Araştırma Makalesi
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FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY

Yıl 2019, , 79 - 91, 10.08.2019
https://doi.org/10.26468/trakyasobed.423422

Öz

The aim of this study is to investigate the
competition structure of Turkish sport sector from the point of professional
football clubs according to Porter’s Five Forces Framework. Porter refers to
the factors influencing competition in a sector as buyers, sellers, potential
threats created by new entrants to the sector, substitute products and
competition existing within the sector. Within the increasing economic value of
sports, the share of the clubs is also increasing. As professional football
clubs are the biggest part of Turkish sports economic with its external
circumstances, they are chosen for this study. The main research question of
the study is finding out the factors influencing competition in Turkish sport
sector. Qualitative method was used for document analyzing and in-depth
interviews. The results show that besides football federation, the competitive
ability of the sports clubs mostly depends on the government’s decisions in
Turkey. Considering the increasing income of sports clubs such as sponsorship
and donations, sports clubs have to look at the competition structure from a
strategic perspective thus they can manage these increasing revenues and
sources professionally. Sports clubs miss out on some competitive advantages if
they do not make long-term agreements. These advantages have been assessed at
the level of factors identified by Porter.

Kaynakça

  • Alkibay, S. (2005), Profesyonel Spor Kulüplerinin Taraftar İlişkileri Yoluyla Marka Değeri Yaratmaları Üzerine Bir Araştırma, H.Ü. İktisadi ve İdari Bilimler Fakültesi Dergisi, 23 (1), 83-108.
  • A.T. Kearney (2010), Football Sustainability Study 2010, A. T. Kearney Inc. Marketing & Communications, Chicago, U.S.A.
  • Cetindamar, D. and Kilitcioglu, H. (2013), Measuring The Competitiveness of a Firm For an Award System, Competitiveness Review: An International Business Journal, 23 (1), 7-22.
  • Dağlı Ekmekçi, Y. A. (2017), A Value Chain Approach to Turkish Sports Sector, Research and Development on Social Sciences, Edited by Yilmaz R., Icbay M. A., Arslan H., 133-139, International Association of Social Science Research, Bialystok: Poland,
  • Devecioğlu, S. (2005/2), Türkiye’de Spor Sektörü Stratejilerinin Geliştirilmesi, Verimlilik Dergisi, 2, 117-134.
  • Dobbs, M. E. (2014), Guidelines for Applying Porter's Five Forces Framework: A Set of Industry Analysis Templates, Competitiveness Review, 24 (1), 32-45.
  • Dulčić, Ž., Gnjidić, V. and Nikša A. (2012), From Five Competitive Forces to Five Collaborative Forces: Revised View on Industry Structure-Firm Interrelationship, Procedia - Social and Behavioral Sciences, 58, 1077-1084.
  • Gürpınar, K. and Sandıkçı, M. (2008) Uluslararası Rekabetçilik Analizinde Michael E. Porter’in Elmas Modeli Yaklaşımı: Türkiye’deki Bazı Endüstrilerdeki Uygulanabilirliğinin ve Sonuçlarının Araştırılması, T.C Selçuk Üniversitesi İktisadi ve İdari Bilimler Fakültesi, 15, 1-14.
  • Kassay L. and Géczi G. (2016) Competition and Cooperation in European Professional Club Football, Physical Culture and Sport, Studies and Research, LXIX, 22-28.
  • McManus, J. (2013), Been There, Done That, Bought the T-Shirt: Beşiktaş Fans and The Commodification of Football in Turkey, International Journal of Middle East Studies, 45, 3–24.
  • Miyamoto, M. (2015), Application of Competitive Forces in The Business Intelligence of Japanese SMEs, International Journal of Management Science and Engineering Management, 10 (49), 273-287.
  • Morrison, M. (2018) Michael Porter’s Five Forces”. https://rapidbi.com/porters-five-forces/ Date accessed : 20.11.2018.
  • Mozūraitienė R., Jasinskas E, and Simanavičienė Ž. (2011) Šakıų Ir Jurbarko Sporto Klubų Konkurencıngumą Dıdınantys Veıksnıaı, Ekonomika Ir Vadyba, 16, 225-230.
  • Omsa, S., Ibrahim H. A. and Hisnol J. (2017) Five Competitive Forces Model and the Implementation of Porter’s Generic Strategies to Gain Firm Performances, Science Journal of Business and Management, 5(1), 9-16.
  • Öz, Ö. (2002), Assessing Porter’s framework for national advantage: the case of Turkey, Journal of Business Research, 55, 509– 515.
  • Özdemir, M. (2010), Qualitative Data Analysis: A Study on Methodology Problem in Social Sciences, Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, 11 (1), 323-343.
  • Özer, K. O., Latif H., Sarıışık M. and Ergün Ö. (2012), International Competitive Advantage of Turkish Tourism Industry: A Comperative Analyse of Turkey and Spain By Using The Diamond Model of M. Porter, Procedia - Social and Behavioral Sciences, 58, 1064-1076.
  • Pitts B., Fielding L. W. and Miller L. K. (1994) Industry Segmentation Theory and the Sport Industry: Developing a Sport Industry Segment Model, Sport Marketing Quarterly, 3 (1), 15-24.
  • Porter, M. E. (1985), Competitive Advantage, Creating and Sustaining Superior Performance, New York: The Free Press.
  • Porter, M. E. (1990), The Competitive Advantage of Nations, Harvard Business Review, International Business, (March-April), 1-50.
  • Porter, M. E. (1998), Competitive Advantage, Creating and Sustaining Superior Performance, With a New Introduction, New York: The Free Press.
  • Porter, M. E. (2008), The Five Competitive Forces that Shape Strategy, Harvard Business Review, 86 (1), 78-93.
  • Porter, M. E. (2011), The Competitive Advantage of Nations, States and Regions, (pdf) edited by Majlis Profesor Negara, Kuala Lumpur, Malaysia.
  • Rowland, C. (2017), Nike Inc. Five Forces Analysis (Porter’s Model), Panmore Institute, http://panmore.com/nike-inc-five-forces-analysis-porters-model Date accessed : 23.11.2018.
  • Talimciler, A. (2008), Futbol Değil İş: Endüstriyel Futbol, İletişim Kuram ve Araştırma Dergisi, 26 (Kış-Bahar), 89-114.
  • Tsai, F. (2009), The Construction of Sport Industry Development Model, Unpublished Doctoral Thesis, China.
  • Tyler, B. D. and Cobbs, J. (2017), All Rivals Are Not Equal: Clarifying Misrepresentations and Discerning Three Core Properties of Rivalry, Journal of Sport Management, 31 (1), 1 -14.

TÜRK SPOR KULÜPLERİNİN REKABET AVANTAJINI ETKİLEYEN UNSURLAR

Yıl 2019, , 79 - 91, 10.08.2019
https://doi.org/10.26468/trakyasobed.423422

Öz

Bu çalışmanın amacı Türk spor sektörü rekabet yapısının futbol kulüpleri
açısından Porter’in Rekabetin Beş Gücü yaklaşımıyla incelenmesidir. Porter bir
sektörde rekabeti etkileyen unsurları alıcılar, satıcılar, sektöre yeni
girebilecek olanların yarattığı potansiyel tehditler, ikame ürünler ve sektör
içi var olan rekabet olarak belirtmektedir. Sporun artan ekonomik değerinin
içinde kulüplerin payı da artmaktadır. Profesyonel futbol kulüpleri de çevresel
unsurlarıyla birlikte Türk spor sektöründe büyük bir pay oluşturduğundan
çalışmanın konusu olarak seçilmiştir. Aynı zamanda alan yazında henüz Türk spor
sektöründe rekabet yapısını bu bakış açısıyla inceleyen bir çalışma yer
almamaktadır. Araştırmanın temel sorusu Türkiye’de spor sektöründe rekabeti
etkileyen faktörlerin neler olduğudur. Doküman analizi ve derinlemesine
görüşmelerle nitel veri analizi gerçekleştirilmiştir. Türkiye’de spor
kulüplerinin rekabet edebilirliğinin futbol federasyonu dışında çoğunlukla
devletin aldığı kararlara bağlı olduğu sonucuna ulaşılmıştır. Spor kulüplerinin
sponsorluk ve bağışlar gibi artan gelirleri göz önünde bulundurulduğunda bu
gelir ve kaynakları profesyonel bir şekilde yönetebilmek için rekabet yapısına
stratejik bir çerçeveden bakmaları gerekmektedir. Spor kulüpleri uzun dönemli
planlamalar yaparak rekabet avantajlarının sürdürülebilirliğini artırabilirler.
Bu avantajlar Porter’ın tanımladığı faktörler düzeyinde değerlendirilmiştir.

Kaynakça

  • Alkibay, S. (2005), Profesyonel Spor Kulüplerinin Taraftar İlişkileri Yoluyla Marka Değeri Yaratmaları Üzerine Bir Araştırma, H.Ü. İktisadi ve İdari Bilimler Fakültesi Dergisi, 23 (1), 83-108.
  • A.T. Kearney (2010), Football Sustainability Study 2010, A. T. Kearney Inc. Marketing & Communications, Chicago, U.S.A.
  • Cetindamar, D. and Kilitcioglu, H. (2013), Measuring The Competitiveness of a Firm For an Award System, Competitiveness Review: An International Business Journal, 23 (1), 7-22.
  • Dağlı Ekmekçi, Y. A. (2017), A Value Chain Approach to Turkish Sports Sector, Research and Development on Social Sciences, Edited by Yilmaz R., Icbay M. A., Arslan H., 133-139, International Association of Social Science Research, Bialystok: Poland,
  • Devecioğlu, S. (2005/2), Türkiye’de Spor Sektörü Stratejilerinin Geliştirilmesi, Verimlilik Dergisi, 2, 117-134.
  • Dobbs, M. E. (2014), Guidelines for Applying Porter's Five Forces Framework: A Set of Industry Analysis Templates, Competitiveness Review, 24 (1), 32-45.
  • Dulčić, Ž., Gnjidić, V. and Nikša A. (2012), From Five Competitive Forces to Five Collaborative Forces: Revised View on Industry Structure-Firm Interrelationship, Procedia - Social and Behavioral Sciences, 58, 1077-1084.
  • Gürpınar, K. and Sandıkçı, M. (2008) Uluslararası Rekabetçilik Analizinde Michael E. Porter’in Elmas Modeli Yaklaşımı: Türkiye’deki Bazı Endüstrilerdeki Uygulanabilirliğinin ve Sonuçlarının Araştırılması, T.C Selçuk Üniversitesi İktisadi ve İdari Bilimler Fakültesi, 15, 1-14.
  • Kassay L. and Géczi G. (2016) Competition and Cooperation in European Professional Club Football, Physical Culture and Sport, Studies and Research, LXIX, 22-28.
  • McManus, J. (2013), Been There, Done That, Bought the T-Shirt: Beşiktaş Fans and The Commodification of Football in Turkey, International Journal of Middle East Studies, 45, 3–24.
  • Miyamoto, M. (2015), Application of Competitive Forces in The Business Intelligence of Japanese SMEs, International Journal of Management Science and Engineering Management, 10 (49), 273-287.
  • Morrison, M. (2018) Michael Porter’s Five Forces”. https://rapidbi.com/porters-five-forces/ Date accessed : 20.11.2018.
  • Mozūraitienė R., Jasinskas E, and Simanavičienė Ž. (2011) Šakıų Ir Jurbarko Sporto Klubų Konkurencıngumą Dıdınantys Veıksnıaı, Ekonomika Ir Vadyba, 16, 225-230.
  • Omsa, S., Ibrahim H. A. and Hisnol J. (2017) Five Competitive Forces Model and the Implementation of Porter’s Generic Strategies to Gain Firm Performances, Science Journal of Business and Management, 5(1), 9-16.
  • Öz, Ö. (2002), Assessing Porter’s framework for national advantage: the case of Turkey, Journal of Business Research, 55, 509– 515.
  • Özdemir, M. (2010), Qualitative Data Analysis: A Study on Methodology Problem in Social Sciences, Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, 11 (1), 323-343.
  • Özer, K. O., Latif H., Sarıışık M. and Ergün Ö. (2012), International Competitive Advantage of Turkish Tourism Industry: A Comperative Analyse of Turkey and Spain By Using The Diamond Model of M. Porter, Procedia - Social and Behavioral Sciences, 58, 1064-1076.
  • Pitts B., Fielding L. W. and Miller L. K. (1994) Industry Segmentation Theory and the Sport Industry: Developing a Sport Industry Segment Model, Sport Marketing Quarterly, 3 (1), 15-24.
  • Porter, M. E. (1985), Competitive Advantage, Creating and Sustaining Superior Performance, New York: The Free Press.
  • Porter, M. E. (1990), The Competitive Advantage of Nations, Harvard Business Review, International Business, (March-April), 1-50.
  • Porter, M. E. (1998), Competitive Advantage, Creating and Sustaining Superior Performance, With a New Introduction, New York: The Free Press.
  • Porter, M. E. (2008), The Five Competitive Forces that Shape Strategy, Harvard Business Review, 86 (1), 78-93.
  • Porter, M. E. (2011), The Competitive Advantage of Nations, States and Regions, (pdf) edited by Majlis Profesor Negara, Kuala Lumpur, Malaysia.
  • Rowland, C. (2017), Nike Inc. Five Forces Analysis (Porter’s Model), Panmore Institute, http://panmore.com/nike-inc-five-forces-analysis-porters-model Date accessed : 23.11.2018.
  • Talimciler, A. (2008), Futbol Değil İş: Endüstriyel Futbol, İletişim Kuram ve Araştırma Dergisi, 26 (Kış-Bahar), 89-114.
  • Tsai, F. (2009), The Construction of Sport Industry Development Model, Unpublished Doctoral Thesis, China.
  • Tyler, B. D. and Cobbs, J. (2017), All Rivals Are Not Equal: Clarifying Misrepresentations and Discerning Three Core Properties of Rivalry, Journal of Sport Management, 31 (1), 1 -14.
Toplam 27 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Araştırma Makalesi
Yazarlar

Yeter Aytül Dağlı Ekmekçi 0000-0003-0540-6379

Yayımlanma Tarihi 10 Ağustos 2019
Yayımlandığı Sayı Yıl 2019

Kaynak Göster

APA Dağlı Ekmekçi, Y. A. (2019). FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya Üniversitesi Sosyal Bilimler Dergisi, 21, 79-91. https://doi.org/10.26468/trakyasobed.423422
AMA Dağlı Ekmekçi YA. FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya University Journal of Social Science. Ağustos 2019;21:79-91. doi:10.26468/trakyasobed.423422
Chicago Dağlı Ekmekçi, Yeter Aytül. “FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY”. Trakya Üniversitesi Sosyal Bilimler Dergisi 21, Ağustos (Ağustos 2019): 79-91. https://doi.org/10.26468/trakyasobed.423422.
EndNote Dağlı Ekmekçi YA (01 Ağustos 2019) FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya Üniversitesi Sosyal Bilimler Dergisi 21 79–91.
IEEE Y. A. Dağlı Ekmekçi, “FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY”, Trakya University Journal of Social Science, c. 21, ss. 79–91, 2019, doi: 10.26468/trakyasobed.423422.
ISNAD Dağlı Ekmekçi, Yeter Aytül. “FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY”. Trakya Üniversitesi Sosyal Bilimler Dergisi 21 (Ağustos 2019), 79-91. https://doi.org/10.26468/trakyasobed.423422.
JAMA Dağlı Ekmekçi YA. FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya University Journal of Social Science. 2019;21:79–91.
MLA Dağlı Ekmekçi, Yeter Aytül. “FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY”. Trakya Üniversitesi Sosyal Bilimler Dergisi, c. 21, 2019, ss. 79-91, doi:10.26468/trakyasobed.423422.
Vancouver Dağlı Ekmekçi YA. FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya University Journal of Social Science. 2019;21:79-91.
Resim

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