Research on the Fan Composition and Consumption Behaviour of CUBA and NCAA

Authors

  • Qihang Dai
  • Houxi Yu
  • Pu Zhao

DOI:

https://doi.org/10.54097/hbem.v4i.3558

Keywords:

Fan Composition, Consumption Behaviour, CUBA, NCAA

Abstract

Since China successfully hosted the CUBA China University Basketball League for the first time in 1998, China’s college basketball development has achieved breakthrough achievements. Among the major colleges and universities in all regions of the country, the CUBA league has brought Basketball, a sport full of competitive sports charm and passion, into the lives of more and more students. However, because the league has only a history of more than 20 years since its establishment, the level of basketball competition among universities in various regions in China is seriously uneven. The gap is large, and the CUBA league is still in its infancy and early development stages. The various competition systems of the league, Management approaches, and how talent is introduced and balanced still need to be improved. This paper deeply analyzes the problems existing in CUBA through specific typical case analysis methods, literature research methods, and other methods. The results show that CUBA lacks venue interiors, technology, and other hardware facilities. The league system is too chaotic and inconvenient to manage; the difference in strength between leagues at all levels and universities is too great, resulting in low fans watching the game and other issues that CUBA should learn from the NCAA. This paper also makes strategic analyses and suggestions for the CUBA league, such as adjusting the competition system, delegating power to the government, increasing the infrastructure construction of venues, and balancing the average strength of players in various colleges and universities.

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References

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Published

12-12-2022

How to Cite

Dai, Q., Yu, H., & Zhao, P. (2022). Research on the Fan Composition and Consumption Behaviour of CUBA and NCAA. Highlights in Business, Economics and Management, 4, 524-529. https://doi.org/10.54097/hbem.v4i.3558