Abstract
This paper examines how managers of teams in new or non-traditional sport markets interpret the literature on fan socialisation, identify best practices and formulate strategies to develop new fans and build a larger fan base in the shadow of larger, more established leagues. A qualitative investigation was undertaken, and managers from NHL teams were interviewed to better understand their practices to grow their fan base. Findings revealed that teams had a strong focus on socialising children, lacking in the areas of maintaining fandom after initial socialisation and attracting adult consumers. The findings offer practical implications for fandom sustainability and opportunities to build a bridge between practitioners and academics. Most fan socialisation literature is from the perspective of fans, rarely considering the impact of manager-initiated socialisation strategies. This paper adds to fan socialisation literature by highlighting the perspective of sport managers and provides directions for future quantitative studies.
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