From Tradition to Transformation : The Perceived Impact of Rebranding and Ownership Change on Fan Identity and Brand Image in Manchester City F.C.

Sammanfattning

Background: Professional football clubs increasingly operate as global brands, where organisational changes such as rebranding and ownership transitions are common strategic actions. However, football clubs do not only function as sporting organizations, but represent powerful social groups through which supporters construct identity, emotional attachment, and belonging. Consequently, when structural changes modify core symbols and the perceived value, they may challenge supporters’ social identity and influence how the club’s brand image is perceived. Purpose: This study aims to examine how rebranding and ownership change influence football supporters' perceptions of their club’s brand image through the lens of Social Identity Theory, and how these changes influence supporters’ sense of connection and identity towards the club. Method: This study followed a qualitative case study approach with the case of Manchester City F.C., based on semi-structured interviews with fifteen participants from the Nordic countries. The data was analyzed through a thematic analysis by identifying themes and patterns in emotional and behavioral reactions among consumers. The three aggregate themes found in the study were: Experiencing Identity Tension in a Changing Club, Developing Coping Mechanisms to Protect Supporter Identity, and finally Reconstructing Brand Image Through Identity Negotiation. Conclusion: The research concludes that rebranding and ownership change function as an identity threat that can create perceived identity tension for football supporters. The rebranding was largely accepted by supporters, but the ownership change revealed moral and authenticity-related concerns. To protect supporters' social identity, they engaged in coping mechanisms, including separating the club from its ownership, motivated ignorance, and justifying success through performance. Instead of directly rejecting the club’s change, the organisational changes introduced processes of identity negotiation where supporters reconstructed the club’s brand image.