A relationship marketing model to enable sustainable growth of the Bangladesh Cricket Board: A stakeholder causal scope analysis

The research concerns to develop a business model that can enable Bangladesh Cricket Board (BCB) to grow sustainably. Relationship Marketing (RM), as a contemporary marketing approach, is utilised to develop the model by analysing the way of stakeholders working interdependently towards mutually beneficial, multifarious relationship goals, as RM has been found as a unifying force given its application to a whole range of marketing initiative. The research has been initiated based on BCB's encouragement and endorsement, focusing on facilitating BCB's mission statement: guiding cricket flourish for generations to come through excellent administration and sound financial management.

A multi-case study methodology is chosen to analyse the research topic. Five sporting cases are analysed, which are Cricket Australia, Arsenal Football Club, Indian Premier League, Hawthorn Football Club and England and Wales Cricket Board. Ten RM indicators were found during the initial literature review that can enhance an organisation's competitive advantage aiming to establish a sustainable approach. Nine additional RM indicators were discovered from the RM practices of the cases of this study. The fundamental enquiry of this study is to identify the stakeholder causal scope focused marketing strategies by which grown sporting organisations are experiencing the benefit of these nineteen RM indicators to foster their growth. A further interest is to analyse the potential applicability of the identified marketing strategies and approaches of different sporting organisations against each of the identified RM indicators on BCB's sustainable growth. A focus group study was conducted to recognise market experts' opinions on the potential applicability of the identified marketing strategies and approaches of different sport cases of this study to attain and retain BCB's growth. The findings of the focus group emerged as promising yet challenging. The previously mentioned nineteen RM indicators have been used to develop a model with an aim of enabling sustainable growth.

The finding of the study adds significant value to the sport marketing and the broader concept of RM. The nineteen RM indicators are established to identify, classify, establish, maintain and enhance stakeholders' causal scopes' focused marketing strategies, to intensely utilise the advantages of RM focusing on attaining and retaining organisational growth. The applicability of these RM indicators is found as viable across the industries.