Document Type : Original
Authors
1 Department of Sport Management, Faculty of Educational Sciences and Psychology, University of Mohaghegh Ardabili, Ardabil, Iran.
2 Department of Sport Management, Faculty of Educational Sciences and Psychology, University of Mohaghegh Ardabili, Ardabil, Iran
3 Department of Sport Management, Faculty of Physical Education and Sport Sciences, University of Guilan, Rasht, Iran
Abstract
Keywords
Main Subjects
In the contemporary era, professional football clubs have evolved beyond their traditional identity as mere sporting entities. Today, they function as multifaceted organizations embedded within economic, cultural, and social frameworks (Carlsson et al., 2016). Within this context, the relationship between clubs and their fans emerges as a fundamental determinant of organizational success or failure. In professional football, fans serve not only as a support base but also as a motivational and pressure-generating force that can significantly influence both players’ performance and managerial decision-making (Fathy et al., 2022). Fans represent one of the foundational pillars of modern football, and their role extends far beyond simply occupying stadium seats or cheering for their teams. Indeed, football as a cultural and social phenomenon could not have reached its current status without the passion and loyalty of its fans. As integral components of club and league identity, supporters exert a powerful influence on both symbolic and functional dimensions of the sport (Borges, 2018).
One of the most pronounced influences of fans is psychological. Their physical presence at matches and vocal encouragement provides players with enhanced energy and motivation. The consistent chanting and support not only boost team morale but also intensify the psychological pressure on opposing teams. In many cases, clubs with fervent fan bases manage to secure victories even under challenging conditions, underscoring the instrumental role of fan engagement (Stander, 2016). Beyond their emotional impact, the economic vitality of the football industry heavily relies on fan participation. Ticket sales, merchandise, membership fees, and broadcasting revenues are all directly tied to fan loyalty and involvement. Major global clubs leverage their massive fan bases to secure lucrative sponsorship and advertising deals. By purchasing jerseys, accessories, and other branded merchandise, fans significantly bolster their clubs' financial foundations (Zare Abandansari et al., 2022). In turn, this dynamic also attracts corporate sponsorships, as advertisers prefer affiliations with clubs that command large, engaged audiences. Thus, fans act not only as consumers but also as primary drivers of economic circulation within the football ecosystem (Zare Abandansari & Azizian, 2023).
Culturally and socially, fans play a critical role in shaping and sustaining the identity of their clubs. Through organized supporter groups and fan associations, they contribute to a collective identity that strengthens club culture (Stone, 2013). Classic rivalries and derby match derive much of their intensity from historical tensions and deep-rooted affiliations among fan bases. Moreover, supporters function as cultural ambassadors for their teams, spreading club values and narratives across borders via international attendance and social media platforms. Fans' influence often extends into club governance, as their vocal support or dissent can prompt significant managerial and strategic changes. Protests or backing can influence decisions regarding coaching appointments, player transfers, and even ownership structures. The rise of social media has amplified this influence, enabling real-time, direct engagement between fans and clubs. While this has expanded communicative opportunities, it has also introduced new challenges in managing fan expectations (Popp et al., 2016).
Iranian football clubs, however, have struggled to adapt to these evolving dynamics. Many remain ill-equipped to engage with supporters effectively, particularly in light of economic constraints that affect both the quality of services provided and the operational stability of clubs. Financial instability among Persian Gulf Pro League teams has led to reduced fan satisfaction, as basic expectations around stadium experience and club responsiveness go unmet. In return, fans have begun to modify their expectations, often demanding lower costs and higher quality in exchange for their loyalty. Yet, in many instances, clubs demonstrate a limited understanding of these evolving expectations, resulting in misaligned strategies and diminished performance outcomes (Drayer et al., 2012).
However, with the proliferation of digital platforms, fans now consume football content through television, internet streaming, and mobile applications, leading to declining in-person attendance. Studies like those by Baroncelli and Lago (2006), point to a sharp drop in stadium attendance in Italy during the 1999-2000 season, highlighting the relevance of this issue. Contributing factors to this decline include not only technological shifts but also decreased motivation and dissatisfaction with stadium environments (Foster & Washington, 2009). Therefore, understanding and addressing the key deterrents and motivators for fan engagement is crucial for sports marketers and club administrators. Researchers have investigated various elements such as match outcome uncertainty (Schreyer et al., 2016), social branding (Katz et al., 2018), emotional excitement, perceived game quality (Oh et al., 2017), and personal comfort (Soyguden et al., 2019) as predictors of stadium attendance. Despite the generally positive effects of these factors, negative conditions such as unethical conduct and poor stadium ergonomics have also been identified as deterrents (Karakaya et al., 2016; Soyguden et al., 2019).
Kaushik et al. (2025), examined how the emotional tone and style of pre match social media content influence fan engagement. Their findings revealed that entertaining, warm, and inspirational messages are more effective than purely informational content in generating positive fan responses, particularly likes and shares. Moreover, fans of lower-performing teams responded more strongly to inspirational content. These insights highlight the importance of emotionally resonant and tailored communication strategies in meeting fans’ evolving expectations especially relevant for football clubs aiming to build stronger engagement with their supporter base. Deng et al. (2024), in their analysis of fan perceptions during the 2022 Qatar World Cup, highlight the importance of technologies like VAR in enhancing perceived fairness and satisfaction. Elshaer (2023) advocates for strategic investments in sports as a pathway to improving the quality of life for football enthusiasts. Bashiru et al. (2024) explored factors influencing fans’ attendance at football matches in the post-pandemic period using a phenomenological approach. The study found that strong team affiliation and the presence of star players were key drivers of matchday attendance, while the impact of sports cape was mixed some fans valued it, while others were discouraged by poor stadium conditions. These findings emphasize the importance of emotional connection with the team and high quality on field performance in meeting fan expectations, particularly in environments where infrastructural shortcomings may undermine overall fan satisfaction. Scholars such as Navkhasy et al. (2023) emphasize the need for clubs to enhance the emotional experiences of fans by improving auxiliary services and staging more engaging events. Likewise, (2022) assert that better website service quality increases e-loyalty and repeat visits to club platforms. Rezaei et al. (2022) show that quality team performance and stronger fan interaction strategies foster sustained loyalty and word-of-mouth promotion. Rezaei et al. (2022) show that quality team performance and stronger fan interaction strategies foster sustained loyalty and word-of-mouth promotion. Saleh et al. (2023) tested a structural model to examine the impact of relationship quality on sports consumption behavior among Iranian Premier League fans. Their findings revealed a significant positive relationship between perceived relationship quality and fans’ behavioral intentions, including continued support and consumption patterns. These results underscore the role of emotional and relational bonds in shaping fan expectations and long-term loyalty, offering important implications for football clubs aiming to strengthen their ties with supporters through consistent and meaningful engagement.
Rezaei et al. (2022) note that acquiring high quality players contributes to deeper fan attachment. Furthermore, studies indicate that fan behavioral intentions are significantly shaped by service quality and satisfaction levels. Asadollahi et al. (2021) emphasize the importance of tailoring communication strategies to the demographic characteristics of the fan base. Da Silva et al. (2021) reviewed how stadium atmosphere and ticket pricing influence soccer fans’ behavioral intentions. The findings indicated that a positive matchday environment and fair ticket prices significantly shape fans’ willingness to return and stay loyal. These factors reflect key expectations among modern supporters, highlighting the need for clubs to align service quality and emotional experience with fan satisfaction. Phonthanukitithaworn and Sellitto (2018) examined how perceived service quality during matchdays influences fans’ intentions to attend future football games. Their findings showed that aesthetic elements of the game experience, team performance, and total attendance cost both monetary and non-monetary significantly affect spectator satisfaction and behavioral intentions. The study emphasized that improving game-day experience and minimizing barriers to attendance are central to fulfilling fans' expectations and encouraging long term engagement, offering valuable insight for clubs aiming to build fan loyalty in culturally diverse contexts.
In In recent decades, the role and position of football fans within the structure of professional club management have undergone significant transformation. Fans are no longer merely passive consumers of sports services; they have become active stakeholders who influence decision making, governance processes, and the cultural identity of clubs. This shift has given rise to a broad and increasingly complex set of expectations, encompassing technical, managerial, communicative, infrastructural, and even ethical dimensions. The Persian Gulf Pro League (PGPL), established in 2001, is Iran's premier football competition, consisting of the country's top football clubs. It has steadily grown in both stature and competitiveness, becoming a central element of Iranian sports culture. However, evidence suggests that many clubs in the PGPL lack systematic approaches to identify and respond to these evolving demands a shortcoming that may negatively impact fan loyalty, social capital, and both financial and sporting performance. A review of domestic literature in Iran reveals that most studies on fan behavior have focused narrowly on motivations for stadium attendance or general service evaluation, falling short of offering a comprehensive, theoretically grounded model of fan expectations. In contrast, international research has consistently emphasized the critical importance of understanding and categorizing fan expectations as a prerequisite for designing effective fan-centered marketing strategies, improving organizational performance, and ensuring sustainable club development. The lack of such in-depth qualitative studies in the context of Iranian football represents a significant theoretical and practical gap. Accordingly, the present study aims to identify and analyze the core dimensions of fan expectations from football clubs in the Persian Gulf Pro League using a descriptive phenomenological approach.
This study utilizes a qualitative research methodology grounded in descriptive phenomenology to explore fan expectations from football clubs in the (PGPL). This approach was chosen due to its effectiveness in capturing the lived experiences and subjective perceptions of individuals, particularly when addressing complex and culturally embedded phenomena such as fan-club relationships.
Participants were selected using a combination of purposive and snowball sampling techniques. The sample included 24 individuals representing diverse stakeholder groups: university faculty members in sport management, sports media professionals, senior officials from the Football Federation of Iran, club executives, coaches, current players, and active fans. This diversity ensured a comprehensive understanding of the phenomenon. Sampling continued until data saturation was reached, meaning no new significant themes or concepts emerged from additional interviews )Fusch & Ness, 2015). Interviews were conducted until no new insights were generated, with the final three interviews reinforcing the stability of existing themes.
Semi structured interviews were employed as the primary data collection tool, providing a consistent framework for questioning while allowing flexibility to explore emergent themes. Interviews lasted between 45 and 60 minutes and were audio recorded with participant consent. The interviews aimed to capture the participants’ experiences, insights, and expectations regarding the functioning, performance, and management of football clubs.
The data were collected through semi-structured interviews, ensuring both consistency in the core questions and flexibility to follow up on emerging themes. Each interview was recorded and transcribed for analysis. In this regard, for the data collection process, interviews with the participants were conducted by the researchers based on prior coordination. At the beginning of each interview, the researchers were assured that all procedures and conversations would remain strictly confidential. In accordance with ethical research practices, all participants were fully informed of the study's objectives, its significance, and their voluntary participation. Participants were assured of their right to withdraw at any time without consequence, and their confidentiality and anonymity were maintained throughout the study. Informed consent was obtained verbally or in writing before data collection began, ensuring the autonomy and dignity of all participants were respected.
The data analysis was conducted using Colaizzi’s seven-step method )Colaizzi, 1978). 1) careful study of all descriptions and significant findings of the interviewees, 2) extraction of meaningful phrases and sentences related to the phenomenon under study, 3) assigning meaning to the important extracted phrases and sentences from the interviews, 4) organizing and arranging the interviewees’ descriptions and common concepts into specific categories, 5) converting all derived opinions into complete descriptions, 6) condensing the comprehensive descriptions of the phenomenon into a concise and accurate summary, and 7) final validation. MAXQDA software (version 20) was used to manage and code the qualitative data, ensuring systematic categorization of themes and facilitating a transparent analysis process.
Research Trustworthiness
To ensure the rigor and trustworthiness of the study, the four established criteria for qualitative research credibility, transferability, dependability, and confirmability were adhered to. Credibility was achieved through prolonged engagement with participants and iterative member checking of data interpretations. Transferability was enhanced by providing detailed contextual information about participants and the research setting. Dependability was ensured through an audit trail that documented each stage of the research process, while confirmability was addressed by maintaining reflexive memos and bracketing researcher bias.
Table 1 presents the demographic information of the individuals who participated in the study.
Table 1- Demographic Information of the Study Participants
|
Experts |
Position |
Participant Breakdown |
|
|
Group 1 |
University faculty members in the sport management |
3 Male |
1 Female |
|
Group 2 |
Sports media professionals |
2 Male |
1 Female |
|
Group 3 |
Senior officials of the Football Federation of the Islamic Republic of Iran |
2 Male |
- |
|
Group 4 |
Senior executives of (PGPL) |
3 Male |
- |
|
Group 5 |
Coaches of (PGPL) football clubs |
2 Male |
- |
|
Group 6 |
Players from (PGPL) football clubs |
2 Male |
1 Female |
|
Group 7 |
Supporters of (PGPL) football clubs |
4 Male |
3 Female |
Based on the thematic analysis of the data collected from participants, fan expectations regarding Persian Gulf Pro League football clubs were categorized into 104 sub-themes, which were further organized into five overarching themes. These main dimensions include: (1) transfer-related aspects, (2) performance-related aspects, (3) infrastructural aspects, (4) fan engagement aspects, and (5) managerial aspects. Table 2 illustrates the primary and secondary themes that emerged from the data analysis process.
Table 2- main and sub-themes
|
Main Theme |
Sub-theme |
Interview excerpts |
|
Transfer-related Dimensions
|
Recruitment of young, talented, and promising players |
“If we want to build a future, we need to recruit young players who are both technically gifted and mentally strong. It’s about building a foundation, not just buying names.” (Club Coach) |
|
Retention of key players and addressing the technical needs of the team |
“The worst feeling as a fan is watching your best players leave. Clubs must learn to retain their assets and build a system around them.” (Football Fan) |
|
|
Timely and well-executed transfer decisions |
“Sometimes we hear about a player joining just days before the league starts. Transfers should be done early so the team can get.” (Sports Media Expert) |
|
|
Assessing player impact at former clubs |
“It’s not just about talent; we want players who made a difference in their previous teams, not just benchwarmers.” (Club Executive) |
|
|
Transparency in the transfer process |
“Fans are often left in the dark about who’s coming and why. Transparency in transfers builds trust and reduces rumors.” (University Faculty) |
|
|
Strong negotiation and contract bargaining skills |
“We need management that can negotiate smart deals not overpay or rush contracts without proper evaluation.” (Federation Official) |
|
|
Preventing star players from moving to rival teams |
“Losing a key player to a direct rival is like a double loss. There must be strategies to prevent that.” (Football Fan) |
|
|
Ability to recruit players for required positions |
“It’s frustrating when clubs sign five attackers but ignore a weak defense. Recruitment must match tactical needs.” (Club Coach) |
|
|
Emphasis on players’ international experience |
“Players with global exposure bring not just skill but professionalism and higher discipline standards.” (Media Analyst) |
|
|
Consideration of contract termination clauses |
“Too often we hear about legal disputes. Clubs should protect themselves by drafting smart termination clauses.” (Football Federation Official) |
|
|
Attention to loan terms and permanent transfer conditions |
“Some clubs loan players with no option to buy. That’s short-sighted. We want continuity, not temporary fixes.” (Fan Representative) |
|
|
Signing players with a long-term development perspective |
“Buying for the future is just as important as winning today. Every transfer should have a long-term vision.” (Club Manager) |
|
|
Focus on the growth and advancement of local talents |
“Our cities are full of talent, but they get ignored for foreign imports. We must prioritize homegrown players.” (Local Fan) |
|
|
Prioritizing psychological and motivational preparedness of players |
“Some players are technically great but mentally fragile. Clubs should assess their character and motivation too.” (Sports Psychologist) |
|
|
Minimizing the time required for player transfers |
“When deals drag on, the team suffers. Fast, decisive action is needed in the transfer market.” (Coach) |
|
|
Scouting and tracking of talented youth players |
“We need a scouting system that works year-round, especially at youth levels. That’s where stars are born.” (Player) |
|
|
Forecasting future transfer needs and trends |
“Smart clubs don’t wait for a crisis they plan transfers based on future needs and market trends.” (manager) |
|
|
Considering player personality, behavior, and cultural fit |
“A bad attitude can ruin a locker room. We need players who fit the club’s culture and values.” (Player) |
|
|
Accurate valuation of player market worth |
“Some players are clearly overpriced, and we end up regretting it. Clubs must base decisions on proper valuation.” (coach) |
|
|
Consideration of contract duration and financial commitments |
“Long contracts without performance clauses can backfire. Clubs must evaluate risks before signing.” (manager) |
|
|
Evaluation of players’ adaptability to different tactical systems |
“It’s not just about individual skills; players must adapt quickly to our tactical system, otherwise it causes instability.” (Coach) |
|
|
Review of players' injury history and medical background |
“Clubs should investigate a player’s injury history seriously. Signing an injured player is a huge financial risk.” (coach) |
|
|
Performance-related Dimensions |
Securing victories in competitive matches |
“We support the team unconditionally, but winning against tough opponents shows we’re progressing.” (Fan) |
|
Offering exciting and high-energy match performances |
“Even if we lose, I want to feel the energy and passion on the pitch. A boring game kills the vibe.” (Stadium Attendee) |
|
|
Continuous improvement in overall team performance |
“We don’t expect miracles, but there must be progress season by season, week by week.” (Club Analyst) |
|
|
Consistent individual player performance across each season |
“I want to see players giving 100% every game not just showing up in big matches.” (Fan) |
|
|
Effective coaching and leadership by the head coach |
“A good coach is not just about tactics he must inspire, manage egos, and lead with vision.” (Sports Journalist) |
|
|
Strong sense of team cohesion |
“You can tell when players trust each other. A united team performs better, no matter the stars.” (Ex-Professional Player) |
|
|
Promoting team spirit and unity |
“Celebrations, warm-ups, communication all of that shows unity. We value that more than flashy signings.” (Fan) |
|
|
Establishing internal team leadership |
“A few vocal leaders on the pitch can turn a crisis into an opportunity. Leadership must be visible.” (Club manager) |
|
|
Stability and consistency in team performance |
“Inconsistent results kill fan confidence. We need a team that performs reliably every week.” (Club manager) |
|
|
Effective in-game decision-making and match management |
“Making the right substitutions at the right time it’s those little things that define a great coach.” (Club manager) |
|
|
Adherence to tactical principles and strategies |
“When I see my team stick to a clear tactical identity, I know they’re working towards something bigger.” (Supporter Group Leader) |
|
|
Building a cohesive and reliable defensive line |
“We’ve lost so many games because of defensive chaos. A strong backline gives fans peace of mind.” (Coach) |
|
|
Fostering creativity and innovation on the field |
“Rigid football is outdated. I love to see players improvise and surprise the opponent.” (Fan) |
|
|
Performing well in away matches |
“Being competitive away from home shows real character. It’s a test of grit.” (Club Manager) |
|
|
Delivering strong results in high-stakes and critical competitions |
“Derbies and finals matter most. That’s where legends are made and loyalty is tested.” (Fan) |
|
|
Adaptability to diverse environmental and match conditions |
“You can’t blame the weather every time. A professional team must adapt, wherever they play.” (coach) |
|
|
Managing psychological pressure and stress during matches |
“Players who lose focus under pressure aren’t ready for the big stage. Mental strength is key.” (coach) |
|
|
Familiarity with opponents’ playing styles and tactics |
“Before each game, I expect our team to do its homework and know the opponent’s weaknesses.” (Media Analyst) |
|
|
Maintaining optimal physical fitness and conditioning |
“Fitness isn’t optional. You can’t expect 90 minutes of intensity from unprepared players.” (Athletic Trainer) |
|
|
High goal-scoring and entertaining matches |
“We come to the stadium for joy. Goals, excitement, drama—that’s what keeps us returning.” (fan) |
|
|
Strong performance in international tournaments |
“Representing Iran well on the Asian stage is a matter of pride. We expect serious effort there.” (National Team Fan) |
|
|
Alignment with fans’ preferred style of play |
“I want to see a team that reflects our football culture aggressive, tactical, and proud.” (Fan Association Member) |
|
|
Utilization of young and talented players |
“Give the youth a chance. They bring energy and long-term benefits stop benching them.” (Youth Development Advocate) |
|
|
Variety in tactical approaches and match strategies |
“If plan A fails, there must be a plan B. Tactical diversity is the sign of an intelligent team.” (Technical Commentator) |
|
|
Infrastructural Dimensions |
High-quality training ground conditions |
“If the training ground is poor, how can we expect professional performance? Facilities are the starting point.” (Team Coach) |
|
Improved ventilation and air conditioning systems in stadiums |
“In the summer games, it’s suffocating inside. Proper ventilation is essential for fan health and comfort.” (Elderly Fan) |
|
|
Installation of advanced and digital scoreboards |
“Digital scoreboards show professionalism. It adds excitement and helps fans follow the game better.” (Young Fan) |
|
|
Development of standard, high-quality turf for playing fields |
“Watching games on poor turf is frustrating. It affects players and makes the game less enjoyable.” (Former Player) |
|
|
Enhancement of stadium lighting systems |
“Evening games need powerful lighting. We’ve seen matches delayed due to poor visibility.” (TV Broadcast Crew) |
|
|
Establishment of proper pathways for fan entry and exit |
“Entering and leaving the stadium shouldn’t feel like chaos. Organized gates and signs are a must.” (Parent with Child) |
|
|
55. Construction of sufficient and secure parking around stadiums |
“I often skip games because I can’t find parking. Safe, nearby parking should be guaranteed.” (Car-owning Fan) |
|
|
Availability of clean and adequate restroom facilities |
“The toilets are either locked or disgusting. Fans deserve clean, accessible restrooms.” (Female Spectator) |
|
|
Ensuring robust stadium security measures |
“Security doesn’t mean intimidation. It should be firm but respectful and ensure safety for all.” (manager) |
|
|
Provision of medical equipment and on-site emergency personnel |
“A fan collapsed two rows ahead and there was no help for 10 minutes. Emergency teams must be present.” (Fan) |
|
|
Internet access and digital information systems within stadiums |
“In today’s world, fans want Wi-Fi. It helps share content and engage during the match.” (Social Media User) |
|
|
Integration of modern officiating technologies such as VAR |
“We’ve lost games due to bad calls. VAR isn’t optional anymore; it’s about fairness.” (Club management) |
|
|
Installation of ATMs and electronic payment systems inside stadiums |
“Not everyone carries cash anymore. We need POS and ATMs for snacks and tickets.” (Fan) |
|
|
Clear and informative signage throughout the stadium environment |
“For newcomers or families, signs help navigate seating, restrooms, and exits without stress.” (fan) |
|
|
Creating a family-friendly and comfortable match-viewing atmosphere |
“When the environment feels safe and welcoming, families come and the crowd becomes more diverse.” (Fan) |
|
|
Easy and convenient access to the stadium |
“If getting to the stadium is a hassle, people will stop coming. Accessibility is half the experience.” (manager) |
|
|
Fan-related Dimensions |
Respect for fan opinions and expectations |
“Clubs shouldn’t treat fans like outsiders. Our opinions matter we’re part of the team’s identity.” (Faculty member) |
|
Responsiveness to fan feedback, criticism, and suggestions |
“We give feedback because we care. Ignoring fans makes us feel unheard and devalued.” (fan) |
|
|
Non-discriminatory treatment of all fans |
“Whether you’re male or female, rich or poor, everyone should feel equal at the stadium.” (Fan) |
|
|
Commitment to club values and identity |
“We want our club to stand for something not just wins. Values like honor, loyalty, and fairness matter.” (Faculty member) |
|
|
Organization of special fan-oriented events |
“Fan days, autograph sessions, open trainings these build strong emotional connections.” (Player) |
|
|
Inclusion of fans in club decision-making processes |
“Give us a voice a fan council or digital poll. We want to be part of decisions that affect us.” (Fan) |
|
|
Respect for fan culture and community values |
“Each city has its own football culture. Clubs should embrace and promote that, not suppress it.” (Fan) |
|
|
Upholding professionalism and ethical conduct in fan engagement |
“Sometimes the way clubs talk to fans is unprofessional. Respect and ethics must guide communication.” (University faculty) |
|
|
Providing support to fans during times of crisis |
“During the earthquake, the club donated nothing. Real loyalty is shown when fans are in trouble.” (Fan) |
|
|
Offering exclusive services to loyal and long-term fans |
“I’ve been a season ticket holder for ten years yet I’m treated the same as a first-time buyer. That’s not fair.” (Fan) |
|
|
Maintaining continuous engagement with fans through social media |
“Social media shouldn’t be used only for match announcements. It’s a two-way channel for daily engagement.” (Player) |
|
|
Providing support for fans traveling to away matches |
“Traveling fans face many challenges. Clubs should at least arrange safe transportation or discount tickets.” (coach) |
|
|
Protecting fan rights in ticketing and access procedures |
“People get scammed or overcharged all the time. Clubs must secure the ticketing system and be transparent.” (University faculty) |
|
|
Managerial Dimensions |
Strategic planning and long-term vision development |
“A club without a vision is like a ship without a compass. We need five-year plans, not just week-by-week thinking.” (University faculty) |
|
Preserving and strengthening the club’s identity |
“With all the commercial changes, I worry we’re losing who we are. Identity should never be compromised.” (Former Player) |
|
|
Transparency in executive and administrative decision-making |
“Decisions about coaches and budgets are always secretive. Fans deserve to know what’s going on.” (Fan) |
|
|
Conducting effective marketing and promotional campaigns |
“Our club doesn’t even market properly. Social media is outdated, and merchandise is boring.” (Club manager) |
|
|
Implementing sustainable revenue-generating strategies |
“We can’t rely only on ticket sales. Clubs need creative and ethical ways to earn, year-round.” (Former Player) |
|
|
Maintaining constructive relationships with the media and press |
“The club’s silence in press conferences and ignoring media requests hurts its image.” (Sports Journalist) |
|
|
Showing respect for rival clubs |
“Trash talk may excite some fans, but real sportsmanship lies in showing respect to rivals.” (Coach) |
|
|
Supporting and advocating for club players |
“When a player is attacked unfairly, the club should defend him publicly. Silence is betrayal.” (Player) |
|
|
Fostering a positive and motivating internal club environment |
“Toxic environments break teams from within. Leadership should cultivate motivation, not fear.” (coach) |
|
|
Promoting supportive fan culture within the stadium |
“Encouraging chants and creativity should be welcomed, not suppressed. That’s fan culture.” (manager) |
|
|
Enhancing the development of youth academy teams |
“We rarely see academy players make it to the first team. What’s the point of youth development then?” (Coach) |
|
|
Expanding women’s football programs within the club |
“We have no women’s team, no youth girls’ section. That’s not acceptable in today’s world.” (Fan) |
|
|
Addressing legal and ethical responsibilities of the club |
“Ignoring contracts, unpaid wages it’s unethical and illegal. Clubs must act responsibly.” (manager) |
|
|
Establishing and supporting official fan associations |
“A formal fan association creates a bridge. Clubs should help organize and support them.” (Fan) |
|
|
Demonstrating corporate social responsibility |
“A club must care about its city. Sponsor youth programs, clean parks something beyond football.” (Former player) |
|
|
Providing growth opportunities for coaching and technical staff |
“Our coaches get no workshops, no exposure. How can we expect innovation under such conditions?” (Coach) |
|
|
Encouraging healthy internal competition among players and staff |
“Favoritism destroys team morale. Fair competition keeps everyone sharp and committed.” (Player) |
|
|
Supporting other sports teams within the club structure |
“Our volleyball and handball teams get zero attention. Support all departments, not just football.” (Player) |
|
|
Maintaining the club’s global brand presence |
“We should be visible on the international scene social media in English, friendlies abroad, collaborations.” (manager) |
|
|
Attracting high-profile and reputable sponsors |
“Sponsor quality matters. Big brands elevate the club's image and attract better players.” (coach) |
|
|
Collaborating with international commercial brands |
“Partnerships with global companies open doors to training, technology, and prestige.” (manager) |
|
|
Increasing the club’s visibility and reputation worldwide |
“We barely show up in international media. That limits our appeal to fans and investors abroad.” (Fan) |
|
|
102. Reducing financial debt and liabilities |
“Being constantly in debt makes us vulnerable. Financial discipline must become a top priority.” (fan) |
|
|
Effective crisis management in team operations |
“When things go wrong scandals, losses, injuries we need clear plans and calm leadership.” (Manager) |
|
|
Adoption of modern technologies in football club management |
“Smart data, AI scouting, fan apps modern tools should be integrated across departments.” (coach) |
The findings of this study provide a nuanced and multifactorial picture of fan expectations from football clubs in the Persian Gulf Pro League. By identifying five overarching dimensions transfer related, performance-related, infrastructural, fan related, and managerial the study reveals that fan expectations are neither static nor singular. Rather, they are multidimensional, emotionally invested, and contextually grounded within Iran’s unique football landscape. In contrast to traditional consumer-based models, the expectations observed here reflect fans’ desire to participate in club identity formation, governance standards, and long-term institutional development. This discussion critically explores the broader significance of these findings and compares them with the existing domestic and international literature cited in the study.
The findings of this study emphasize that the player transfer process in the Persian Gulf Pro League is much more than a tactical or technical operation; it is, in fact, a highly symbolic event filled with emotional significance for fans. Fans perceive successful and timely acquisitions of players, especially those with international experience, as indicators of strategic foresight and the club’s ambition. This is in line with the work of Rezaei et al. (2022), who concluded that player quality and timely signings strongly influence fan loyalty and future behavioral intentions. Fans also expressed concerns about transparency in transfer dealings, citing it as an essential element for trust. When transfer decisions are opaque or players are poached by rival clubs, fans interpret these as signs of managerial failure or betrayal. This emotional investment in transfers reflects a more nuanced understanding among fans, shaped by the increasing availability of information through media and social networks. As Elshaer (2023) observed, fans' expectations have evolved beyond traditional sporting demands to encompass deeper concerns with the psychological readiness of players and the ethical practices of their clubs. The data suggests that fans now expect not only success in the transfer market but also clear justification for decisions made. In the Iranian context, where institutional transparency may be questioned, the transfer process becomes a public test of credibility. These expectations demonstrate a shift from viewing football clubs as merely entertainment providers to seeing them as institutions whose actions are subject to rigorous scrutiny.
While match day performance remains the core of fan satisfaction, this study reveals that Persian Gulf Pro League fans have broader expectations that go beyond just wins and titles. Fans emphasized the importance of consistency, creativity, and tactical variety, as well as a style of play that aligns with their emotional connection to the club. This finding resonates with Bee and Havitz (2010), who argued that a team’s style of play significantly strengthens fans' psychological commitment, especially when it resonates with their personal identity and cultural values. Furthermore, fans expressed a strong desire for tactical intelligence, including adaptive match strategies, creative formation changes, and the ability to manage psychological pressure. These expectations reflect not only technical assessments but also symbolic and emotional dimensions of fandom. For instance, fans do not simply want their teams to win; they want to see a team that plays with passion, intelligence, and resilience. This aligns with Bee and Havitz's (2010) assertion that fans form emotional attachments when their club’s style mirrors their own values and identity. The growing expectation for consistent performance across various match situations, including away games and high-pressure scenarios, highlights the evolving sophistication of fan expectations. Fans are increasingly discerning, interpreting team performance through multiple lenses beyond just the final score.
The study underscores the pivotal role that infrastructure plays in shaping fan expectations and loyalty. Fans do not view the stadium merely as a physical venue for watching matches; they regard it as a symbolic site of shared identity, community, and pride. The demand for improvements in stadium facilities such as roofing, ventilation, restroom facilities, parking, and signage goes beyond mere convenience; it is about creating a welcoming, inclusive, and prideful environment. These findings echo the work of Soyguden et al. (2019), who linked poor stadium conditions to decreased attendance. However, the Iranian context introduces additional layers of significance, particularly regarding gender inclusivity and the need for safe, clean, and family friendly environments, especially for women and children. Fans’ demands for gender-sensitive infrastructure reflect broader cultural expectations, showcasing a desire for inclusivity that goes beyond comfort. Female fans, in particular, emphasized the lack of secure access and appropriate services as a form of institutional neglect. The desire for modern amenities such as digital scoreboards, advanced lighting, and aesthetically pleasing stadium designs is not simply about luxury but also about affirming fans' value as stakeholders. This demand for infrastructural modernization is closely tied to the legitimacy of the club, with investments in stadium upgrades signaling future orientation, community focus, and responsiveness to fan needs. In line with Deng et al. (2024), technological improvements like VAR were seen by fans as enhancing perceptions of fairness and match-day quality. These findings suggest that infrastructural investments are not just about improving comfort they are symbolic acts of inclusion, modernity, and respect for the fanbase.
Fan-related Dimensions
The study demonstrates a significant shift in fan engagement expectations, with fans increasingly viewing themselves as active participants in the governance and identity of their clubs. This shift contrasts with traditional models where fans were seen primarily as consumers of football. Fans in this study emphasized their desire for respectful communication, recognition of their opinions, and meaningful participation in decision-making processes. These findings are consistent with Saleh et al. (2023), who found that the quality of the relationship between fans and clubs has a direct impact on fan consumption behaviors and long-term support. In particular, fans expect clubs to listen during times of crisis, acknowledge community needs, and embody values that reflect their lived experiences. Fans no longer accept superficial engagement such as celebratory posts on social media or occasional promotions. Instead, they demand transparency, responsiveness, and consistent communication from their clubs. This shift in expectations highlights the evolving nature of fandom in the Persian Gulf Pro League, where fans are not just supporting their teams but also holding them accountable. These findings align with Navkhasi et al. (2023), who emphasized that fans expect clubs to align their actions with the emotional and moral expectations of their supporter base. The desire for deeper engagement is particularly important in the Iranian context, where political constraints, economic challenges, and limited access to decision making spaces make fan engagement not only a sporting issue but a sociocultural demand for visibility and influence.
Lastly, this study reveals that fans have sophisticated expectations regarding the strategic and ethical behavior of club leadership. Unlike the other dimensions, which are more experience driven, fans' managerial expectations are fundamentally evaluative. Fans in this study demanded transparency, ethical governance, and community-oriented leadership. This growing awareness of managerial practices reflects a shift towards viewing clubs as organizations that must be accountable to their supporters. Rezaei et al. (2022) found that clubs with consistent leadership and strategic direction foster stronger emotional connections with their fans, and this study corroborates that finding. Fans also expect clubs to take an active role in society, particularly by promoting social responsibility, youth development, and fair representation of women's football. These expectations suggest that fans view their clubs as civic institutions, not just as entertainment providers. The demand for financial integrity and media transparency is a direct response to a national context marked by periodic scandals and opaque financial practices. This finding emphasizes that fans are increasingly monitoring club operations, not just out of curiosity, but because they view themselves as custodians of the club’s integrity. Clubs that fail to meet these managerial expectations risk losing the trust of their supporters, as Jaberi et al. (2018) noted. Moreover, the study suggests that governance is not just an internal matter for clubs but a public performance of responsibility. Fans expect to see transparency, ethical behavior, and alignment with their cultural and social values in club operations.
The findings from this study challenge traditional models of sports fandom, which typically focus on fans as passive consumers of entertainment. In the Persian Gulf Pro League, fans are active participants in shaping the future of their clubs. They bring complex, multidimensional expectations to the table, all of which must be addressed if clubs are to thrive in an increasingly competitive environment. As these expectations evolve, clubs must adapt by developing more transparent, inclusive, and fan-centered strategies. This research highlights the importance of understanding fan expectations in the context of broader cultural and societal dynamics, urging clubs to not only focus on short-term results but also on long-term fan engagement and institutional integrity.
While this study offers valuable insights into fan expectations in the Persian Gulf Pro League, a few limitations should be acknowledged, which provide avenues for further research. The sample size of 24 participants, while diverse and representative of key stakeholder groups, may not fully encompass the wide range of perspectives across the entire fanbase. The qualitative nature of the study, using semi-structured interviews, allows for in-depth exploration of individual experiences, though it may not provide a comprehensive representation of all fan groups. Additionally, this research was conducted at a specific point in time, meaning that the findings capture fan expectations in the present context but may not fully account for shifts in attitudes over time. Future studies with larger sample sizes and a longitudinal approach could enhance the understanding of how fan expectations evolve and further validate these findings across a broader demographic. Despite these limitations, the study’s depth and focus on capturing lived experiences provide a strong foundation for future research on this topic.
All authors contributed to the conduct of the present study.
There are no conflicts of interest associated with this study.
This project was financially supported by the University of Mohaghegh Ardabili.
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