thisisreflectedby the new PremierLeague deal fortelevisionrights whichwillsee
mediaoutletspay£5.14billiontoshow168 games per season (BBC,2015; Appendix 4/5) maintaining
it as the mostwatchedleague inthe world(Jenkins&James,2013). Smith& Westerbeek(2007) cite
several factorsunique tosportwhichallow ittobe sopowerful:itsvast communicationpower;
positive healthimpacts;sustainabilityawareness;social nitration;youthappeal;cultural integration
and inclusion, andimmediategratificationbenefits.
Headlee (2006, as citedbyBabiak& Wolfe 2006) statesadvantagessuchas these presentsporting
organisationsopportunitiestoinspiresocietyinareasof education,environmental concern,health
and exercise andcultural enrichmentandimprovingsocial inclusionandself-esteem(Smith, 2009).

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Benefits of CSR to Football Clubs
As well asprovidingwidespreadbenefitsacrosstheircommunities,CSRstrategiescanbe hugely
impactinguponthe organisationsundertakingthem.Hamil etal.(2009) argue that such practices
can “add real benefitstothe overall businessstrategiesof sportsorganisations”andare therefore
becomingincreasinglyinvestigatedby“leadingstakeholdersinEuropeanfootball”.
Donaldson&Preston(1995) dividedthe motivesof anorganisationintotwo:normativemotives
whichis‘pure’altruism,benefittingthe recipientonlyand demonstratingasocial conscience (Hamil,
2009) andinstrumental motives,wherebyCSRisutilisedinawayto developacompetitive
advantage forthe business.Forthe purpose of thisreport,we will be assessingthe instrumental
motives,identifyinghowCSRinitiativesmaypotentiallyaidorganisational performance of football
clubs.
Breibarth& Harris (2008) argue that inthe football businessCSRcreatesadditional value for
shareholderswhilstBrownetal.(2006) outlinesarange of meansthat can obtainit.
Firstly,asit hasbeenalludedto,CSRinitiativescanbe usedtoaffect brandequity – eithertorepair
it or to enhance it. Brandequityderivesfromloyalty,recognitionandqualitybut the brandimage is
the most important(Chen,2001) thisisdefinedas how consumersperceive the organisationand
whattheyassociate itwith(Keller,1993).In France,professional sportisassociatedwith ‘money’
and ‘doping’(CSA,2007 as citedby Blumrodtetal.2012). A positive brandimage canleadto
competitiveadvantages(Rioetal.2001).
Originally,performancesandresultsonthe pitchdictatedthe financial success throughprize money
and the share of televisionmoney aswell asbranding tomaintain theirhome grownsupport.
However, footballhasdevelopedintoatrulyglobal sport,whilstEnglishclubsreceive ubiquitous
support.Thismeanssmall andmediumsizedorganisationssuchasChelsea,whoonlyemploy160
people, receive adisproportionateamountof mediaexposure andglobal visibility(Blumrodtetal,
2012) andso, clubsare nowlookingforalternativerevenue streamsandare investigatingmarkets
throughoutthe world (SÖdermanetal.2010).
Blumrodtetal. (2012) indicatesthatthe social engagementof clubs,particularlyinitsregion,isan
importantoff-fieldfactorinbrandequity[Appendix6] andsubsequentlycreatingacompetitive
advantage (Walker&Parent,2010). Englishclubshave beenextremelysuccessful withtheir
brandingstrategies;ManchesterUnitedare considered the successstoryforglobal sportsbranding
(Hill &Vincent,2006) and CSR isan integral tool inall of theirarsenals.In2011 PremierLeague clubs
spent£45mil on initiatives(CreatingChances,2012) claimingthey ‘helpedhundredsof thousandsof
people’slives’(BBC,2013). Increasingbrandequityisextremelyadvantageousforfootball clubs,it
can leadto supportand attendance growth (Gladdenetal,1998; Gladden&Milne,1999; Appendix
7), ticketprice increases(Shergold,2014; Trudel & Cotte,2009; Appendix 8/9) andmerchandise
increasesinbothsalesandproductranges (Rice,2014) meaningthere islessfinancialreliance on
teamperformance (Gladden etal,1998).

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The importance of a clubs abilitytobranditself globallyhasrecentlybeenhighlightedbytwo clubs
inEngland,Cardiff City andHull City.The pairs outspoken ownersVincentTanandAssamAllamhave
facedcriticismaftertheyran campaignstorebrandthe clubsas the ‘RedDragons’and Hull City
‘Tigers’respectively inattemptstodevelopamore marketable brand. (Brown,2014)
Some CSR strategiescouldbe consideredashumancapital investment.Humancapital canbe
definedas the knowledge,talents,skills, experience andwisdompossessedcollectivelywithinan
organisation. (Pigou,1928).
Initially,the CSRactivities of clubs andgoverningbodiessuchasthe FA and the PremierLeague were
limitedto‘footballtrainingforschools’ (Jenkins&James,2013) and althoughclubshave generally
improvedandwidenedtheirprogrammes,football basedinitiativesremaintheircore. Thisispartly
because sportas we have explainedisapowerful tool toengage withpeople,partlybecause thatit
isthe sportthat football clubspossessthe mostresourcesini.e.coaches,butarguably,the main
reasonisthat it givesthem accessto any potentiallyvaluablehumanresources.
The current Britishtransferrecordis£59.7 millionsetwhenAngel Di MariasignedfromReal Madrid
to ManchesterUnitedin 2014 (BBC,2014) whilstthe average value of aPremierLeague playeris
speculatedtobe approximately£7million(Transfermarkt,2015).These football ledinitiativesmean
clubsare able to scoutand developanyunnoticedtalentaheadof rivalsinthe area(Brownetal.
2006). Once theyhave beenpickedupanddevelopedthese playerscansell for huge feestherefore
providingsizeablereturnsoninvestmenteitherthroughdevelopingandsellingthe individualorby
keepingthatplayerasa memberof the squadand earningperformance-relatedincome suchas
prize money.A perfect butnotisolated example of thisisWilfriedZahawhowasunearthedata
Crystal Palace led‘PremierLeague Kicks’community projectwasaimedatdisadvantagedchildren
(BBC [2],2015; Appendix 10).Zahawas takenintotheiracademy, graduatingfromitin2010. He
wouldgoon to make 110 appearancesforthe cluband wasa keymemberof the teamthat got the
clubpromotedto the PremierLeague in2013 – an accomplishmentvaluedat £120 million(Wilson,
2014). In additiontothisthe playerwassoldfor a fee of up to £15 millionrepresentingasignificant
returnfor the football club.
Furthermore,CSRstrategieshave beenreported toaidthe collaboration andcooperation with
regulatoryinstitutionsorlegislativebodiessuchaslocal councilsandnational governments for
developmentandgrowth(Jenson,2002; Porter& Kramer,2002). Of particularbenefittofootball
clubsisthe improvedabilitytoattainplanningpermissionintermsof speedandoutcome (Brown,
2006) as theircommunitywork grantsthema favourable status.Thishelpsthemdevelopnew
facilitiesfortrainingand stadiaenablingclubstoreceivehighergate receipts. “One of the overriding
factors as to whywe got planningpermissionwasthe communitywork”(Panton,2012).
Thiswas illustratedinthe case of WestHam Unitedwhentheywere grantedrightstothe Olympic
Stadiumfollowingthe LondonOlympics –Lord Coe acknowledgedtheirworkwithinthe community
and upholdingthe Olympiclegacyforgreateryouthinvolvementasa factor inthembeingchosenas
the preferredbidder(CreatingChances,2014). InadditiontothisCSR has beenshowntoimprove
employeecommitmentastheycansee the positive difference theyare having(Vogel,2005).

18
It couldtherefore be arguedthat football clubsillustrate“corporate instrumentalism”possessinga
“cultural grasp” of CSR, acknowledgingitasa way to protectvalue aswell ascreate itin orderto
increase performance,usingstakeholderstosatisfyshareholders (Kolyperasetal.2015; Appendix
11).

19
Research Design
Purpose
The ideaof corporate instrumentalismiswhatthisresearch isconcernedwith –investigatinghow
the CSR practiceswhichhelpanimportantstakeholder,the community(Freeman,1984) can also
helpthe shareholdersof clubs.
There have beenvariousstudiesfocussedonhow CSRcan affectthe financial performance of an
organisation(Margolis&Walsh,2003; Roe etal, 2001) and inparticularbuyingbehaviourasa result
of these practices(Mohr& Webb,2005) whichhas seenCSRmove fromtraditional charitytoa
strategicchoice butthe effectof CSRbehaviourin Englishfootball industry islargelyuntouched and
thisiswhere the value of thisresearchderives.
The researchis specificallybasedarounda case studyof Southampton FCin whathas beena stellar
seasononand off the pitch for them.The club throughtheircommunitytrust – the Saints
Foundation - have engagedinnumerousandsizeable CSRinitiativesbasedaroundfive themes:
disabilitysport,education,homelessness, healthandexercise throughsportanddevelopmentand
supportfor youngpeople helpingover25,000 people ayearand aimsoptimise the powerof the
football tocreate a lastinglegacyformanyyearsto come (SaintsFoundation,2015).
The activitiesthatfitintothese five themesreflectthe thirdandfourthtiersof Carroll’sPyramid
(1991). Thisresearch will therefore investigatewhetherthe ‘ethical’or‘philanthropic’actionsof the
clubeffectthe decisionsof consumersregardingtheirbuyingbehaviourandsupport.

20
Hypotheses
A hypothesismust be focussedandtestable (Robson,2002) and will be basedonbenefitsdescribed
inthe literature review:
The awarenessof Southampton FC’sCSRactivitieswill lead toanincrease inthe followingof the club
by ‘non-fans’.(Gladdenetal,1998)
The awarenessof Southampton FC’sCSRactivitieswill leadtoanincrease inthe likelihoodof ‘fans’
and ‘non-fans’buyingticketstoattendmatches. (Gladden&Milne,1999)
The awarenessof Southampton FC’sCSRactivitieswill leadtoanincrease inthe likelihoodof ‘fans’
and ‘non-fans’buyingclubrelatedmerchandise. (Rice,2014)
The awarenessof Southampton FC’sCSRactivitieswill have agreatereffecton the price willingtobe
paidby ‘fans’and‘non-fans’wholive in the C-Hcouncil tax bracketthanthose inthe A-Bbracket.
(Trudel &Cotte,2009)

21
Procedure
Method
The researchmethodwill be acase study. Thisiswhere the researchisfocussedupona specific
situation,individual,group,organisation orthing– inthiscase Southampton FC(Robson,
2002).Hamel (1993) and Bromley (1986) argue case studies are a hugelyeffective tool forbusiness
research. The effectivenessislargelybecause of itsreal-life contextaswell asthe flexibilityit
providestothe researchers (Yin,1994).
Hakim(1987) arguesthat theiruse to studyorganisationsandinstitutionsis greatly effective,
specifically wheninvestigatingorganisational culture,processesof change andstrategy
implementation.
The purpose of this fundamental research(Hussey&Hussey,1997) is confirmatory anditis hoped
that the findingscanbe appliedto clubsacrossthe industry.PreviousworkhassuggestedthatCSR
strategiescanchange buyingbehaviourandsothe designisbasedonselectivityasopposedto
loosenessas the researchteamare lookingtoobtainspecificdata(Yin,1994).
Data Collection
The data will be collectedthroughaquestionnaire. A questionnaire isgenerallycomprisedof fixed
choice questionsdirectedateachparticipant,whichcollectsasmall amountof datain standardised
formfrom a large numberof participants(Robson,2002). Tonkiss(1998) highlightsthe use of
questionnairesasanimportantpart of collectingsocial data andreflectsitsdescriptionof a‘real-
world’strategy thatprovidesastraightforwardapproachtostudyingattitudes,values andmotives
(Robson,2002).
Dillman(2009) distinguishesbetweenthree typesof datathata questionnaire collects:attribute,
behaviourandopinion.Thisresearchwill obtainbehavioural dataas itinvestigateshow CSR
practicesmay effectconsumersattendingmatchesandbuyingmerchandise.
Robson(2002) argues theiruse ishighlyinstrumental inthe fieldof marketing,particularlywhena
researcherishopingtoincrease the salesof a productor service.He statesthere are 8 stagesto
developingasmall scale interviewbasedquestionnaire whichwere followedduringthisresearch:
 Developmentof researchquestions/sampling
 Informal testingof questionnaire onanindividual
 Revise draftquestionnaire
 Pre-testreviseddraftona largerscale
 Revise questionnaire again
 Carry out maindata collection
 Prepare data
 Analyse dataand write report

22
Questionnaire Design
The wordingof the questionsisthe mostimportantaspectof a questionnaire,if theyare ambiguous,
incomprehensibleormisleadingthenthe reliabilityandvalidityof the dataisquestionable.
However,byfollowingRobson’s(2002) processof questionnaire developmentandusing
standardisedquestions,the datashouldbe more reliableandthusmore likelytoprovidethe
researchteamwitha basisto form a generalisationaboutCSRwithinthe UKfootball industry.
The questionnaire willbe comprisedof closedquestions –where there isachoice amongstfixed
alternatives(Robson,2002).The fixedalternativesinthisinstancewillbe anumerical ratingof 1 to 5
throughthe use of a rating scale.The mostcommonmeasurementscale forattitude measurement
isthrough a summatedratingscale – more commonlyknownasa Likertscale (Likert,1932). This is
because itissimple toproduce andrespondentsoftenfinditmore interestingtherefore increasing
the likelihoodof cooperationandmore validanswers.(Robson,2002).An example of asummated
ratingscale can be seeninappendix 12.The scale has fixed-alternative expressionswhichcanbe
labelledorrepresentedbyanumerical weightinge.g.5fora ‘stronglyagree’ responseandare
usuallyof anodd amount,thisisso the middle numbercanact as a neutral response e.g.3for a
‘neitheragree nordisagree’.
A questionnaire methodenablesthe researchteamtoefficientlycollectresponsespriorto
quantitative analysis (Saundersetal.2012). Quantitative dataisnumerical dataandwill resultfrom
the aforementionednumericallyweightedsummatedweightingscale.
Sampling
Samplingtechniquescanbe dividedintotwocategories:probabilityandnon-probabilitysampling.
The formermethodisa methodof samplingthroughrandomselectioni.e.all unitsinthe target
populationmustpossessanequal chance of beingselected.The latter,non-probabilitysamplingcan
be easilydistinguishedasall othermethodsthatdonotinvolve randomsampling(Saundersetal.
2012).
The samplingmethodusedthroughoutthisresearchisatype of non-probabilitysamplingcalled
purposive sampling. Thisusesthe judgementordiscretionof the interviewertoselectrespondents
whodisplayarange of characteristicswhichaimsto improve the representativenessof the data
collected(Saundersetal.2012). Through the questioningthe sample will thenbe dividedinto
respondentswho describe themselvesas fansandthose whodo not inorderto analyse the effect
CSR practiceshave on existingfansaswell asattractingnew ones.
Saundersetal.(2012) state the issue of sample size hasnodefinitive rules fornon-probability
samplingmethods andisdependentonthe purpose of the researchandavailable resources.
Cresswell (2007) arguesthat at least25 questionnairesbe completedforsmall scale research.
However,asample size of 200 has beendecidedforthisresearch.
Participantswill be askedtwoquestionsatthe beginningof the questionnaire toestablishwhether
or not theyare useful tothe researchpurpose:
 Wouldyoudescribe yourselfasa football fan?
 Wouldyoudescribe yourselfasa Southampton FCfan?

23
By askingthese questions,the researchteamisable tocategorise themintotwoareaswhichwill
sample 100 respondentseach.If arespondentdescribeshis/herself asafootball fananda
Southampton FCfantheywill gointothe Southamptonfancategory,if a respondentdescribes
his/herself asnota fantheywill fall intothe non-footballfancategoryandfinally,if a
respondentdescribeshis/herself asafan butnot of SouthamptonFootball Clubtheywill be
unusedasit isthoughttheirallegiance toanotherclubislikelytomeanthattheirbuying
behaviourwill be unchanged.
Each group ‘fans’(F) and ‘non-fans’(NF) will thenbe splitfurtherintotwosub-groupsbasedon
the answerto the question:
 What isthe council tax bandfor your residence?
Thisis to testthe fourthhypothesisthat CSR activitieswillhave agreatereffectonthe ‘fans’and
‘non-fans’wholiveinthe A-Bcouncil tax bracketthan those inthe C-H bracket.Thiswas deemeda
lessintrusive andpersonalwayof assessingthe financial meansof apersonincomparisontoasking
theirannual income.Therefore the sample will be:
The questionnaire willbe completedusingbothaninterview surveyandaself-completion
technique,asthe researchteamwill be face toface witheach participanttoclarifyquestionsand
encourage participationandinvolvement butrespondentswill be askedtofill inquestionsby
themselves (Robson,2002). It is hopedthatthe questionswillnotneedclarifyingasthe language has
beensimple toensure participantsare able todecode the questionin mannerintended (Foddy,
1994; Appendix 13).
By combiningthe two,the researchteamisable to benefitfromthe strengthsof eachtechnique as
illustratedinappendix14.
An example of the questionnaireusedforthe researchcanbe seeninappendix15.
100 Fans 100 Non-Fans
50 FAB 50 FCH 50 NFCH50 NFAB

24
Limitations
Due to resources,the sample isquite limitedin termsof both size and geographical breadthwhich
makesthe data lessreliableandthusmakingitdifficulttoformavalidgeneralisationfromthe
findings.Inadditiontothis,asingularcase studyisregardedas lesscompellingand robustin
comparisontoa multiple-casedesign(Herriott&Firsetone,1983 as citedby Yin,2009). Multiple-
case designs create opportunitiesforwider analysiswhenattemptingtoexplainaparticular
‘phenomenon’in real-life anddiverse settings, subsequentlyincreasingthe reliabilityof the findings.
Furthermore,the datacollectionprocedure followedmaydetractfromthe validityof the data.The
presence of a researchteammember maycause participantstofeel pressuredandlie inresponse to
some questions.Respondentsmayfeel theyhave toanswerinaway that issociallydesirable –this
can be definedas the tendencyof survey respondentstoanswerquestionsinamannerthat will be
viewedfavourablybyothers (Robson,2002). It can take the form of over-reporting"good
behaviour"orunder-reporting"bad",orundesirable behaviour.(Crowne &Marlowe,1960). Topics
of personal income orfinancial meansaswell asindicatorsof charityor benevolence are oftenseen
topicssensitivetosocial desirability.The statementatthe beginningof the questionnaireregarding
confidentialitywasincorporatedinanattempttoreduce these effectsbutsocial bias mightstill
affectthe validityof the data.
It couldbe arguedthat the use of scales whichare subjective andclosedquestions whichare limited
inthe amountof data theyattain may meanthat the researchteam draw incorrect conclusionsfrom
the data reducingthe validityof the researchandthusminimisingthe implicationsithasonbusiness
practices.
Finally,the descriptionof SouthamptonFC’sCSRactivityatthe start of the questionnaire followed
by the questionsmayleadtodemandcharacteristics.These resultfromacue that makes
participantsaware of whatthe researchteamexpectstofindorhow participantsare expectedto
behave andthenact accordingly (Robson,2002). Thisconformismhugelyreduces the validity of the
researchfindingsnegatingitsbusinessimpact.
To improve the researchfurther,respondentsshouldbe givena varietyof closed,quantitative
questionsandopenqualitativequestionstoallow themtoexpandontheirthoughtswhichshould
provide agreaterand fullerunderstandingaroundthe role of CSR. In additiontothisthe research
teamshouldcomplete theirdatacollectionthroughpostingthe questionnaireswhich,becausethey
are notpresent,shoulddiminishthe impactof social desirabilitythusincreasingthe validityand
allowthe researcherstosample agreaternumberof people more easily increasingthe reliabilityof
the data. By increasingthe validityandreliabilitythe researchersare able toformmore accurate
generalisationsmeaningthe conclusionsare more useful forbusinesses.

25
Results
Hypotheses1: The awareness of Southampton FC’s CSR activities will lead to an increase in the
following of the club by ‘non fans’.
Figure 2: Table to showbreakdownof responsesto‘The Club’question1:
Afterbeingmade aware of the clubspolicies,52.5% of respondentsagreedthattheywouldbe likely
to followthe clubmore closely. The awarenessof CSRpolicieshadagreatereffectonparticipants
whodescribedthemselvesasnon-football fanswith65% of respondentsinthese groupsagreeingor
stronglyagreeingwiththe statement.

26
The hypothesisisfurthersupportedby figure 3(above) andfigure 4(below) whichshows87% of
non-fanrespondentsstatingtheywouldbe more likelytofollowthe clubsperformanceonthe pitch
more closelywhilst 54%saidtheywouldfollowthe cluboff the pitch more closely.
The graph belowillustratesthe meanresponsesforeachsample groupforeachquestion.The non-
fansaverageda higherresponse onall three questions.A meanaverage of above 3 illustratesthat
the awarenessof CSRpracticespositivelyimpactsthe followingof the clubbynon-fansand
increasesthe supportasper Gladden etal. (1998).
Figure 5:

27
Thisdata therefore suggeststhatfootballclubscan use CSR policiesasatool for engagementand
fan creation.Bydoingso,a football clubcan increase revenuethroughavarietyof wayssuchas:
increasedgate receipts,increasedmerchandise salesandrevenue fromTV rights.

28
Hypothesis2: TheawarenessofSouthampton FC’s CSRactivitieswill lead to an increasein the
likelihood of‘fans’ and ‘non-fans’ buyingticketsto attend matches.
Figure 6: Table to showbreakdownof responsesto‘The Matches’question1:
50.5% of respondentsagreed orstrongly agreedthat,havingbeeninformedof the clubsCSR
activities,theywouldbe likelytoattendmore matches asclaimedby Gladden& Milne (1999)
therefore confirminghypothesis2.The responsessuggestthatthe awarenessof CSRpolicieshave a
greatereffectondrawingnon-fanstothe clubwithmeanscoresof 3.4 and 3.78 for the non-fans
sample groupscomparedto3.02 and3.14 for fans sample groupsreinforcinghypothesis1that CSR
will increase non-fansupport.However,itcouldequallybe assumedthatthisisbecause the fans
alreadygoto a large numberof gamesand will therefore findithardertoattendmore matches.
Figure 7: Chart to showthe breakdownof responsesto‘The Matches’question2:

29
Figure 7 showshowmany extramatcheswouldlikelybe attendedfromthe respondentswhoagreed
theywouldlikelyattendmore matches.Nonfansonaverage statedtheywouldattend 4-6games
whereasfanswouldattend1-3,againthiscouldbe because fansare likelytoalreadyattendalarge
proportionof the clubsmatches.Inaddition,non-fansandfanslivingin propertiesof C-Hcouncil tax
bracketswere likelytoattendmore matchesthantheirA-Bcounterpartssuggestingaffordabilityis
still akeyissue formatch attendance asstatedby Shergold(2014).

30
Hypothesis3:TheawarenessofSouthampton FC’s CSRactivitieswill lead to an increasein the
likelihood of‘fans’ and ‘non fans’ buyingclub related merchandise.
Figure 8: Table to showbreakdownof responsesto‘The Merchandise’question1:
The findingsillustratedinfigure 8clearlysupporthypothesis3 and Rice (2014) that CSR can boost
merchandise salesbyclubs;68.5%of respondentsagreedorstronglyagreedwiththe statementthat
theywouldbe more likelytovisitthe clubshoporwebsite afternow beingmade aware of the clubs
activitieswithinthe community.Unsurprisingly,the fansample groupsscoredhigheronaverage
whichcouldbe because of theirpre-establishedaffinitytothe brand.
Althoughthe increased likelihood of visitstothe clubshopdoesnotguarantee increased
merchandise salesitprovidesapositiveindication.Thisisreinforcedfurtherbyfigure 9which
illustratesthe responsestoquestionstargetedspecificallyatpurchasingdecisions.
Figure 9: Table to showbreakdownof responsesto‘The Merchandise’questions2and3:

31
FollowinginformationaboutSouthamptonFC’sCSRactivity54.5% of respondentsstatedtheywill be
more likelytopurchase amatch day shirtor kit whilst51.5% answeredthattheywill be more likely
to buyotherclub relatedmerchandise thussupportinghypothesis3and Rice (2014).
Fans averagedahigherscore than theirnon-fancounterpartsinregardstokit(3.76 and 3.88)
purchaseswhichcouldderive fromtheirpre-establishedclubloyaltywhilstmerchandise were more
mixedindicatingnon-fanswere more willingtomake smallerpurchases.
Figure 10:

32
Hypothesis4: TheawarenessofSouthampton FC’sCSRactivitieswill havea greatereffect on theprice
willing to be paid by ‘fans’ and ‘non-fans’ who livein the C-Hcouncil tax bracketthan thosein theA-B
bracket.
Figure 11 illustratesthe meanresponse tothe pricingstatementsregardingticketsandmerchandise.
The resultssupportTrudel & Cotte (2009) as fanswere onaverage willingtopaya higherprice for
tickets(withmeanscoresof 3.04 and 3.4) and merchandise (3.18and3.7), howevernon-fanswere
lessinclined(2.4and 2.54; 2.74 and 3.28) withthe exceptionof those in C-Hpropertiesbuying
merchandise.
Figure 11:

33
Of those willingtopaya higherprice, 50% were willingtopay£42.50 or more fora ticket.The
average fora C-Hrespondentwasslightlyhigherat2.89 comparedto2.54 inA-Bgroups showing
respondentsinthese propertieswere generallymore willingtopaya higherprice,perhapsasa
resultof theirlargerwealth,supportinghypothesis4.Figure 12 illustratesthe breakdownof
responses:
Hypothesis4isconfirmedbythe findingsillustratedbelow infigure 13whichshowsthatC-H
respondentsgave meanresponsesof 2.1and 1.94 for fansand non-fansrespectivelywhilstA-B
respondentsaveraged0.96 and0.74 forfans andnon-fans.
Figure 13:
CSR positivelyimpactsthe price consumersare willingtopay,reflectingthe growingimportanceof
ethical andphilanthropicbusiness (Carroll &Shabana,2010) and the willingnessof consumers –
particularlyfans - to rewardit withintheireconomicmeans.Itispossiblethatthe effectwassmaller
on ticketpricesastheyare a contentiousissue withmanyfansdissatisfiedwiththeirstartprice
(Shergold,2014) whichcannotbe saidfor merchandise whichisseenasfairlypriced.

34
Conclusion
There isan expectationthatmodernbusinesses,suchasfootball clubs,conductthemselvesinan
ethical andphilanthropicmanner(Carroll,1991),respondingtoissuesintheircommunitieswith
concrete contributions(Gurau&Ranchold,2005). Football clubsare particularlywell placedtoaffect
theircommunities astheycan harnessthe passionforfootball toinitiate socialprogressinawayfew
organisationscan.
In accordance withMargolis& Walsh(2003) these findingssuggestthatEnglishfootball clubsare
likelytobe rewardedfortheirphilanthropicactionsinnumerousways.Firstly,confirmationof
hypothesis1showsthatthe awarenessof CSRactivitiescanleadtoincreasedsupportof the clubas
‘non-fans’agreedtheywouldbe likelytofollow the clubmore closely.A studyby VirginMoney
(2006 as citedbythe BBC, 2006) foundthatnew supportercan be worthan average of £97,500 to a
football club (althoughthisisnowestimatedtobe closerto£140,000) meaningCSRas a fancreation
mechanismishugelyrewardinginthe longterm.
A large proportionof thatspendingcomesfromticketstoattendmatches.The resultsshow thatCSR
can increase the likelihoodof apersonattendingupto6 more matchesa season.Thiscombined
withspendingwithinthe stadiumislikelytocreate an extra£300 of spendingperperson and
subsequentlyboostmatchdayrevenue forthe club.Inaddition,CSRwasshowntoincrease the
likelihoodof spendingoutsidethe stadiumonitemssuchasshirtsand otherclubrelated
merchandise providingfurtherrevenue forfootball clubs.
The desire of fansto see theirclubshave a positive impactintheircommunitiesseemingly
outweighsthe concernssurrounding the economicclimate andmore specificallythe rising costsof
football asresultsshowconsumersare alsopreparedtorewardsaidclubsbypayinga premium
price.
The findingsof thisresearch showEnglishfootball clubscanbenefithugelyfromincorporatingCSR
intotheiroperationsandstrategiesforgrowthandprofitmaximisation.Withfinancial fairplayrules
setby variousgoverningbodiesitisincreasinglyimportantthatEnglishfootballclubstake advantage
of these benefitsbycommunicating theirpracticesproactivelyandauthentically(Ellenatal. 2006) as
on-the-pitchsuccessbecomesprogressivelydependentonthe successoff of it.
Shouldthisresearchbe continued,the researchershouldaimtoexplorehow the CSRpracticesof
football clubscanbe communicatedtostakeholdersinaway that enablesthemtocapture the most
value fromtheirsocial investment forexample the type of message,the languageandthe methodof
communication.

35
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42
Appendices
Appendix 1:Numberof CSRprogrammesinthe PremierLeague duringthe 2010-11 season(Jenkins
& James,2013)

43
Appendix 2:Outline of the varioustypesof CSRinthe UK football league (Jenkins&James,2013)
Appendix 3:Pre-Tax ProfitMargin(%),PremierLeague 1996-2010 (Deloitte,2010)

44
Appendix 4:Breakdownof PremierLeague TV rightsdeal announcedin2015 (PremierLeague,2015)
Appendix 5:Rise of PremierLeague TV income (BBCNews,2015)

45
Appendix 6:Listof factors affectingbrandequity –1-5 (5=highlyimportant) (Blumrodtetal.2013)

46
Appendix 7:Attendance growthforPremierLeague clubs1992 – 2010 (Parliament,2011)
Appendix 8:Ticketprice increasesinthe PremierLeague (Shergold,2014)

47
Appendix 9:Comparisonof ticketprices(£) across‘top5’ Europeanleagues2008-09 basedondata
inDeloitte (2010)
Appendix 10:PremierLeague Kickscampaignvideo(BBC,2015)

48
Appendix 11:InstitutionalisingCSR:Corporate,stakeholderandCSRcultural changes(Kolyperaset
al.2015)
Appendix 12:Examplesof summatedratingscales(Robson,2002)

49
Appendix 13:Stagesthat mustoccur to make a questionvalidandreliable(Foddy,1994)

50
Appendix 14:Comparisonof approachestosurveydatacollection(Robson,2002)

51
Appendix 15:A copyof the questionnaire usedtogatherresearchdata
Questionnaire
The purpose of hisresearchis to investigatethe effect,if any,thatcorporate social responsibility
initiativesbyfootballclubshave onbuyingbehaviour.Thisresearchisbeingconductedthroughthe
University of BrightonBusinessSchool,yourparticipationisentirelyvoluntaryandshouldyouwish
to compete thisquestionnaireyouranswerswill be keptentirelyconfidential,therefore youshould
not write yourname on thisdocument.If there are questionsthatyouare unsure aboutjustask the
memberof the researchteamwhowill be happyto clarifythemforyou.
Thank youfor yourcooperation.
For thissection pleasetick whereappropriate (✓)
Would you describe yourself as a football fan?
Yes No
Would you describe yourself as a Southampton Football Club fan?
Yes No
What is the council tax band for your place of residence?
A B C D E F H

52
SouthamptonFootball Clubthroughtheircommunitytrust –the SaintsFoundationhave engagedin
numerous CSRinitiatives inthe Southamptonareabasedaroundfive themes: disabilitysport,
education,homelessness,healthandexercise throughsportanddevelopmentandsupportfor
youngpeople.The clubhelp over25,000 people ayearinthe local area rangingfrom the homeless,
the disabledorthose withmental healthissues,childrenwitheducationdifficultiesandthose with
criminal records. Theyaimto use the powerof the football tocreate a positive legacyinthe local
area formany yearsto come.
Followingthatpassage aboutwhatSouthamptonFootball Clubdoesforitscommunity,how much
do youagree withthese statements:
For thissection pleasecircle whereappropriate
The Club
I will be likely to follow the club more closely
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
I will be likely to follow the clubs performance on the pitch more closely
I will be likely to follow the clubs actions off the pitch more closely
I will be likely to volunteer to help their workin the community

53
The Matches
I will be likely to attend more games
How many more a season?
0 1-3 4-6 7-10 10+
I would be willing to pay a higher price for tickets
How much would you be willing to pay for a ticket?
(Average adult ticket price for 14/15 home game = £38)
£38 £40 £42.50 £45 £47.50+
The Merchandise
I will be more likely to visit the club shop/website
I will be more likely to buy a match day shirt or kit
I will be more likely to buy other club related merchandise such as: scarves, footballs, hats
etc.
I would be willing to pay a higher price for merchandise
If yes, how much more would you be willing to pay?
1% 2.5% 5% 7.5% 10%+

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