Sport PR and the Media (Individual) finished

Sport PR and the Media
Jose Mourinho
S t u d e n t I D : 3 7 7 6 2 5 2
S p o r t M a r k e t i n g
C o v e n t r y U n i v e r s i t y
L u c y j 2 @ u n i . c o v e n t r y . a c . u k
3 / 2 2 / 2 0 1 4
Joshua James Lucy
Because of what happened at a recent press
conference, Chelsea FC's Manager, Jose Mourinho
has recently been accused of being the ‘not so
special one’ (Telegraph. 2014). The use of theoretical
models will help the writer identify the relationship
between Mourinho and the media. I will deconstruct
the incident using these models and offer
conclusions and suggest recommendations in
relation to the incident.

313SEM JoshuaLucy StudentID:3776252
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Contents
Stage 1.........................................................................................................................................2
Introduction............................................................................................................................. 2
Stage 2.........................................................................................................................................3
Situational Analysis................................................................................................................... 3
PESTEL & SWOT Analysis........................................................................................................3
Benchmarking....................................................................................................................... 3
Marketing Mix & Promotional Mix.......................................................................................... 4
Stakeholder Mapping................................................................................................................ 5
The Media – Dangerous.........................................................................................................5
Roman Abramovich – Definitive............................................................................................. 5
General Public - Dormant.......................................................................................................5
Categorising Publics.................................................................................................................. 6
All-Issue Publics..................................................................................................................... 6
Apathetic Publics................................................................................................................... 6
Single-Issue Publics................................................................................................................ 6
Hot-Issue Publics................................................................................................................... 6
Stage 3 & 4...................................................................................................................................7
Conclusion & Recommendations ............................................................................................... 7
Conclusion One..................................................................................................................... 7
Recommendation One...........................................................................................................7
Conclusion Two..................................................................................................................... 7
Recommendation Two...........................................................................................................7
Appendices ..................................................................................................................................9
References................................................................................................................................. 18
Online References................................................................................................................... 18
Academic References.............................................................................................................. 19
Video References (BT Sport Promotion of the Game & Special Moment).................................... 19

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Stage 1
Introduction
The assignment will be split into several stages to help structure the report;
Stage 1 shows a description of the key feature and/or critical incident which the report will
be based on. Stage 2 will show the writer deconstructing the case study through the use of
relevant theoretical models to evaluate the strengths and weaknesses of all selected key
features and/or critical incidents. Stages 3 & 4 will propose conclusions and
recommendations based on findings from the report.
I will critically analyse the importance of Chelsea FC developing a good working relationship
between themselves and the media. More specifically, I will be using Chelsea's Manager,
Jose Mourinho as the primary case study and identify what implications he has on the club's
Public Relations (PR).
The report will identify where Chelsea FC sits today as a business in the global market. To
achieve this, I will be employing the use of theoretical models which will give the reader a
clearer understanding of the organisation (Chelsea FC), and later on in the report will help to
support my conclusions and recommendations.
In England, Chelsea FC, are currently 1st in the Premier League table, meaning they are in
the driving seat when it comes to media attention. Mourinho, is known for his arrogant and
somewhat stubborn personality. He is famously recognised by the British media as the
“Special One”. Mourinho, became known by this # tag when he first met with the British
media upon joining the club in 2004. In a press conference he stated, "Please don't call me
arrogant, but I'm European champion and I think I'm a special one" (BBC. 2004).
When talking to the media, I believe it to be clear that Mourinho is the face of Chelsea FC.
All issues concerning the club come through Mourinho himself. As the face of the club he
must therefore accept full responsibility for what he says; which may, on occasion
jeopardise himself and/or the reputation of Chelsea FC. Due to the global power of the
media in today’s world of professional sport, any negative publicity, no matter how big or
small, can be magnified into a huge problem for a premier league level club or an individual
athlete.
In a recent match, which saw Chelsea defeat Manchester City (Favourites to win the league)
away from home, questions were asked by the media as to exactly what Mourinho had said
to the team during the (half time) pre-match interval. According to a report in The Telegraph
Mourinho said, “I didn’t speak [before the game], it was Billy the Masseur who spoke to the
team. He was screaming so much in Scottish – grrr, grrr, grrr – that I didn’t understand him. I
am serious! But the players were clapping. It was Billy’s team-talk and he was fantastic. I
didn’t understand but it looks like the players understood. The last time I spoke to the

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players was midday.” (Telegraph. 2014) This left people questioning Mourinho’s managerial
capabilities, with the media referring to Mourinho as the “Not so special one” (Telegraph,
2014.) This report will demonstrate to the reader how Chelsea FC capitalised on this
situation in the media by turning it into a successful promotion for the following game
against Everton FC.
Stage 2
Situational Analysis
Using a situational analysis I will be able to identify the Chelsea FC’s current situation. Using
PESTEL analysis, SWOT analysis, and benchmarking I will be able to have a better
understanding of the company, which will help support my conclusion recommendations
later on in the report.
PESTEL & SWOT Analysis
Using a PESTAL analysis of the company will help me analyse and monitor external
marketing factors that may have an impact on Chelsea FC. I will be able to identify threats
and weaknesses which will be shown in the SWOT analysis, recognising their strengths,
weaknesses, opportunities, and threats as an organisation. See Appendix 1 & 2 for PESTEL
& SWOT Analysis.
Benchmarking
Spendolini (1992) considers that “benchmarking should be viewed as a systematic and
ongoing evaluation of products, services and organizational processes recognized as the best
and necessary for organizational improvements. These are compared to the best
competitors in the industry.”
In order for Chelsea to benchmark efficiently, I believe there are two points to consider,
which are; a) fulfilling the financial fair play rule and b) building the reputation of the youth
system at the club. With regards to the financial fair play rule, I believe Chelsea should use
Arsenal as a team to compare with. Arsenal created a business plan which has been efficient
for many years, in terms of maintaining a profit season to season. For example, the
Telegraph (2014) shows Arsenal’s and Chelsea’s profit margins from the past two seasons.
Arsenal: 2011/12: £36.6 million profit Chelsea: 2011/12: £1.4m profit
Arsenal: 2012/13: £6.7m profit Chelsea: 2012/13: £49.4m loss
“They may not have won anything for almost nine years but, as far as Uefa’s Financial Fair
Play regulations (FFP) is concerned, Arsenal are the undisputed champions of England.”
(Telegraph, 2014)

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The Telegraph (2014) mentions, Arsenal haven’t won a single trophy over the past 9 years.
However, they have built a solid structure at the club and used their resources efficiently to
get the best out of their team, whilst at the same time being able to maintain a top 4 finish.
With regards to Chelsea creating a solid youth system(which I believe they currently in the
process of doing), they don’t allow enough young players to break through to give them an
opportunity in the senior team. This has led to the club spending a lot of money on
European players who are already at their peak performance to come to the club. This
simply means that Chelsea aren’t being efficient with their resources, which in the long run
puts the club into major debt.
Marketing Mix & Promotional Mix
Webster (1992) identifies the Marketing Mix "as controllable parameters likely to influence
the consumer buying process and decisions" (Webster. 1992). In this case a method used to
influence the consumer to use the promotional advert in order to make a decision on
whether or not to watch the match.
Somroop, S (2010) finds that the use of Promotional Mix in business is a method used “to
gain edge over the competition”. In relation to the incident, this promotional attempt was
attracted the public into tuning in to watch the Chelsea v Everton game over all other games
played on that particular day.
Using the Marketing Mix (See Appendix 3) I will only need to use one aspect of the 4P’s in
relation to the Mourinho incident, this is ‘Promotion’. Promotion is usually connected to a
product; however this type of promotion is purely based on a situation which occurred on
Tuesday 4th February 2014?. This is also good use of two Promotional Mix aspects; Direct
Marketing and Sales Promotion. (See Appendix 4)
By Mourinho stating that his Masseur had given the half time team talk, the media used the
incident to identify Mourinho as the ‘not so special one’. However, Chelsea FC and BT Sport
came together and created a promotional video advertisement to attract the public into
watching Chelsea’s following game against Everton. This video was used to divert the
attention that was put on Mourinho through his open honesty during a press conference, by
flipping what he had said, turning it into a humorous promotional advertisement, in order to
promote the next game. (See Appendix 5 & References for Video)
This was a clever piece of promotional marketing by Chelsea FC , as one of the biggest
financial incomes for a football club today is from broadcasting. “Domestic broadcast
revenue is divided on a 50:25:25 basis; 50% is divided equally between the clubs; 25% is
awarded on a merit basis determined by a club’s final league position and the final 25% is
distributed as a facilities fee for the number of matches shown on television involving the
club.” (Premier League, 2014) The advert is also identified as a form of direct marketing as it
primarily targets sports fans all around the world. Furthermore the advertisement is seen as

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a direct response. Once the promotional advert has been seen by the customer, their direct
response will be to either have an interest in watching the game or not.
Stakeholder Mapping
The most influential stakeholders during the given incident are: the media, Chelsea FC, and
the general public. Mitchell, et. al. (1997) came up with a model which categorises
stakeholders into the following (See Appendix 6). Appendix 6 will also show the reader all
the main stakeholders connected with the organisation.
The Media – Dangerous
The media are seen as a ‘Dangerous’ type of stakeholder in this situation as they have the
power to use a ‘take-down piece’. Meaning the media are able to find a negative story from
one that doesn’t exist, for example by Mourinho stating that he didn’t do a half time team
talk during the Manchester City game it was blown way out of proportion. Whereby, the
next day the papers were calling him the “not so special one” (Telegraph. 2014). Mourinho
didn’t react to the media’s response of calling him “not so special one” (Telegraph. 2104) as
this would have been a negative and childish response.
Another example of a case where truth would not be beneficial, and a reaction is needed
during/after a press conference/interview would be the Alan Pardew recent head-butt
incident with Hull City’s David Meyler. After the event Alan Pardew told the media “I didn’t
mean to do anything aggressive” (Telegraph. 2014) However, during the incident you could
see the anger and frustration in Alan Pardew’s face and could see that he had every
intention to act aggressively towards David Meyler (See Appendix 7). Therefore, when using
the ‘Crisis Communication Strategies Image Repair Discourse Theory’ theory two (See
Appendix 8) states that the witness tries to evade responsibility for his actions i.e. had no
control over the action and it was an accident. Nevertheless, I believe that Alan Pardew did
the correct thing by accepting he had done wrong. “He had admitted the charge and later
revealed he was prepared to accept whatever penalty came his way.” (Mirror. 2014)
Roman Abramovich – Definitive
Roman Abramovich is seen as a ‘Definitive’ stakeholder in not just this incident but for the
club in general, as the owner of the club he has the final say in all matters. Mitchell, et. al.
(1997) defines a definitive stakeholder as; “Stakeholder salience will be high where all three
of the stakeholder attributes-power, legitimacy, and urgency-are perceived by managers to
be present.” (Mitchell. 1997) Roman Abramovich has the power to act upon the situation in
a punitive manner towards Mourinho. However on this occasion the incident wasn’t worth
punishing. Unlike the Alan Pardew incident where the owner of Newcastle United could
have been forced to fire the Manager because of his actions.
General Public - Dormant
The general public are also key stakeholders in this situation, as all press conferences are
held so that the general public have an understanding of what is going on with the club.

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Because an incident is often witnessed live on television, the general public have the ability
to observe what happens and make a decision on what to do with that information once it’s
over. However, previously mentioned, the media have the power to perform a ‘take-down
piece’.
So, for those members of the general public whom didn’t watch the press conference, they
can read about it the next day from a journalist’s perspective. This gives the general public
‘power’, making them a ‘Dormant’ stakeholder, as they have the power of judgement.
Having watched the press conference and heard what Mourinho had said, I was both
surprised and disappointed. In my opinion Mourinho is one of the best motivational
managers around, and to hear that he didn’t in fact do it, disappoints me.
Categorising Publics
(See Appendix 9) Grunig and Hunt (1984) & Beech and Chadwick (2007) both identify four
categories. Using Beech and Chadwick’s approach to categorising publics, I will identify the
four types of publics and relate them to the given incident/case study.
All-Issue Publics
All issue publics in this given incident would be the Chelsea Fan Base. As anything Jose
Mourinho and Chelsea do in the media will always have an effect on a Chelsea Fan in some
way or another i.e. as previously mentioned being a Chelsea Fan myself, I was disappointed.
Apathetic Publics
In this given incident an Apathetic public would be the Cameramen who, probably have no
interest in Chelsea or the Sport. However, being as it is their duty to be present during the
press conference they become an Apathetic.
Single-Issue Publics
With the wide spread of nationalities in the Chelsea Team, some players struggle with the
English language, and therefore have difficulty understanding a Scottish Masseur giving the
half time team talk. So the single-Issue public could be a player such as Samuel Eto who
struggles to comprehend English.
Hot-Issue Publics
A Hot-Issue public would be the journalist from the Telegraph who labelled Mourinho as the
“Not so special one”, as this involves the population that read the article.

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Stage 3 & 4
Conclusion & Recommendations
Conclusion One
Although Mourinho is a great character to have in the Premier League, I believe that he
should think carefully before he addresses press conferences/interviews. On this occasion
what he said wasn’t so bad. However in other situations, like the Arsène Wenger incident
where Mourinho accused the Frenchmen of being “Specialist in Failure” (Guardian. 2014); or
the situation between him and Carlo Ancelotti when “during Mourinho's first season in Italy
with Internazionale in 2008-09 the then AC Milan manager Ancelotti described his rival as
"lacking respect" after Mourinho was sent off for storming on to the pitch in protest at a
refereeing decision during a match against Sampdoria.” (Guardian. 2014) With incidents
such as these, he is giving Chelsea FC a bad name.
Recommendation One
Regarding the case study I believe as a manager, Mourinho is able to incorporate
benchmarking as a strategy into his line of work. For example when it comes to great
managers, the name Sir Alex Ferguson comes to mind. Sir Alex Ferguson was the Manager of
Manchester United during the period of 1986 to 2013. He is considered to be one of the
most respected managers of all time, winning almost 40 trophies for the club. Alex Ferguson
was respected for staying loyal to the club for 27 years through it's good and bad times. Sir
Alex Ferguson never had a major dispute with the owners of the club.
However, after just two years in charge (2004-2007) Mourinho parted ways with Chelsea FC,
the BBC had this to say; "Chelsea Football Club and Jose Mourinho have agreed to part
company today (Thursday 20th September) by mutual consent." (BBC, 2007) With regards to
Mourinho wanting to keep his job at Chelsea FC, I believe he should consider using Sir Alex
Ferguson as his role model by developing a healthy relationship with Roman Abramovich.
Referring to what Spendolini (1992) stated earlier on in the report, this would be a method
which Mourinho could use to improve his managerial career and his future progression with
Chelsea FC.
Conclusion Two
After the incident Chelsea FC's marketing team in collaboration with BT Sport focused on
the incident with Mourinho and his Masseur, and created a promotional video for the game
against Everton to increase TV ratings. I consider this to be a very clever marketing strategy
for both Chelsea FC and BT Sport, using bad publicity and turning it into a beneficial
marketing piece for the club.
Recommendation Two
Mourinho has such a strong personality which has in some cases given himand Chelsea FC a
bad reputation. However, in this particular incident Mourinoh’s big mouth paid off as it

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turned into a clever piece of marketing. My recommendation is that Chelsea should
capitalise on Mourinoh’s personality more , using any similar incidents and turning them
into promotional opportunities to increase ratings and potential supporters.
i.e. the afore mentioned incident between Arsène Wenger and Jose Mourinho, using the
quote “Failure Specialist” and bringing it up in preparation to the game between Chelsea
and Arsenal this weekend on 22nd March, in a video where the narratormentions “who
will be the Failure specialist this time? Find out this coming Saturday between the match
Chelsea vs Arsenal” with a video of the two managers going head to head from previous
games showing their emotions. A method in which you're turning a negative (Mourinho’s
big personality) into a positive (Promotional opportunity).

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Appendices
Appendix 1
Chelsea FC PESTEL
Analysis
Political Economic Social Technological Environmental Legal
As the FA are the official
governing body of all
football to do with
England. A recent political
factor which has effected
Chelsea FC is:
Financial Fair Play:
Whereby, all football
clubs arerestricted to
how much they can and
can’t spend duringthe
transfer windows. This is
to help prevent teams
such as Chelsea FC who
have a huge amount of
money, from bringingin
all the best players from
around the world. So that
the teams in the Premier
League areat a similar
standard.
Since2003 all of Chelsea FC’s
financial problems had been
wiped clear,and ever since
have had the luxury of being
one of the wealthiestclubs in
the world. This is due to the
takeover of Roman
Abramovich, Russian Multi
billionairebusinessmen.
With the UK in economic crisis
at this moment in time, the club
are still chargingsubstantial
amounts of money for tickets.
Accordingto the Guardian
Newspaper Chelsea FC are
charging£1250 for a season
ticket, the third most expensive
in the league. Whereas
Manchester City FC are
charging£780,a team who are
arguably the best team in the
league. (Guardian.2013)
Chelsea FC for many
years now have been
at the top tier of
English football and for
the past10/11 years
they have been top 4
in English football.This
means in society today
Chelsea FC are one of
the best teams to
watch in Europe and
rest of world. So
although economically
England are in financial
crisis,this doesn’tstop
Chelsea FC being able
to chargehigh priced
tickets to their games,
because of this status
they have builtup
from over the past10
years.
Technology in football
recently went through a
huge change, with the
introduction of goal-line
technology. With the
new lawthat all
stadiums in the top tier
of English football
(Barclays Premier
League) have to be fitted
with goal-line
technology, Stamford
Bridge have had the new
high end technology
installed around their
stadium. The new
technology was paid for
by the FA, which means
Chelsea FC are seen as
an important assetto
football here in the UK.
Accordingto the Standard
Newspaper Chelsea FC are “one
of the most environmentally
friendly organisations in
London.” (Standard.2009)
Again accordingto the Standard
Chelsea FC where even
honoured in Boris Johnson’s
“green Awards” for
encouragingup to 42,000
supporters to use public
transportto get to and from
Stamford Bridge. Chelsea FC
also identify on their website
that they are“committed to
treating all relevant legal and
environmental legislation and
guidelines as a minimum
requirement and will seek to
exceed them wherever
possible.” (ChelseaFC. 2014)
Chelsea FC likeany other
organisation within theUK has
to followall rulesand
regulations setby the UK
government. This means: all
health and safety procedures
are set in and around the
ground; the organisation
promotes equal opportunity on
their website identifying
“Chelsea FC Plc is an equal
opportunities employer.
We aim to ensure that no job
applicant, employee, or worker
s is discriminated against on the
grounds of a 'protected
characteristic'.” (ChelseaFC.
2014)

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Appendix 2
SWOT Analysis
Strengths  Chelsea FC has a strong global brand name which will givethem that competitive edge over other similarbands,such as Manchester United.
 The club have excellent marketing, global brand presence and high quality merchandisingwhich will help to keep increasingtheir fan base,
which in return increases club revenue.
 They have had sponsorshipsfrombigbrands likeAdidas,Samsung,188Bet, EA Sports, which helps creating the high quality mer chandisethey
have to offer.
 The club has huge financial support fromRoman Abramovich which helps bringstar players to the team to help improve their chances on
winningsilver ware,improve the quality of facilities,better staff etc.
 Chelsea FC is situated in the capital of England and a wealthy partof London, which gives them a competitive edge over global supporters,
players potentially wantingto join a team in the UK, and more touristinterest.
 Increased brand exposure due to the fact that Chelsea FC are seen as a top sustainableorganisation in London.
Weaknesses  Chelsea’s stadium‘Stamford Bridge’ has a capacity of only 42,000, for a successful teamlikeChelsea this needs to be greater. An increasein
stadiumsizecould lead to the club getting a 5 star UEFA ratingon their stadiumwhich will givethem a chance to host cup finals,which will in
the long run increasethe clubs revenue.
 Chelsea’s highly priced tickets could affect attendance levels at match’s dues to the recession.
Opportunities  Tappinginto the global fan baselikeIndia,China,and USA to increaserevenue.
 More advertisingand brand visibility would help build on brand equity.
 Improve on youth system to bringthrough better quality players,increase brand exposuretowards younger players,savemoney on
increasingthequality of the firstteam.
Threats  Other top clubs buyingout good players situated at Chelsea FC. For example, Eden Hazard a current key player for Chelsea FC has been
recognised by top elite European teams such as;Real Madrid,PSG and Barcelona who would all likehis signatureto take hi m away from
Chelsea FC in the summer. “Asked abouta possible move to the Spanish giants Hazard responded: "Who would not be interested in Real
Madrid?" (Express. 2014)
 Internal problems between players and management. With so many bigpersonalitiesatChelsea FC such as JoseMourinho himself and the
differences in player wages and abilities,theclub could see a huge uproar in the dressingroomat any given time.
 Financial debts incurred dueto expensive player transfers and salaries.

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Appendix 3
MarketingMix
Promotion is the business of
communicating with customers. It will
provide information that will assist them
into making a decision to purchase a
product or service, in this particular
situation a service.

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Appendix 4
Promotional Mix

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Appendix 5
Picture evidence of the Chelsea Masseurduring the advert. (See Reference for Video)

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Appendix 6
Type of
Stakeholder
Stakeholder
Dormant General Public
Discretionary Samsung Free Kicks
for Kids
Demanding Chelsea Fans that
Protest
Dominant Chelsea Directors
Dangerous Media
Dependent Chelsea FC Supporters
Trust
Definitive Roman Abramovich

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Appendix 7

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Appendix 8
Evasion of Responsibility
Responding to an earlier incident
Defeasibility – had no control over the action
Accident
Good intentions went wrong
Image Repair Discourse Theory (2)

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Appendix 9

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References
Online References
The Telegraph Staff. (2014). Manchester City v Chelsea: Jose Mourinho hands team-talk to
masseur. Available: http://www.telegraph.co.uk/sport/football/competitions/premier-
league/10615728/Manchester-City-v-Chelsea-Jose-Mourinho-hands-team-talk-to-
masseur.html. Last accessed 19th Mar 2014.
The Guardian Staff. (2013). Premier League ticket prices: which clubs charge the most?.
Available: http://www.theguardian.com/news/datablog/2013/jun/19/premier-league-
ticket-prices-club-charge-the-most. Last accessed 19th Mar 2014.
Barney, K. (2009). Chelsea named greenest football club, despite players' high carbon
emissions . Available: http://www.standard.co.uk/news/chelsea-named-greenest-football-
club-despite-players-high-carbon-emissions-6726943.html. Last accessed 20th Mar 2014.
Chelsea FC Staff. (2014). CHELSEA FC FULL ENVIRONMENTAL POLICY. Available:
http://www.chelseafc.com/foundation-article/article/1658262. Last accessed 20th Mar
2014.
Chelsea FC Staff. (2014). EQUAL OPPORTUNITIES. Available:
http://www.chelseafc.com/fullwidth-article/article/1387420/title/equal-opportunities. Last
accessed 20th Mar 2014.
Jefferson, B. (2014). Eden Hazard happy at Chelsea for now... but admits PSG dream and
Real Madrid ambition. Available: http://www.express.co.uk/sport/football/460738/Eden-
Hazard-happy-at-Chelsea-for-now-but-admits-PSG-dream-and-Real-Madrid-ambition. Last
Rumsby, B. (2014). Uefa’s Financial Fair Play: Premier League club analysis. Available:
http://www.telegraph.co.uk/sport/football/competitions/champions-
league/10676021/Uefas-Financial-Fair-Play-Premier-League-club-analysis.html. Last
BBC Sport Staff. (2007). Mourinho makes shock Chelsea exit . Available:
http://news.bbc.co.uk/sport1/hi/football/teams/c/chelsea/7003912.stm. Last accessed
17th Mar 2014.
Premier League Staff. (2014). Frequently Asked Questions. Available:
http://www.premierleague.com/en-gb/fans/faqs/how-much-clubs-receive-broadcast-
money.html. Last accessed 19th Mar 2014.

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Richards, A. (2014). Alan Pardew's headbutt apology helped Newcastle boss escape even
longer ban, FA reveals. Available: http://www.mirror.co.uk/sport/football/news/newcastle-
united-news-alan-pardew-3259697. Last accessed 20th Mar 2014.
McMahon, T & Stanley, F. (2014). José Mourinho's spats: from 'Wenger the voyeur' to
blasting Benítez. Available: http://www.theguardian.com/football/2014/feb/14/jose-
mourinho-managerial-spats-arsene-wenger. Last accessed 20th Mar 2014.
Academic References
Beech, J & Chadwick, S (2007). The Marketing of Sport. Essex: Pearson Education. p304-306.
Mitchell, R & Wood, D. (1997). Academy of Management Review. Toward a Theory of
Stakeholder Identification and salience: Defining the Principle of Who and What Really
Counts. Vol. 22 (No. 4), p853-886.
Spendolini, M. (1992), The benchmarking Book, AMACON (a division of the American
Management Association), New York, NY.
Somroop, S. (2010). Promotional Mix and Corporate Performance. An Empirical Study. Vol.
14 (1), p97-110.
Webster, F.E. (1992), "The changing role of marketing in the corporation ".Journal of
Marketing, Vol. 56, (4), p1-17.
Video References (BTSport Promotionofthe Game & Special
Moment)
BT Sport. (2014). Chelsea FC & BT Sport Promotion. Available:
http://www.youtube.com/watch?v=tf9ahhicfb4 . Last accessed 18th Mar 2014.
ChelseaTV.(2003). The Special One. Available:http://www.youtube.com/watch?v=pybQAg2YUxY.
Last accessed19th Mar 2014.

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