115 © Copyright 2019: Servicio de Publicaciones de la Universidad de Murcia Murcia (España) ISSN edición web (http://revistas.um.es/sportk): 2340-8812 SPORT TK: Revista Euroamericana de Ciencias del Deporte, vol. 8 n.º 1, 115-128 Recibido: Agosto 2018 Aceptado: Diciembre 2018 Dirección para correspondencia [Correspondence address]: Seyed Morteza Azimzadeh. Ferdowsi University of Mashhad, Mashhad (Iran). E-mail: mortezaazimzade@um.ac.ir Designing the competitive advantage model to Iranian football clubs based on teams’ reputation Diseño de un modelo de ventaja competitiva para los clubs de fútbol de Irán basado en la reputación de los equipos Mohammad Deheshti 1 , Seyed Morteza Azimzadeh 2 *, Zahra Sadat Mirza Zadeh 2 , and Hossein Alimohammadi 3 1 Ph.D. Candidate in Sports Management, Ferdowsi University of Mashhad, Mashhad (Iran) 2 Assistant Professor of Sports Management, Ferdowsi University of Mashhad, Mashhad (Iran) 3 Assistant Professor of Sports Management, University of Qom, Qom (Iran) Abstract: Te objective of the present study was to design a competitive advantage model for Iranian football clubs based on teams’ reputation. In order to explore the components of the model, two rounds of Fuzzy Delphi staged by a half-open researcher-made questionnaire. Te results of data analysis of two Fuzzy Delphi rounds indicated that, in the experts’ views, the most important components of club reputation were public relations (media and social relations), identity and brand image of the club, perfor- mance, tradition, social responsibility, fan orientation, quality of manage- ment and fnancial health of the team or football club. Furthermore, the most important competitive advantage based on team reputation in terms of experts includes the components of efciency, responsiveness, innovation, quality and loyalty of fans. Te model also demonstrated that the club re- putation will lead to a competitive advantage through the fans’ satisfaction. Key Words: Team reputation, Competitive advantage, Fans, Football club, Iran. Resumen: El objetivo del presente estudio fue diseñar un modelo de ventaja competitiva para los clubs de fútbol iraníes basado en la reputación de los equipos. Para explorar los componentes del modelo, se realizaron dos ron- das de Fuzzy Delphi por medio de un cuestionario semiabierto elaborado por el equipo investigador. Los resultados del análisis de datos de las dos rondas Fuzzy Delphi indicaron que, en opinión de los expertos, los compo- nentes más importantes de la reputación del club eran las relaciones públi- cas (medios y relaciones sociales), la identidad e imagen de marca del club, el rendimiento, la tradición, la responsabilidad social, la orientación de los fans, la calidad de la gestión y la salud fnanciera del equipo o club de fútbol en cuestión. ventaja competitiva a través de la satisfacción de los afcionados. Además, la ventaja competitiva más importante basada en la reputación del equipo, según los expertos, incluye los componentes de efciencia, receptivi- dad, innovación, calidad y lealtad de los fans. El modelo también demostró que la reputación del club generará una ventaja competitiva a través de la satisfacción de los fans. Palabras clave: reputación del equipo, ventaja competitiva, fans, club de fútbol, Irán. Introduction Today, all areas such as science, business, and industry are subject to profound and persistent changes. New patterns followed by new rules emerge every day and abrogate the ru- les of the past. Tese changes open up a new chapter for as- sumptions, impressions, and efective ways of life each time, and advance further steps toward the path of progression (Andrew, 2003). In a secret attempt to preserve survival and dominate their power on the market and individuals, orga- nizations in an endless attempt try to discover and employ these patterns and new rules prior to the rivals and an end- less competition is in progress to gain competitive advantage. However, the frst and most essential function of competitive advantage is to ensure the survival of the organization; when the organization ensures its survival by relying on compe- titive advantage, it will prosper and can travel the roads of success (Stacey, 2010). Competitive advantage should not be complicated or mixed with technology, but the advanta- ge can emerge in the form of a choice with innovation (Sta- cey, 2010). Competitive advantage is a process that will meet today’s competitive needs of the organization along with its ability to meet future competitive needs. Creating a unique combination of resources and capabilities, relying on intangi- ble resources and heterogeneous methods play a determining role to stabilize the mentioned needs (Aparicio et al, 2016; García et al, 2016; Hamidizadeh, & Hosseinzadeh Shahri, 2008; Sánchez et al, 2017). According to Hill and Jones, four factors assist the com- pany to establish and maintain competitive advantage: su- perior performance, quality, innovation and responsive- ness to customers. Each of these factors is the product of a company’s distinctive qualifcation. In fact, they are to some extent distinct public qualifcations that allow the company to diferentiate its products, ofer more value to its customers, and reduce their costs (Hill & Jones, 2007).