| Summary: | 碩士 === 國立體育大學 === 休閒產業經營學系 === 104 === Since 1990 , NBA has become a global business , with content being distributed through various media channels around the world . However, with the regionalization and localization trends on the rise , communication strategy of globalization began to change . NBA set up branch offices around the world , such as NBA China , NBA EU , hoping that through the establishment of branch offices , the league can be in direct contact with local cultures , and formulate tailored strategies on the ground. . Past research has focused on operating in a globalized environment within the NBA , but rarely talked about the concept of NBA under Glocalization. This research relies mainly on interviews and analysis based on existing resources as supporting materials.
Since being first introduced in 2008, NBA China has been regarded as a foreign sports business by local companies and sports leagues, such as Chinese Basketball Association (CBA). Cooperation was limited to sports-related brands and/or services until recent years, when local companies learn to better integrate its products with the brand and receive more exposure. NBA China was able to further position itself and introduce the real value propositions to the Chinese market.
The difference between Chinese and American basketball cultures lies in many different aspects – local cultures, religions, consumer behaviors...and it makes every sense for NBA China to develop a local communication strategy to cater to the Chinese fanbase.
The study recommends that NBA China focus on initiatives such as nurturing grassroots basketball development developing on-the-ground PR marketing strategy, and enhancinge the user experience on digital platforms in China.
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