Measuring aggressiveness and anger, but not aggression? A response to the CAAS critique

Objectives: The Competitive Aggressiveness and Anger Scale (CAAS) was developed to measure antecedents of aggression in sport. The critique attacks the CAAS on three points: (1) the definition of aggression in sport adopted, (2) the‘‘one size fits all’’ element in the thinking behind the scale’s development, (3) the nature of the CAAS Anger and Aggressiveness items. The objectives of this response is to address misunderstandings in the critique. Methods: We identified a number of false assumptions that undermine the validity of the critique and attempt to clarify our position with respect to the criticisms made. Results: (1) The CAAS is being criticised for a definition that it did not use. (2) We accepted that the CAAS may not be suitable for everyone in our limitations section and fully accept the limitations of any scale. We have since undertaken a large research project to establish whether the scale is valid across and within specific sports. (3) The fundamental misunderstanding inherent throughout the critique is that the CAAS was designed as a measure of aggression, rather than anger and aggressiveness, rendering the critique of its items redundant. Conclusions: The critique misrepresents the authors of the CAAS and fails to present a coherent argument against its use. We hope to clarify our position here. The evidence to date suggests that the CAAS is a valid measure of anger and aggressiveness in many sports and that these concepts reliably differentiate players who admit unsanctioned aggression from those who do not.

The evaluation of marketing strategies for the sale of sports goods in Europe

The objectives of this thesis are to examine and evaluate the process of marketing as practiced by an established and successful company in the sports trade, Dunlop Sports Company Ltd. (D.S.C.). In particular the field of strategy formulation for exporting is considered in an operational context, and compared with existing literature and theory on the subject. Market intelligence has been gathered by visiting European territories and pursuing available sources in the United Kingdom. The data now available is intended to act as a base for developing a more effective market research function within D.S.C. At various stages reports have been submitted on specific topics to the Company and this thesis represents the culmination of these reports and an outline for future policies which are open to D.S.C. The thesis chooses certain aspects of marketing and examines the way in which the marketing strategy of the Company appears to act upon these. In particular the topics of Pricing, Distribution and Market Research are considered. Initially a series of alternative market postures are postulated and assessed within the European strategy of D.S.C. Where no explicit strategy is available an implied strategy is identified and evaluated. In chapters on Pricing and Distribution some of the problems being encountered are given detailed consideration and preferred policies arc suggested. In the final chapter the major strengths and weaknesses of of the Company are brought together and the various recommendations summarised in the context of a marketing strategy which would meet some o:f the current difficulties. The emphasis tliroughout is on the effect of strategy formulation, whether or not this appears adequate, and how each of the various operational elements of the marketing mix depend upon this.