Consideration of the potential effect on atmosphere, demographic and a history (Part Two)
Since I last wrote, Spain won the World Cup, Chamakh and Koscielny have replaced Eduardo and Gallas respectively, and Arsene Wenger has extended his contract.
The process to which I referred has come to partial fruition.
So, moving forward with the question posed previously: what changes have been made and how might these affect the fans’ relationship with the Club? Perhaps it might be appropriate to consider the wider context within which Arsenal have made the short move to Ashburton Grove, before examining what expectations might arise.
The F.A. Premier League commission an annual survey of fans in order to identify trends and perception of their “product”. In light of broadcast licenses being sold to over 200 global territories and an estimated viewing population of 2.65 billion people, their need for statistical data may surpass even Arsene Wenger’s.
During season 2007 – 2008, it is estimated that Premier League clubs enjoyed, collectively, crowds representing an all time high of 92.8% of total stadia capacity. (These results were weighted to impart the relative size of each club – defined by their average home attendance and reflecting the balance between season ticket holders and “transient” supporters). The so called “credit crunch” originated towards the end of that season and the effects of this meltdown have obviously been extremely significant, on a global scale.
According to survey results, when asked, 73% of fans anticipated that the recession would have at least a moderate impact on their spending over the next 12 to 18 months. However, only 6% thought that it would significantly affect their purchase of tickets; with equally minimal impact upon their spending on football related items / activities over next the 12 to 18 months, compared with the previous 12 months.
The average fan within this catchment has been attending games for 17 years, with at least a third going to games for more than 25 years. There is clearly a strategic requirement for clubs to encourage passionate, loyal support in succeeding generations. The F.A. National Fan Survey, conducted at the end of season 2006/2007, may therefore raise a potential concern – if we accept that just 6% of Arsenal fans were 24 or younger (of 24,419 people asked). This represented the second lowest figure, surprisingly or not, behind Chelsea.
Interestingly, efforts to attract female supporters have resulted in a rise within this segment of fan base – with 26% of female attendees first going to games within the last five years. Similarly, during that same period, 38% of black and minority ethnic groups are believed to have begun to enjoy the match day experience. Indeed, Arsenal can proudly boast the greatest ethnic mix of supporters - where 11% would describe themselves as non-white.
It may be argued that the trends described have coincided with the notion, expressed by 69% of fans surveyed, who said that the “customer service” offered by clubs was better than five years ago. More impressively, 97% of 39,432 people asked thought that clubs were making a greater contribution to the community than five years ago – clubs are beginning to realise that they have to compete for revenue-generating “custom”.
There is a continually growing exposure to football, as a result of ever increasing uptake of satellite / cable TV; coupled with other means of watching games which would have confounded those of us who looked forward to Cup Finals as the only domestic source of live football, back in the day. Even now, 74% of people who attend Premier League games do so at least once a month. No doubt Arsenal Football Club will have noted that only 2% of attendees represent corporate guests – most people going to games either with friends, family or spouses.
The socio economic dynamic of fans appears to have remained relatively constant. The table near the top of this article, drawn from seasons during which few could have questioned Arsene Wenger’s ability to know, reflect that the composition of fan base was predominantly Middle Class. (I was unable to locate more recent statistics, but I will assume that there has been no dramatic shift in trend).
Increasingly described as “customers” or “consumers”, rather than fans; the nature of merchandising offered reflects its target audience. Nevertheless, this did not prevent an embarrassing episode when the sponsors’ logo peeled off home shirts, causing both corporate and supporter consternation. Accusations that the Club has forgotten the Working Class roots of its hitherto more loyal supporters appear to have at least some foundation. This is also reflected in the usage of the stadium for corporate based events on a regular basis.
With the museum, shops and banqueting rooms open on an almost daily basis, the stadium now represents a possibility to secure extensive income far beyond the constrictions of match days. That said, football has again become socially acceptable (after the high profile dark days of the late 70’s and 80’s) – to the extent where the game itself is only part of the focus and not necessarily the raison d’être. The almost Pavlovian rituals may remain amongst many, but I believe the numbers of fans who can relate to the experiences which I described in my last article may dwindle as the cost of tickets escalates.
Arsenal Football Club are in the process of rebranding, of which “Arsenalisation” is a strategic centrepost. I remember, not that many years ago, when the “Arsenal Shop” meant a choice between what amounted to almost a hut in the North Bank or The Arsenal World of Sport, with smaller outlets scattered near Highbury.
During this Summer, the shop on the eastern side of Club Level was replaced with The WM Club – one of the innovations for the future, designed, we are told to “redefine hospitality standards in world football”.
The WM Club (named after Herbert Chapman’s then revolutionary formation) is a members only à la carte restaurant, bar and lounge. Those 252 customers lucky enough to purchase membership can look forward to dishes bearing the hallmark of award winning chef Raymond Blanc, whilst taking in the plush surroundings of this brave new world. In addition to the cost of a Club Level seat, members will pay £4,950 (minimum two memberships) per season.
Similarly, above this in the Executive Box area, The Foundry offers a buffet dining experience for a further 142 members, priced at £3,950 per season (minimum two memberships). In addition to the benefits offered at Club Level, there is the opportunity to attend a cocktail party hosted by Arsene Wenger himself.
Notwithstanding the game by game revenue generated by individual consumption; quick reference to my calculator confirms that an additional £1,808,300 is guaranteed per season from the two restaurants alone. When you consider that the area in the Executive Boxes was previously open plan and that there was only a small shop at Club Level, it is clear that every spare inch is being converted to achieve its revenue maximising potential. The many stones laid around the area immediately surrounding the flagship Armoury store provide further proof of this assertion.
Furthermore, the Club plans to introduce similar dining facilities within the other newly (re)named stands within the ground. If these facilities are similarly expensive to build and market, then it might explain the stance taken by the Club that it does have significantly more funds at its disposal now, although the evidence has been sorely lacking elsewhere. One could reasonably suggest that expenditure on the renovation of these areas would cost a sum not far removed from that which might secure players in the four positions which would arguably provide the team with a foundation from which to challenge for honours this season. Ivan Gazidis would counter that such funds were utilised to give supporters what they wanted and in doing so help to secure the self sustaining financial security of the Club for many years to come.
An obvious question would be: “Why now, rather than when we moved in?” In my view, the Club was not in the financial position to exploit these opportunities at that time – with lenders eager to determine whether the venture would succeed according to business plans. Despite not having won a trophy since arriving at Ashburton Grove, Arsenal have played some decent football – although too often faltering when it mattered most. In an environment where success is required (to quote the song) “right here, right now” even the staunchest fans will not accept transition over a prolonged period. If the ticket prices are designed to enable the Club to compete with the best, then that is the reasonable expectation.
Of course, the focus of the majority of the fans prior to kick off against Blackpool was the unveiling of the new Clock End clock. The evocative images screened of yesteryears at Highbury as part of the ceremony brought with them a sense of pride – as did the rare unity of the fans in singing as one prior to the first home game of the season. Personally, I feel that when you move into a new home, it is natural to crave the familiarity of the place which has been left behind. The foregoing of quadrant sectors, replaced by the more recognisable North Bank, Clock End, East and West Stands is something that I applaud. In its most basic terms, football fandom is about belonging – identifying to a common cause. The dynamic which used to apply at Highbury will be difficult to translate directly; but I look forward to a return of the banter between the “ends”, as each builds its own new identity. I think that this is as important, if not more so, than the various images which have become familiar throughout the stadium – to fashion the future of the club, as well as celebrating its glorious history.
Looking to the immediate future, whilst one cannot fail but to be impressed by the more extravagant aspects of the “Arsenalisation” process, I sincerely hope that the Club retains a respect for its traditions. Herbert Chapman was a great innovator, but fundamental to his philosophy was the desire to win trophies. None of us would support the kind of spending which saw Leeds United crumble and fall away. Manchester United and Barcelona have shown the dangers of overstretching, although in football currency, they have the trophies to show for their extravagant spending. It is vital that the Club remembers, whilst seeking to maximize business opportunities; that to its fans, the most relevant area of the stadium will always be what happens on the pitch.
Whilst the minority within Club and Box Level represent the core of the business, in financial terms, the one thing which we now crave to make Ashburton Grove feel like “home” more than anything else is a major trophy – and I include within that definition the F.A. Cup and League Cup. Fans both local and worldwide can (so much as it remains possible in the current football climate) relate to organic success, even if relatively few will enjoy the privileged splendour of what cynics might presume is the thrust of the “Arsenalisation” process.
The recently announced Fanshare initiative is another way in which fans may be able to more closely associate with the Club – however, the proof of this particular pudding will not be tested until the next AGM – and I will be interested to hear of the nature of questions being accepted from the floor on that occasion. Any hopes of an essentially fan-owned Arsenal Football Club are, I’m afraid, an impossible dream.
For me, the crux of the matter is this: so far as the Club is concerned, does “Arsenalisation” mean profit maximization or giving the institution back to the fans as true custodians of its traditions? There is an inherent danger of a move towards becoming an almost exclusively corporate organisation and it is my enduring hope that this “Arsenalisation” is not, in fact, a thinly veiled and exploitative venture – rather, the building of infrastructure to truly make us a competitive force with a strong brand and identity for years to come. Otherwise, Arsenal will become a completely sanitised Disneyland of football. Maybe that is what the Boston Consulting Group recommended.
Source: TFG, The Online Gooner on 31 Aug 10
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