
HOW CAN EMERGING NATIONS UTILIZE EVENTS FOR NATION BRANDING: LESSONS FROM THE SOUTH AFRICA 2010 WORLD CUP
Emerging nations can rewrite their global image, but only if nation branding starts long before the opening ceremony.
Dr Brendon Knott, Cape Peninsula University of Technology (South Africa)
EXECUTIVE SUMMARY
· Hosting a mega-event alone does not guarantee global image transformation—strategic action is essential.
· South Africa’s 2010 World Cup demonstrates how citizen mobilisation, media management, and stakeholder alignment reshape perceptions.
· Authenticity is non-negotiable; nation branding efforts must align with lived realities to avoid backlash.
· Mega-events are catalysts, not conclusions; sustained post-event strategies are critical to reinforcing reputational gains.
· Emerging nations can reimagine their global image—but only through coordinated, inclusive, and transparent nation branding approaches.
INTRODUCTION
What if the biggest event your nation ever hosted wasn’t judged by medals or ticket sales—but by the world’s lingering perception of who you are? In 2010, South Africa stood at precisely that crossroads. As the first African nation to host the FIFA World Cup, the stakes extended far beyond football. This wasn’t merely about logistics, infrastructure, or the spectacle of sport. It was about image—transforming deep-rooted global doubts into respect, recognition, and renewed national pride.
South Africa’s journey offers a cautionary tale and an undeniable success story for other emerging nations with similar ambitions. The global headlines before the tournament fixated on crime, instability, and “Afro-pessimism” (Knott, Fyall & Jones, 2015).
Critics questioned whether the nation could safely deliver on the world stage. But when the final whistle blew, a different narrative emerged—one of vibrant cities, hospitality, unity, and competence.
It didn’t happen by accident. Nor did it happen simply because the event took place. Behind the scenes, deliberate, strategic actions shaped this rebranding opportunity—actions other aspiring hosts ignore at their peril.
So, what can the world learn from South Africa’s approach? And can nation branding through mega-events genuinely reshape global perceptions—or does it risk crossing the line into manipulation, or so-called “sportswashing”?
“It wasn’t just about football—South Africa used the 2010 World Cup to transform global perceptions and national pride.”
THE PROBLEM AND/OR OPPORTUNITY
Too many nations, especially emerging ones, fall into the trap of believing that hosting a sport mega-event guarantees global prestige (Knott & Tinaz, 2022). It does not. A stadium full of fans, international media coverage, and state-of-the-art infrastructure mean little if the opportunity to reshape perceptions is squandered.
The harsh reality is that these events often magnify pre-existing narratives. Without careful planning and authentic engagement, they risk reinforcing stereotypes or exposing deep societal fractures.
We have seen this play out in countries like Brazil, Russia, and Qatar, where accusations of corruption, inequality, or human rights abuses have overshadowed any intended reputational gains.
Yet, South Africa’s 2010 World Cup stands out. Despite facing immense scepticism, the nation used the event as a platform to challenge negative global assumptions, redefine its image, and foster internal unity. The opportunity is clear: mega-events can catalyse nation branding—but only through sustained, strategic actions.
We are entering a new era where emerging nations are no longer merely participants in global sport—they are increasingly the hosts (Tinaz & Knott, 2021). Saudi Arabia is preparing for the 2034 FIFA World Cup. India is positioning itself for future Olympic ambitions. Across the Global South, governments view mega-events as fast-track opportunities to enhance their global standing, attract investment, and assert national pride.
But the scrutiny is sharper than ever. In the age of social media, investigative journalism, and activist-driven boycotts, hosting the world comes with heightened reputational risks.
WHY DOES THIS MATTER NOW?
Accusations of “sportswashing”—using events to mask deeper social or political problems—now dominate headlines as much as the competitions themselves.
The South African example reminds us that reputation is not managed through spectacle alone. Strategic alignment, authentic storytelling, and grassroots mobilisation are what shift perceptions. As more nations vie for the global spotlight, understanding how to turn a mega-event into meaningful nation branding—without crossing ethical lines—has never been more urgent.
The common belief persists that hosting a mega-event automatically elevates a nation’s global image. Yet, mounting evidence suggests this is far from guaranteed. Events in Brazil, Russia, and Qatar illustrate how poor preparation, fragmented stakeholder alignment, or reputational blind spots can derail the intended legacy, leaving host nations grappling with intensified criticism rather than global prestige.
South Africa’s 2010 World Cup disrupts this narrative. Research shows the country achieved lasting reputational gains by deliberately shaping the brand experience—not just relying on the event itself (Knott, Fyall & Jones, 2013; Swart et al., 2019).
HOW DOES THIS ADD TO WHAT WE ALREADY KNOW?
This challenges passive assumptions and reframes mega-events as platforms requiring strategic orchestration.
Importantly, the South African case highlights that internal nation branding—the mobilisation of citizens and fostering of unity—can be as influential as external messaging. In doing so, it adds nuance to conventional understandings of nation branding, showing that pride, participation, and perception are deeply intertwined.
This article draws on two decades of nation branding research, focusing on how sport mega-events can influence global perceptions, particularly in emerging nations. Central to this analysis is the concept of strategic leveraging—the deliberate use of an event to align stakeholders, mobilise citizens, and craft a coherent, authentic national narrative (Knott, Fyall & Jones, 2017).
The insights are grounded in qualitative research from South Africa’s 2010 FIFA World Cup, including interviews with 27 stakeholders spanning government, tourism, private sector, media, and sponsors.
WHAT IDEAS DRIVE THIS ARTICLE?
This is complemented by post-event visitor perception studies (Swart et al., 2019) and comparative reflections on other emerging nation hosts such as Brazil and Qatar (Swart et al., 2025).
Rather than viewing nation branding as a passive by-product of hosting, this approach treats it as an intentional process requiring coordination, internal engagement, and careful media management. The findings challenge simplistic assumptions that mega-events automatically deliver reputational dividends—and provide a blueprint for nations seeking genuine, lasting image transformation on the world stage (Knott, Fyall & Jones, 2015).
Key Arguments
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The world’s perception of a nation doesn’t emerge from government press releases. It is shaped by stories—often told by thousands of journalists, broadcasters, influencers, and digital content creators converging for a mega-event. Fail to engage them effectively, and old stereotypes flourish. But manage this moment strategically, and the nation’s image can be redefined overnight.
South Africa’s 2010 FIFA World Cup proved this decisively. Pre-event, global media coverage was saturated with Afro-pessimism: concerns about violent crime, infrastructure failures, and an inability to deliver a safe, world-class experience. South African organisers understood that passively hoping for positive coverage was futile. Instead, they executed a targeted media strategy.
This included hosting extensive pre-event media tours, providing transparent access to stadium construction, transport systems, and city regeneration projects. Media centres were deliberately located with backdrops showcasing iconic skylines and cultural landmarks—ensuring that every broadcast reinforced a modern, welcoming national image. Crucially, social media and new digital platforms were not neglected. Even in the early days of smartphone adoption, efforts were made to ensure these voices had access to information and authentic local stories.
The result? By the final whistle, the dominant narrative had shifted from scepticism to surprise—global audiences were exposed to vibrant cities, efficient infrastructure, and a hospitable, unified South Africa. It was a powerful reminder: the media will tell a story—leaders must ensure it is the right one.
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Mega-events are not just global spectacles; they are national tests of unity. Visitors and international audiences can sense when a nation’s own people are disengaged—or worse, hostile—towards an event supposedly showcasing their country. South Africa avoided this pitfall by deliberately mobilising its citizens to embrace, participate in, and promote the World Cup, turning a sporting event into a nationwide cultural celebration.
Unlike other host nations where apathy or resentment have undermined mega-events—most notably Brazil’s widespread protests during the 2014 World Cup—South Africa made internal nation branding a priority. Officials and stakeholders recognised that global perception starts at home.
The strategy was simple yet effective: grassroots campaigns, symbols of pride, and everyday rituals. “Football Fridays” encouraged citizens to wear the national football jersey every week in the build-up to the tournament, creating a visible, unifying display of national identity. Youth engagement programmes, including school initiatives teaching the national anthem and event-specific dances, built excitement among future generations. Public spaces were adorned with banners urging citizens to “get ready to welcome the world.”
These initiatives weren’t just about spectacle—they generated a tangible sense of ownership and pride among ordinary South Africans. Visitors arriving for the World Cup encountered not just infrastructure, but a welcoming, energised population ready to challenge outdated stereotypes. In doing so, South Africa demonstrated that the most effective ambassadors of a nation’s brand are often its own people.
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Mega-events expose one of the hardest truths in nation branding: no single entity controls a country’s image. Governments, businesses, tourism bodies, media, citizens, and sponsors all project fragments of the national story. Without alignment, those fragments clash. With alignment, they amplify.
South Africa’s 2010 World Cup showcased how powerful strategic alignment can be when public, private, and civic actors collaborate with a common purpose. Before the tournament, South Africa faced fragmented governance, political divisions, and a complex history of inequality. Yet, the demands of hosting the World Cup forced stakeholders to transcend these silos—temporarily forging partnerships that redefined how the country presented itself to the world.
Government departments, from local municipalities to national ministries, worked alongside tourism boards, major sponsors, and private sector organisations to ensure consistent messaging, coordinated branding, and integrated infrastructure delivery. Even traditionally divided entities—such as different tiers of government—were compelled to cooperate, recognising the reputational stakes.
This alignment did not happen organically. It required forums, strategy sessions, and relentless relationship-building long before the first ball was kicked. But the payoff was clear: South Africa’s nation brand during the event appeared cohesive, confident, and capable. In contrast, other emerging hosts like Brazil struggled with visible disunity, public dissent, and reputational contradictions—diluting any branding gains.
The lesson is stark. No amount of marketing can compensate for fragmented leadership. For emerging nations, aligning diverse stakeholders is not optional—it is the foundation.
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There is a fine line between shaping perception and manipulating reality. When nations use mega-events to project a carefully curated image that masks underlying social or political issues, they risk accusations of "sportswashing"—and those accusations increasingly dominate global discourse.
South Africa's experience contrasts with more recent examples that fell into this trap. The 2010 World Cup promoted an image of unity, hospitality, and capability. Yet, unlike some other emerging hosts, this narrative was grounded in elements of truth: vibrant cities, passionate citizens, and a national commitment to proving sceptics wrong. The branding aligned with lived experiences—visitors encountered a country that, while complex, largely matched the optimistic portrayal.
Compare this to Qatar's 2022 World Cup or Russia's 2018 edition. Both nations faced intense scrutiny over human rights, media freedoms, and governance. Despite significant investment in infrastructure and marketing, the global conversation was dominated by criticism, protests, and questions about legitimacy. Attempts to control the narrative clashed with on-the-ground realities, eroding trust.
The South African case underscores that authenticity is non-negotiable (Knott, 2024). Nation branding through mega-events cannot simply paper over deep societal challenges. Positive perceptions must be built on credible actions, transparent communication, and respect for global audiences' growing ability to distinguish between propaganda and progress. Without authenticity, nation branding efforts risk becoming short-term spectacles that ultimately damage reputations rather than rebuild them.
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Mega-events may last weeks, but their reputational consequences unfold over decades. One of the most overlooked lessons from South Africa’s 2010 World Cup is that nation branding doesn’t begin with the opening ceremony—or end with the final whistle. It is a long-term process requiring sustained commitment well beyond the event itself.
In the immediate aftermath of 2010, South Africa enjoyed a surge of positive global attention. International media praised its hospitality, urban development, and the symbolic unity displayed by its people. But as the years passed, cracks re-emerged. Persistent political instability, corruption scandals, and economic inequality gradually eroded some of the reputational gains. The lesson? A mega-event can reset perceptions temporarily, but without ongoing alignment between image and action, the positive legacy fades.
This mirrors global patterns. Nations like Brazil and Russia experienced fleeting reputational boosts from mega-events, only to face intensified criticism when long-standing governance, human rights, or economic challenges resurfaced. Conversely, those nations that embed mega-events within broader development and branding strategies—such as Barcelona post-1992—tend to sustain their reputational gains over time.
Emerging nations cannot treat mega-events as isolated branding opportunities. Success depends on embedding the event within a credible, evolving national narrative—one that requires patience, coordination, and continuous reinforcement through policies, partnerships, and citizen engagement (Knott, 2024).
CONCLUSIONS
Hosting a sport mega-event is often framed as the ultimate shortcut to global prestige. For emerging nations, it can feel like a once-in-a-generation chance to rewrite the global narrative, attract investment, and assert national pride. But South Africa’s 2010 World Cup—and the contrasting experiences of other hosts—prove that this opportunity is neither automatic nor guaranteed.
The world stage is unforgiving. Nations that enter it without preparation, strategic alignment, or authenticity risk amplifying existing problems, not solving them. Superficial branding efforts collapse under the weight of global scrutiny, leaving reputations bruised and legacies hollow.
Yet, South Africa demonstrated that with deliberate, coordinated action, mega-events can serve as catalysts for nation branding. Mobilising the media, energising citizens, forging public-private partnerships, and aligning national narratives to lived realities transformed deep-rooted scepticism into admiration—even if only temporarily.
But the work cannot end when the event does. Nation branding is a marathon, not a sprint. It requires consistency, integrity, and the willingness to match external messaging with internal reforms long after the stadium lights dim.
For emerging nations eyeing the global spotlight, the choice is clear. A mega-event can be a tool for image transformation—but only if it is approached as part of a broader, authentic, and sustained national strategy. Anything less risks turning a proud moment into an international cautionary tale.
“Hosting a mega-event can transform a nation’s image—but without strategy and authenticity, it risks becoming an international cautionary tale.”
PRACTICAL ACTIONS
Turning a mega-event into a credible nation branding success requires far more than infrastructure or global media rights. It demands strategic discipline, coordinated leadership, and unwavering attention to authenticity. For those tasked with stewarding this opportunity—whether in government, tourism, or the private sector—five practical actions stand out:
1. Develop a Nation Branding Taskforce Early
Nation branding cannot be an afterthought. Governments and host committees should establish a dedicated, cross-sector taskforce responsible for aligning messaging, stakeholder coordination, and media strategy at least 3–5 years before the event. This group must include representatives from tourism, sport, city leadership, the private sector, and civil society to ensure broad-based ownership. South Africa’s relative success was driven by early stakeholder alignment—many others failed due to fragmented, last-minute efforts.
2. Mobilise Citizen Participation as a Strategic Priority
Internal nation branding—the way citizens perceive and participate in the event—is as important as external messaging. Initiatives like South Africa’s “Football Fridays” and school-based engagement created a sense of unity and ownership that positively influenced both visitor experiences and international perceptions. Leaders should invest in grassroots campaigns, cultural programming, and volunteer initiatives that make citizens active partners in the nation’s image.
3. Engage the Global Media with Transparency and Access
Control is impossible—but influence is not. Host nations must proactively engage media well before the event through familiarisation tours, transparent updates on infrastructure progress, and direct access to diverse national stories. Iconic visuals, heritage locations, and human-interest narratives should be deliberately curated to challenge outdated stereotypes. Critically, new media and digital influencers must be included alongside traditional outlets.
4. Embed Authenticity in Every Layer of Branding
Surface-level marketing cannot mask deep societal challenges. Policymakers must ensure that nation branding campaigns are grounded in credible realities—amplifying progress without concealing problems. This means resisting the temptation to project perfection and instead leaning into authentic narratives of resilience, development, and cultural richness. As seen in Qatar and Russia, when branding feels detached from reality, global backlash follows.
5. Plan for the Post-Event Narrative from Day One
Nation branding does not end when the event concludes. Host nations must invest in sustaining the positive momentum—through follow-up tourism campaigns, ongoing stakeholder forums, continued citizen engagement, and policies that reinforce the brand image projected during the event. Without this, reputational gains fade and perceptions revert. South Africa’s challenges post-2010 underscore the consequences of failing to maintain alignment between image and governance.
In short, mega-events are powerful tools—but only if wielded with strategic intent, inclusive participation, and a long-term vision. Leaders must view nation branding not as a temporary campaign, but as an evolving, collective effort that extends far beyond the stadium.
IMPLEMENTATION CHALLENGES
While these actions offer a roadmap for nation branding through mega-events, applying them in practice is far from straightforward—especially for emerging nations grappling with internal complexity, limited resources, or political instability. Deep-rooted social issues, governance challenges, and inequality cannot be resolved in the short timeframes of event cycles, yet they heavily influence global perceptions.
Moreover, achieving genuine stakeholder alignment is politically and operationally demanding. Different government tiers, private actors, and civil society often operate with competing agendas, making unified messaging elusive. Public scepticism or opposition—especially in nations with unresolved human rights concerns—can also limit citizen mobilisation efforts.
Finally, the global media environment has become more fragmented and critical. Social media amplifies both positive narratives and controversy at unprecedented speed, reducing a host nation’s ability to shape perceptions through controlled channels alone.
In essence, mega-events offer nation branding potential—but success requires navigating structural limitations, managing complexity, and approaching the task with humility and realism, not naive optimism.
REFERENCES
Knott, B. (2024). Major sport events and nation branding. In: Arne, H., Storm, R.K., and Swart, K. (Eds.), Research Handbook on Major Sporting Events. Cheltenham, UK: Edward Elgar, 440-448. https://doi.org/10.4337/9781800885653
Knott, B. & Tinaz, C. (2022). The Legacy of Sport Events for Emerging Nations. Frontiers in Sports and Active Living, 4:926334. https://doi.org/10.3389/fspor.2022.926334.
Knott, B., Fyall, A. & Jones, I. (2017). Sport mega-events and nation branding: Unique characteristics of the 2010 FIFA World Cup, South Africa, Journal of Contemporary Hospitality Management, 29(3): 900-923. https://doi.org/10.1108/IJCHM-09-2015-0523
Knott, B., Fyall, A. & Jones, I. (2015). The nation branding opportunities provided by a sport mega-event: South Africa and the 2010 FIFA World Cup. Journal of Destination Marketing and Management, 4: 46-56. https://doi.org/10.1016/j.jdmm.2014.09.001
Knott, B., Fyall, A. & Jones, I. (2013). The nation-branding legacy of the 2010 FIFA World Cup for South Africa. Journal of Hospitality Marketing and Management, 22(6): 569-595. https://doi.org/10.1080/19368623.2012.66315
Swart, K., Althawadi, O., Ali, Y.Z. and Knott, B. (2025). Nation Branding Through Sport Mega-Events: The Case of Qatar's World Cup. In: Kozhanov, N., Amara, M., & Zweiri, M. (Eds.). The 2022 FIFA World Cup in Qatar: Global and Local Perspectives, Oxon: Routledge, 168-185. DOI: https://doi.org/10.4324/9781003453246
Swart, K., Moyo, L. G., & Hattingh, C. (2019). Brand image legacies of the 2010 FIFA World CupTM: a long-term assessment. Sport in Society, 22(11), 1848–1863. https://doi.org/10.1080/17430437.2019.1619322
Tinaz, C. & Knott, B. (2021). Sport and Development in Emerging Nations, Routledge: Oxon, UK.
AUTHOR(S)
Dr Brendon Knott, Cape Peninsula University of Technology (South Africa)
Brendon is an Associate Professor and Director of the Centre for Sport Business and Technology Research, in the Sport Management Department at the Cape Peninsula University of Technology, South Africa. His primary research interests are in sport tourism, sport mega-events, legacy, and place branding. He gained his PhD at Bournemouth University, focusing on nation branding as a legacy of the 2010 FIFA World Cup for South Africa. He continues to have influence and serve the sport event sector, chairing the International Conference on Events (ICE 2021) and World Association of Sport Management conference (WASM 2026). He serves as a Regional Editor for Event Management, and Editorial Board member of the Journal of Destination Marketing and Management. He is passionate about the role of sport in emerging nations of the world, co-editing the 2021 book, “Sport and development in emerging nations”.
Disclaimer
The views and insights expressed in this article are those of the author(s) and reflect their research and professional expertise. They do not represent the views of the Centre for Events & Festivals CIC or its partners.