Transformation of the Formula-1 Brand: From Niche Motorsport to a Global Phenomenon of the Entertainment Industry

Abstract

Research objective. A comprehensive analysis of Formula 1’s transformation as a marketing platform and global entertainment phenomenon – from a niche technocratic motorsport to a mainstream media product – identifying the key drivers of the rebranding success and uncovering the mechanisms by which a sports brand adapts to the demands of the digital age.

Methodology. The study employs content analysis of media materials and a case study methodology. The statistical base comprises official reports from Formula One Group, Nielsen Sports, Repucom, Forbes, and SportsPro Media. The theoretical framework draws on D. Aaker’s brand equity concept, the Uses & Gratifications theory (Sundar & Limperos, 2013), C. Fombrun’s reputation management model, Fullerton and Merz’s four-level sports branding model, as well as the works of K. Clow, D. Baack, M. Shank, and M. Lyberger.

Results. The study establishes that F1’s transformation encompassed all four levels of sports branding simultaneously – product, institutional, event, and personal. Five strategic initiatives of the new PR architecture are identified: paddock openness, personalised driver PR, CSR communications, an inclusive narrative, and enhanced crisis protocols. The omnichannel digital communications model is characterised, featuring differentiated content across YouTube, TikTok, Instagram, X, Twitch, and podcasts. Systemic strategic risks are identified, including dependence on sporting competition, the threat of an authenticity crisis, conflict between traditional and new audiences, and media oversaturation.

Novelty. For the first time in the domestic scholarly tradition, a comprehensive interdisciplinary analysis of Formula 1’s brand transformation is conducted through the lens of an integrated brand communications model that synthesises theories of sports branding, reputation management, and digital media. An original comparative characterisation of F1’s communications policy before and after 2017 is proposed across eleven parameters. It is demonstrated that the transition from a B2B to a B2C model within a sports organisation constitutes a realised example of systemic rebranding capable of simultaneously rejuvenating the audience, expanding geographic reach, and increasing monetisation without compromising sports identity.

Practical implications. The transformation mechanisms identified – including the appointment of a dedicated PR structure, an omnichannel strategy, narrative personalisation, data technology integration, OTT partner engagement, and systematic CSR communication – are scalable to other sports leagues and federations. The material presented is suitable for use in academic courses on sports marketing, brand management, and digital communications.

Key words: Formula 1, Liberty Media, sports branding, digital transformation, brand management, sponsorship, storytelling, Drive to Survive, multi-platform strategy.