Mobile DevOps is a set of practices that applies the principles of DevOps specifically to the development of mobile applications. Traditional DevOps focuses on streamlining the software development process in general, but mobile development has its own unique challenges that require a tailored approach. Mobile DevOps is not simply as a branch of DevOps specific to mobile app development, instead an extension and reinterpretation of the DevOps philosophy due to very specific requirements of the mobile world. == Rationale == Traditional DevOps approach has been formed around 2007-2008, close to the dates when iOS and Android mobile operating systems were released to the public. The traditional DevOps approach primarily evolved to meet the changing needs of the software development world with the paradigm shift towards continuous and rapid development and deployment (such as in web development, where interpreted languages are more prevalent than compiled languages). While traditional DevOps embraced agility and flexibility, mobile operating system providers steered towards a walled-garden approach with compiled apps with tight controls over how they can be distributed and installed on a mobile device. This difference in the mobile development mindset compared to what the traditional DevOps approach is advocating, is augmented further with the mobile applications to be deployed on a high number of varying devices and operating systems. Eventually, the concept of Mobile DevOps took off as a trend around 2014-2015, in line with the fast growth of the number of applications in mobile app stores. As individuals and corporations alike are developing and publishing more and more mobile applications, the need for efficiency and shorter release cycles increased, which is addressed by the continuous feedback and continuous development approach within the concept of DevOps, while requiring a significant level of adaptation and extension of the traditional DevOps practices. == Mindset shift from traditional DevOps to mobile DevOps == Mobile DevOps has a unique set of challenges and constraints, which solidifies the fact that it needs to be approached as a separate discipline. These challenges can be outlined as follows: Platform-specific requirements and tight controls of mobile operating system providers, where for instance a macOS device is mandatory for iOS application development and release. The walled-garden approach of distributing mobile apps, specifically applying to iOS applications, which comes with app review and app release delays that would not be needed in web development, for instance. Code signing requirements that come with the walled-garden approach, which introduce additional processes in the mobile application build pipeline along with new security concerns. An entire deployment cycle is re-run even in the slightest code change due to how applications are compiled and delivered to the users. The final product is to be deployed to a wide variety of mobile devices worldwide, which requires extensive testing and user feedback. Monitoring mobile applications require additional tools and approaches to be able to get data from an application running on a mobile device while respecting user privacy. Frequent operating system updates by mobile platforms can require rapid adaptation of apps, introducing further complexity to the development and maintenance cycles. == Benefits of mobile DevOps == Mobile DevOps is not an abstract concept and offers a range of benefits that can help improve the efficiency and effectiveness of the mobile app development process. These benefits can even be quantified by collecting the data within the mobile application development lifecycle. The benefits can be categorized into the following areas: Faster Release Cycles: By automating tasks and streamlining the development process, mobile DevOps enables teams to deliver new features and updates more frequently. Improved Quality: Automated testing and continuous monitoring help to identify and fix bugs earlier in the development cycle, leading to higher quality apps. Optimized Resource Utilization: Mobile DevOps promotes optimized resource utilization by automating tasks and streamlining workflows. Furthermore, mobile DevOps practices like containerization can help to create more efficient and scalable development environments. Increased Agility: Mobile DevOps allows teams to be more responsive to changes in the market and user feedback. == List of Dedicated Mobile DevOps Platforms == Even though it is possible to run a mobile DevOps cycle with most of the CI/CD platforms, they may require significant effort compared to non-mobile CI/CD (e.g. you need to bring your own infrastructure or it may require "reinventing the wheel" for commonly used platforms like Jenkins). To overcome the mobile-specific challenges specified, there are certain platforms that are dedicated to the lifecycle of mobile applications. These platforms exclusively focus on DevOps processes for mobile app development and are also referred as mobile CI/CD platforms. Appcircle (Multiplatform | Cloud-based & On-premise) Visual Studio App Center (Multiplatform | Cloud-based) Xcode Cloud (Apple platforms only | Cloud-based)
Timeline of artificial intelligence risks in global finance
The following article is a broad timeline of the course of events related to artificial intelligence risks in global finance. The AI boom has led to concerns including the existential risk from artificial intelligence, as the uptake on applications of artificial intelligence increases. By late 2025, global finance and artificial intelligence were "deeply intertwined". A June 2025 Menlo Ventures report raised concerns about the sustainability of future revenue and long-term profitability of AI, given the relatively low rate of consumer monetization. == 2017 == 30 NovemberThe New York Times said that new AI reports by McKinsey & Company, the National Bureau of Economic Research, and an AI Index created by university researchers, indicated an early AI boom. The Index built on a project—"The One Hundred Year Study on Artificial Intelligence" launched in 2014. == 2018 == 2018 was a year of incremental AI growth in finance. == 2022 == The release of ChatGPT by OpenAI became the catalyst for an artificial intelligence boom that continues to remake the global economy. According to a European Central Bank report, public interest in AI increased rapidly as evidenced with rising Google searches, AI jobs, models, patents, and innovations since late 2022. At that time Europe led the US in the size of its AI workforce. == 2023 == The regulatory body, the International Monetary Fund (IMF), published their report, "Generative Artificial Intelligence in Finance: Risk Considerations", drawing attention to oversight gaps and the need for regulations. The report explores the risks posed by using generative artificial intelligence (GenAI) systems in the financial sector including "broader risks to financial stability." == 2024 == January 12 In January 2024 Bloomberg's published its list of the "Magnificent Seven" Big Tech companies on the stock market based on their strength, size and market capitalization:Apple, Microsoft, Alphabet (Google), Amazon, Meta Platforms (Facebook), Nvidia, and Tesla. 21 June During the AI boom, Nvidia became the world's most valuable company, surpassing Microsoft, as its value increased to over US$4 trillion. In 2023 and 2024, the "Magnificent Seven" stocks were the primary drivers behind the increase in equity indexes, according to Reuters. == 2025 == === January === 23 January President Donald Trump's AI policy was announced calling for United States global leadership in artificial intelligence. The Economist noted that this politic shift in which the United States seeks "global dominance" in AI includes trimming regulations and assisting in expansion of infrastructure and increase in number of AI workers. Governments of Gulf nations were also investing trillions of dollars in AI. 27 January Against the backdrop of a tech war between China and the United States over AI dominance, within days of the launch of China's free DeepSeek App, it was the most downloaded app in the United States, rising to the first place in the Apple app store. President Trump responded immediately, saying this "sudden rise" should be a "wake-up" call to the United States, and called on US companies to be more competitive. === June === 26 June In their June 2025 report, Menlo Ventures estimated that only about 3% of consumers paid for artificial intelligence-related services, representing about $USD12 billion in annual spending. This is relatively low in contrast to the massive capital expenditure by AI infrastructure companies, which raises concerns about revenue sustainability and long-term profitability. === July === 23 July The Trump administration launched the US AI Action Plan, positioning the United States in a high-stakes technological race with China for global dominance in artificial intelligence, emphasizing that neither nation can afford to fall behind due to the exponential nature of AI advancement. The plan, a new government website and policy speech called for accelerated AI adoption across federal agencies, and a number of initiatives to make is easier for AI infrastructure expansion, and other measures to ensure American leadership in AI standards. Some leading experts warned that the administration failed to provide sufficient regulations and safeguards for AI safety. Concerns were raised about the negative impacts of cuts to research funding and tightened visa policies for scientists, potentially undermining public trust and America's ability to compete internationally. === September === 7 September The Economist cautioned that AI revenues are relatively modest compared to the high cost and investments in the creation of new data centers. Even Sam Altman, OpenAI CEO and one of the leading figures of the AI boom,, raised concerns about investors' outsized hopes for financial returns. At the same time, history has shown that new technologies, like railways and electricity, endured and spread after the initial hype faded. 12 September Economists warn that U.S. households' direct and indirect investments—mutual funds or retirement plans—in the stock market reached an unprecedented historically high level, now representing 45% of all financial assets, or about $USD51.2 trillion. Compared to the Dot-com bubble this represents a sharp increase in exposure. This makes U.S. households vulnerable to market downturns which in turn would result in decreasing consumer spending. U.S. household net worth rose to a record $176.3 trillion in the second quarter, an increase of $7.3 trillion since early 2025 and about $46 trillion higher than before the pandemic. Federal Reserve data attribute the surge primarily to gains in stock markets and housing values. However, the rise in wealth on paper coincided with increased household borrowing and growing government debt. 18 September Questions were being raised about how quickly the data centers, chips, servers, and GPUs assets of major AI companies will depreciate in value. Comparisons have been made to the Railway Mania in the aftermath of the stock market bubble where a valuable physical infrastructure remained standing, and the telecoms crash after the dot-com bubble which left fiber networks. 28 September There were warnings that record-high American stock ownership during the AI-fueled market boom is a red flag for systemic risk, as the current concentration in equities exceeds levels seen before the dot-com bubble burst in 2000, and could amplify the impact of any future stock market correction. === October === 3 October In 2025 alone, venture capitalists invested almost $USD200 billion in the artificial intelligence sector. 29 October Nvidia was the first company in the world to be valued at US$5 trillion, largely due to AI demand and strategic partnerships with leading technology and AI firms. Nvidia's increase in value was "meteoric". === November === 2 November Forbes reported that, since April, the 'Magnificent Seven' tech giants together contributed over 40% of the S&P 500's return, highlighting their outsized influence and the growing impact of AI on market valuations. CNN warned that while there is a current benefit to investors, with such a high concentration in the S&P 500, they are highly exposed to the fate of the Mag Seven. 2 November Globally there are 11,000 datacentres—huge campuses for AI infrastructure, including thousands of chips, GPUS, and servers. This represents a 500% increase over the last two decades. It is anticipated that $3USDtn more will be spent on increasing that number over the next two or three years. 5 November Concerns about the potential for a market bubble were raised as six of the AI-related Big Tech "Magnificent Seven"—that contribute to the AI boom—reported losing ground in the stock market. Global markets and artificial intelligence have become "deeply intertwined", according to a Reuters report. As of November 2025, more than 50% of the 20 largest S&P firms were deeply exposed to AI. In contrast, in 2000, the 20 S&P 500 firms represented 39% of its total value only 11 of these companies were exposed to the internet. If AI fails to deliver strong returns on their investments, these top S&P firms would be significantly impacted, according to the Economist. Analysts suggest that the AI market in 2025 may not behave like a traditional one, as investors are simultaneously aware of the risks and driven by the potential for outsized rewards. Leading AI labs may believe that the first company to achieve artificial general intelligence (AGI), when an AI system surpasses all human cognitive abilities and becomes capable of self-improvement—could dominate the future of technology and finance. While some have estimated that the potential value of such a breakthrough could be as high as $1.46 quadrillion, this figure is speculative and widely debated. 5 November Bloomberg described Nvidia's H100 Hopper-Blackwell AI chips as the "King of AI chips". Nvidia dominates the AI chip market with over 78% of the market share because of both speed and cost. According to B
Digital entertainment
Digital entertainment Industry includes, but is not restricted to, any combination of the following industries (that themselves have a considerable degree of overlap): digital media new media video on demand video games interactive entertainment online gambling mobile entertainment social media streaming services "Digital entertainment", largely a hard to define marketing term, rests upon entertainment technology and ultimately on the enabling basic technologies computers, Internet/World Wide Web, digital rights management, multimedia and streaming media. Apart from pure entertainment, the term rests upon the observation that already in 2011 in the UK, for example, "nearly half of people’s waking hours are spent using media content and communications services" ("screen time"). Digital entertainment is inextricably connected with digital marketing. People who follow influencers on social media for entertainment will receive a fair share of advertising at the same time. Digital merchandise is distributed with every computer game and popup ads or similar are ubiquitous in the online (gaming) world.
VHS
VHS (Video Home System) is a discontinued standard for consumer-level analog video recording on tape cassettes, introduced in 1976 by JVC. It was the dominant home video format throughout the tape media period of the 1980s and 1990s. Magnetic tape video recording was adopted by the television industry in the 1950s in the form of the first commercialized video tape recorders (VTRs), but the devices were expensive and used only in professional environments. In the 1970s, videotape technology became affordable for home use, and widespread adoption of videocassette recorders (VCRs) began; the VHS became the most popular media format for VCRs as it would win the "format war" against Betamax (backed by Sony) and a number of other competing tape standards. The cassettes themselves use a 0.5-inch (12.7 mm) magnetic tape between two spools and typically offer a capacity of at least two hours. The popularity of VHS was intertwined with the rise of the video rental market, when films were released on pre-recorded videotapes for home viewing. Newer improved tape formats such as S-VHS were later developed, as well as the earliest optical disc format, LaserDisc; the lack of global adoption of these formats increased VHS's lifetime, which eventually peaked and started to decline in the late 1990s after the introduction of DVD, a digital optical disc format. VHS rentals were surpassed by DVD in the United States in 2003, which eventually became the preferred low-end method of movie distribution. For home recording purposes, VHS and VCRs were surpassed by (typically hard disk–based) digital video recorders (DVR) in the 2000s. Production of all VHS equipment ceased by 2016, although the format has since gained some popularity amongst collectors. A niche revival of VHS has taken place with This Is How The World Ends becoming the first straight-to-VHS release in 20 years. == History == === Before VHS === In 1956, after several attempts by other companies, the first commercially successful VTR, the Ampex VRX-1000, was introduced by Ampex Corporation. At a price of US$50,000 in 1956 (equivalent to $592,000 in 2025) and US$300 (equivalent to $3,600 in 2025) for a 90-minute reel of tape, it was intended only for the professional market. Kenjiro Takayanagi, a television broadcasting pioneer then working for JVC as its vice president, saw the need for his company to produce VTRs for the Japanese market at a more affordable price. In 1959, JVC developed a two-head video tape recorder and, by 1960, a color version for professional broadcasting. In 1964, JVC released the DV220, which would be the company's standard VTR until the mid-1970s. In 1969, JVC collaborated with Sony and Matsushita Electric (Matsushita was the majority stockholder of JVC until 2011) to build a video recording standard for the Japanese consumer. The effort produced the U-matic format in 1971, which was the first cassette format to become a unified standard for different companies. It was preceded by the reel-to-reel 1⁄2-inch EIAJ format. The U-matic format was successful in businesses and some broadcast television applications, such as electronic news-gathering, and was produced by all three companies until the late 1980s, but because of cost and limited recording time, very few of the machines were sold for home use. Therefore, soon after the U-Matic release, all three companies started working on new consumer-grade video recording formats of their own. Sony started working on Betamax, Matsushita started working on VX, and JVC released the CR-6060 in 1975, based on the U-matic format. === VHS development === In 1971, JVC engineers Yuma Shiraishi and Shizuo Takano put together a team to develop a VTR for consumers. By the end of 1971, they created an internal diagram, "VHS Development Matrix", which established twelve objectives for JVC's new VTR; among them: The system must be compatible with any ordinary television set. Picture quality must be similar to a normal air broadcast. The tape must have at least a two-hour recording capacity. Tapes must be interchangeable between machines. The overall system should be versatile, meaning it can be scaled and expanded, such as connecting a video camera, or dubbing between two recorders. Recorders should be affordable, easy to operate, and have low maintenance costs. Recorders must be capable of being produced in high volume, their parts must be interchangeable, and they must be easy to service. In early 1972, the commercial video recording industry in Japan took a financial hit. JVC cut its budgets and restructured its video division, shelving the VHS project. However, despite the lack of funding, Takano and Shiraishi continued to work on the project in secret. By 1973, the two engineers had produced a functional prototype. === Competition with Betamax === In 1974, the Japanese Ministry of International Trade and Industry (MITI), desiring to avoid consumer confusion, attempted to force the Japanese video industry to standardize on just one home video recording format. Later, Sony had a functional prototype of the Betamax format, and was very close to releasing a finished product. With this prototype, Sony persuaded the MITI to adopt Betamax as the standard, and allow it to license the technology to other companies. JVC believed that an open standard, with the format shared among competitors without licensing the technology, was better for the consumer. To prevent the MITI from adopting Betamax, JVC worked to convince other companies, in particular Matsushita (Japan's largest electronics manufacturer at the time, marketing its products under the National brand in most territories and the Panasonic brand in North America, and JVC's majority stockholder), to accept VHS, and thereby work against Sony and the MITI. Matsushita agreed, fearing Sony would dominate the market with a Betamax monopoly. Matsushita also regarded Betamax's one-hour recording time limit as a disadvantage. Matsushita's backing of JVC persuaded Hitachi, Mitsubishi, and Sharp to back the VHS standard as well. Sony's release of its Betamax unit to the Japanese market in 1975 placed further pressure on the MITI to side with the company. However, the collaboration of JVC and its partners was much stronger, which eventually led the MITI to drop its push for an industry standard. JVC released the first VHS machines in Japan in late 1976, and in the United States in mid-1977. Sony's Betamax competed with VHS throughout the late 1970s and into the 1980s (see Videotape format war). Betamax's major advantages were its smaller cassette size, theoretical higher video quality, and earlier availability, but its shorter recording time proved to be a major shortcoming. Originally, Beta I machines using the NTSC television standard were able to record one hour of programming at their standard tape speed of 1.5 inches per second (ips). The first VHS machines could record for two hours, due to both a slightly slower tape speed (1.31 ips) and significantly longer tape. Betamax's smaller cassette limited the size of the reel of tape, and could not compete with VHS's two-hour capability by extending the tape length. Instead, Sony had to slow the tape down to 0.787 ips (Beta II) in order to achieve two hours of recording in the same cassette size. Sony eventually created a Beta III speed of 0.524 ips, which allowed NTSC Betamax to break the two-hour limit, but by then VHS had already won the format battle. Additionally, VHS had a "far less complex tape transport mechanism" than Betamax, and VHS machines were faster at rewinding and fast-forwarding than their Sony counterparts. VHS eventually won the war, gaining 60% of the North American market by 1980. == Initial releases of VHS-based devices == The first VCR to use VHS was the Victor HR-3300, and was introduced by the president of JVC in Japan on September 9, 1976. JVC started selling the HR-3300 in Akihabara, Tokyo, Japan, on October 31, 1976. Region-specific versions of the JVC HR-3300 were also distributed later on, such as the HR-3300U in the United States, and the HR-3300EK in the United Kingdom. The United States received its first VHS-based VCR, the RCA VBT200, on August 23, 1977. The RCA unit was designed by Matsushita and was the first VHS-based VCR manufactured by a company other than JVC. It was also capable of recording four hours in LP (long play) mode. The UK received its first VHS-based VCR, the Victor HR-3300EK, in 1978. Quasar and General Electric followed-up with VHS-based VCRs – all designed by Matsushita. By 1999, Matsushita alone produced just over half of all Japanese VCRs. TV/VCR combos, combining a TV set with a VHS mechanism, were also once available for purchase. Combo units containing both a VHS mechanism and a DVD player were introduced in the late 1990s, and at least one combo unit, the Panasonic DMP-BD70V, included a Blu-ray player. == Technical details == VHS has been standardized in IEC 60774–1. === Cassette and
RadioVIS
RadioVIS is a protocol for sideband signalling of images and text messages for a broadcast audio service to provide a richer visual experience. It is an application and sub-project of RadioDNS, which allows radio consumption devices to look up an IP-based service based on the parameters of the currently tuned broadcast station. In January 2015, the functionality of RadioVIS was integrated to Visual Slideshow (ETSI TS 101 499 v3.1.1). The original RVIS01 document is now deprecated. == Details == The protocol enables either Streaming Text Oriented Messaging Protocol (STOMP) or Comet to deliver text and image URLs to a client, with the images being acquired over a HTTP connection. The technology is currently implemented by a number of broadcasters across the world, including Global Radio, Bauer Radio in the UK, RTÉ in the Republic Of Ireland, Südwestrundfunk in Germany and a number of Australian media groups amongst others. A number of software clients exist to show the protocol, as well as hardware devices such as the Pure Sensia from Pure Digital, and the Colourstream from Roberts Radio.
Shadow and highlight enhancement
Shadow and highlight enhancement refers to an image processing technique used to correct exposure. The use of this technique has been gaining popularity, making its way onto magazine covers, digital media, and photos. It is, however, considered by some to be akin to other destructive Photoshop filters, such as the Watercolor filter, or the Mosaic filter. == Shadow recovery == A conservative application of the shadow/highlight tool can be very useful in recovering shadows, though it tends to leave a telltale halo around the boundary between highlight and shadow if used incorrectly. A way to avoid this is to use the bracketing technique, although this usually requires a tripod. == Highlight recovery == Recovering highlights with this tool, however, has mixed results, especially when using it on images with skin in them, and often makes people look like they have been "sprayed with fake tan". == Shadow brightening - manual == One way to brighten shadows in image editing software such as GIMP or Adobe Photoshop is to duplicate the background layer, invert the copy and set the blend modes of that top layer to "Soft Light". You can also use an inverted black and white copy of the image as a mask on a brightening layer, such as Curves or Levels. == Shadow brightening - automatic == Several automatic computer image processing-based shadow recovery and dynamic range compression methods can yield a similar effect. Some of these methods include the retinex method and homomorphic range compression. The retinex method is based on work from 1963 by Edwin Land, the founder of Polaroid. Shadow enhancement can also be accomplished using adaptive image processing algorithms such as adaptive histogram equalization or contrast limiting adaptive histogram equalization (CLAHE).
Fan loyalty
Fan loyalty is the loyalty felt and expressed by a fan towards the object of their fanaticism. Fan loyalty is often used in the context of sports and the support of a specific team or institution. Fan loyalties can range from a passive support to radical allegiance and expressions of loyalty can take shape in many forms and be displayed across varying platforms. Fan loyalty can be threatened by team actions. The loyalties of sports fans in particular have been studied by psychologists, who have determined several factors that help to create such loyalties. == Underpinning psychology == Given the extensive costs involved in managing and operating a professional team sport, it is beneficial for sports marketers to be conscious of the elements that establish a strong brand and the effect they have on fan loyalty, so they can best cater to their current fans while acquiring new ones. This is because fans and spectators are considered key stakeholders of professional sports organisations. Fans directly and indirectly influence the production of operating revenue through purchasing merchandise, buying game tickets and improving the value that can be obtained from television broadcasting deals and sponsorship. Therefore, fans are a key factor to consider in determining the economic success of a sports club. Deep psychological connections with new teams can be built with individuals before a team has even played a match revealing insights can develop quickly in the mind of consumers without direct encounters or experiences e.g. watching a team compete. Brand management approaches are helping sport organisations to expand the sport experience, appeal to new fans and enable long term business to consumer relationships through multi faceted connection such as social media. To affect consumers’ loyalty with a team, they must develop a compelling, positive and distinctive brand in order to stand out amongst competitor and vie for fan support. Loyalty programmes positively shape fan attachment and behaviour as it connects teams and their fans, aside from a club's season ticketholder database. It not only provides marketers with essential information about consumers and their thinking, but also acts as a channel to promote attendance and an opportunity to add value to their game day experience. Bauer et al. concludes that non product related attributes such as contextual factors (other fans, the club history and tradition, logo, club colours and the stadium atmosphere) hold a higher place in fan experience than product related attributes such as the team's winning record. Therefore, to increase fan loyalty (customer retention) Bauer et al. suggests sports marketers focus on targeting non product related benefits and brand attributes. As a result of fostering this loyalty, sports organisations can afford to charge prices at premium. Fan loyalty also leads to dependable ratings in broadcast media which means broadcasters can also charge premiums for advertising time in team broadcasts with loyal followings. A flow on effect from fan loyalty is the ability to create additional revenue streams outside of the core product such as merchandise shops and food venues that are close to the location of the game if the team chooses to own and operate ventures or share licensing agreements. Fan loyalty, particularly with respect to team sports, is different from brand loyalty, in as much as if a consumer bought a product that was of lower quality than expected, he or she will usually abandon allegiance to the brand. However, fan loyalty continues even if the team that the fan supports continues to perform poorly year after year. Author Mark Conrad uses the Chicago Cubs as an example of a team with a loyal fan following, where fans spend their money in support of a poorly performing team that (until 2016) had not won a pennant since 1945 or a World Series since 1908. They attribute it to the following factors: Entertainment Value The entertainment value that a fan derives from spectating motivates him/her to remain a loyal fan. Entertainment value of team sports is also valuable to communities in general. Authenticity This is described by Passikoff as "the acceptance of the game as real and meaningful". Fan Bonding Fan bonding is where a fan bonds with the players, identifying with them as individuals, and bonds with the team. Team History and Tradition Shank gives the Cincinnati Reds, all-professional baseball's oldest team, as an example of a team where a long team history and tradition is a motivator for fans in the Cincinnati area. Group Affiliation Fans receive personal validation of their support for a team from being surrounded by a group of fans who also support the same team. Fair Weather Fans Fans that engage when a team is good, and lose interest when a team is bad. Bandwagon Fans Fans who support the winning team, instead of supporting the same team year after year. Diehard Fans Fans who follow their team no matter if they are winning or losing. == Factors influencing fan loyalty == === Community === Fan loyalty attachment is strengthened through communal ties that connect fans around a team, forming a community that results in regular fan interaction. This interaction is particularly important as fans may not develop solely an intra-psychic team identity but predominantly display behavioural loyalty through the group consumption of indirect sport experiences instead, such as wearing the team colours, singing, cheering, flags and interaction between the sport's team's fans (e.g. laughing, talking) Through indirect sport experiences, the stadium atmosphere can be heightened and as a result, the frequency of fan attendance can increase. Furthermore, by wearing team apparel, fans can visually identify with one another resulting an increased likelihood of opportunities to engage with others socially through this point of connection. For example, a study on NASCAR fans found that their personal identity was connected to the brand itself as they felt connected to the larger community of NASCAR revealing an emotional connection to the brand. This indicates that their fan loyalty will result in the notion that fans are naturally more resistant to the promotional efforts of competing brands (e.g. lower-price offers) as their emotional commitment to NASCAR is greatly embedded in their sense of identity. When they associate themselves with the sponsors because of the sponsor's relation to the brand, they are solidifying their relationship with NASCAR and are therefore reinforcing their identity. Consequently, their fan loyalty translates into brand loyalty so long as the sponsor remains attached to the subject of their fanaticism, NASCAR, meaning they are less price sensitive and more willing to pay premium prices for sponsor's products or services. Another aspect of consumer behaviour regarding fan loyalty is the existence of consumption communities where members feel a sense of unity when they participate in the group consumption of brand sponsors’ goods and services further strengthening their ties to a brand and its sponsors. However, a strategy sports marketers use to appeal to a wider range of fan identities is to sponsor more than one club in sports such as soccer. This is so they are careful not to come across as a singularly affiliated club brand, where the opinion or perceptions of opposing teams’ fans would be one of disfavour towards them. === Brand association === Any benefit or characteristic connected to a brand as perceived by a consumer is called a brand association. These hold significance over the thoughts and opinions a consumer holds about a brand and can therefore influence one's loyalty. These associations provide a reference point to gauge the salience of a brand which is the perceived favourability associated with it. Brand salience is vital because it ultimately effects the likelihood of brand selection and loyalty leading to steadier spectator numbers, and an increase in attention from the media such as advertisers and sponsors. However, loyalty is a developmental process. According to Bee & Havitz (2010), spectators who are highly involved in the participation of a sport and exhibit psychological commitment, possess the capability to display high levels of behavioural loyalty as they develop into committed fans. On the other hand, neutral or negative feelings towards a team are found to foster indifference or cause an individual to disidentify with a team altogether. A model of ‘escalating commitment’, put forward by Funk and James (2001), demonstrates an individual's movement from ‘awareness’ of team to a subsequent ‘allegiance’ but came to the conclusion that more research was required to find out the key influences that lead one to the highest state of commitment. However, brand association development is fostered under brand management within a sports organisation. It is important for sports management research to identify t