Members of the inquiry committee visited the family’s house on Thursday and collected information about the incident. It is worth mentioning that the post-mortem house, located within the SRN Hospital, functions under the chief medical officer of Prayagraj, while the SRN Hospital is an associate hospital of MLN Medical College. Meanwhile, the three-member inquiry panel comprising SDM (Karachhana) Renu Singh, CMO Dr Nanak Saran and principal of MLN Medical College Dr SP Singh submitted their report on the incident to the DM on Friday.Ĭonfirming this, SDM (Karachhana) Renu Singh, said, “We have submitted the inquiry report to DM for further action.” The DM said, “Apart from the compensation, the benefits of various welfare schemes of the government for which the couple are eligible will also be extended to the family.” Signing sponsorship deals in every far flung corner of the world is one thing but clubs will not be able to truly exploit the kind of brand equity, affinity and love that very few brands in any other sector could boast, a little back to basics training is required.Days after a video of parents carrying the dead body of their nine-year-old son on their shoulder after being allegedly denied an ambulance at Swaroop Rani Nehru (SRN) Hospital in Prayagraj went viral on social media, district magistrate Sanjay Kumar on Friday announced a compensation of ₹5 lakh.
They need to understand them, nurture them and with engage with them as them on a regular basis. The attitude to now for the majority has been “build it and they will come” or, perhaps, more realistically “sell it and the gullible will buy year in year out”.įootball clubs need to focus on their core fans, be it here or the other side of the world. However, the fact that it is noteworthy is indicative of the majority of the failings of English football’s top flight. Such a move is as worthwhile as it is necessary. This is not to mock the North London club. Data driven, targeted advertising? Whatever next? Brand building? Essentially as its straight out of the direct marketing book for dummies. The club is pulling together data from its shops, Facebook fans and Twitter followers to build a new CRM system that will help it target fans with offers and membership options. Arsenal, despite being the second most successful side of the Premier League era to date, appears to have just woken to the need for effective CRM.
There are, of course, exceptions that prove the rule. What they forgot in the meantime is building the tools to foster engagement so their direct marketing had maximum effect.
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What hasn’tĬhanged a great deal, however, is the poor grasp of marketing basics demonstrated by most clubs.ĭespite billions flowing into the game, despite a worldwide fanbase willing to throw huge amounts of money into the coffers to satiate their distant love, football clubs have been slow to adapt to their new found status as brands.īuoyed by fame, clubs rushed to sign as big and as many sponsorship deals as they could, sell as many shirts as they could, safe in the knowledge that the gravy train would never stop, fans’ love would be undying and even failing that the TV money would continue unabated. In the two decades since BSkyB’s money began to flow, English football has changed immeasurably – stadiums, ticket prices, coverage, playing personnel and wages – leaving the sport almost unrecognisable from when Leeds United won the last first division title.
Next season marks the 20th anniversary of the Premier League.
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