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Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009
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Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009

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Sport marketing document for the Dubai Sports Council - May 2009

Sport marketing document for the Dubai Sports Council - May 2009

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  • 1. Dubai Sports CouncilRecommendations for the Football Clubs of DubaiMarketing recommendationsMay 2009
  • 2. Agenda• Introduction• A report, what for?• The global context of this marketing report• Improve Clubs & Fans marketing policy• Overall analysis• Concrete solutions for year 1• Concrete solutions for year 3• Potential opportunities for year 5• Improve Clubs & Venues marketing policy• Overall analysis• Concrete solutions for year 1• Concrete solutions for year 3• Potential opportunities for year 5• Improve Clubs & UFL marketing policy• Mutual understanding
  • 3. Dubai Sports CouncilMarket StudyInstruction Manual
  • 4. • A report, what for?• Dubai Sports Council has conducted this marketing studyin order to firstly analyze the consumer insights (UAE fanconsumption behaviors & visualization of the UFL) &secondly try to put in place a generic master-plan to bringmore people in the stadium.• This study will provide to all Dubai club’s marketingdepartment with know-how and marketing insightsregarding the current issue of a lack of attendance in Dubaistadia.• However, the role of each club to develop its ownbusiness model & marketing strategy to promote its brandand its entertainment service (sport spectacle called UFLgames)Introduction
  • 5. • A report, what for?• To develop the business model of the football club, Dubaiclubs need to recruit people with marketing education &solid experience within the entertainment / servicebusiness sectors.• The business football model needs a proper strategic,marketing & communication planning over a period of 2-3years (middle term vision) & one over 5-10 years (longterm).• Human resources, know how & expertise will be adeterminant success factors in the football industry.Therefore, the top-management of each Dubai clubs hastwo main responsibilities:- INTERNALLY: Recruitment of the right experts- EXTERNALLY: Contracting with the right third partiesIntroduction
  • 6. • A report, what for?• The European football business models to be followed(if we are considering the scale of the Dubai Clubs) are:- Olympique Lyonnais = 20 years ago, the club was anaverage Ligue 2 club and then has become a European Tenor.- Lille LOSC = Strong leadership from an average Ligue 1club to the European Championship Leagues competition- Villarreal = In only 8 years, the average Spanish clubbecame a competitive club in the European stage.- Athletico Madrid = The club got a 10 years strategic planthat allows him to bounce back among the top Primera LigaClubs- Udinese = Average Italian Calcio club with the bestmanagement of the last five years.- Schalke 04 = Average German Bundesliga club with thebest management of the last three years• The best practice in Southern American football businessmodel is Athletico PR (Brazil)Introduction
  • 7. • A report, what for?• The construction of a solid business model & marketingschemes for each Dubai Clubs will require some years.• Only dedication & consistency will allow the Dubai clubsto become commercially successful. Thus, the top-management of the Dubai clubs must invest not exclusivelyin the sport sector but “equally” into the marketing actions& the management team.• In 2000, the first business choice of Florentino Perez (RealMadrid’s President / Spanish Business Man of the year2002) was actually to recruit Jose Angel Sanchez –previously the SEGA Marketing Director for the EuropeanZone… only then, he contracted the Portuguese Luis Figo…Introduction
  • 8. Dubai Sports CouncilMarket StudyIntroduction
  • 9. Global ContextNew Etisalat Pro League FormatKey words: AFC, Asian Champions League, Mohamed Bin Hammam• When the Asian Football Confederation (AFC) released itsStrategy for the development of professional football inAsia last year, the proposal demanded that, by October2008, any football federation intending to compete in theAsian Champions League, would be expected to have aprofessional league. It also stipulated that each of theleagues clubs would be commercial entities. Nations whofailed to meet the criteria would be dismissed• In the Gulf region, as Oman, Syria, Qatar and Bahrain fellfoul of the Confederations requirements, the United ArabEmirates made moves to satisfy the conditions. By May,AFC President Mohamed bin Hammam had inspected andassessed the UAE Football Association and announced heexpected the Emirates to meet the criteria by October2008. Thats where the idea of a new professional footballleague came from.
  • 10. Global ContextFirst Step of Football ProfessionalismKey words: Quality of Football, Long term Value, Strategies• The newly named UAE Etisalat Pro League (UFL) wasindeed officially created in June 2008 to meet thisrequirement. Its main objective is indeed to support thelaunch of the new professional league and improve thequality of football and build a long-term value for the UFL.As the appointed CEO, Romy Gai proposed the revision oftechnical regulations, the outsourcing of venuemanagement and the development of new marketingstrategies• One of the most important things they first introducedwas a completely new venue management system for thewhole league as it was the weakest part of the federationin the past has been organising match day activities. In thatextend, they hired a company called MindSpring which is aSwitzerland-based company formed by employees ofT.E.A.M. Marketing, the agency that, along with Uefa,created the concept of the Champions League, Europespremier domestic football competition
  • 11. Global ContextFirst Step of Football ProfessionalismKey words: Champions League, Case study, European Benchmark• They are actually using exactly the same model: Sameway of organising meetings, same way of organising thepolice, stewards and first aid, the same way of organisinghow we accredit the media…" (see the presentation: theEuropean benchmark with a special focus on the UEFAChampions League study case)
  • 12. Global ContextLack of attendance in Dubai stadiumsKey words: Performance, Education, Cultural standards• The second main objective was to perform better interms of attendance in the stadium. The current weaknessof the League in terms of sport quality standard isdefinitely one explanation (see qualitative research reportconducted by Synovate)• In fact, the educational and cultural standards of playersare on the decline compared to that of the 1960s and1970s. The guest speakers blamed the situation on theshrinking role of the social and cultural activities in sportsclubs.
  • 13. Global ContextLack of attendance in Dubai stadiumsKey words: Economy, TV channel, Marketing policy• While the country took giant strides in the sphere ofeconomy and development over the past decades, it wasregression that happened in sports, particularly football.• However, the sport performance cannot be the soleexplanation. The failure in attracting crowds is also due to alack of marketing expertise within the UAE football clubsand a strong competition with TV channels that broadcastEuropean and Emirati football on regular basis.• In fact, since almost ten years, TV broadcasters such ART,Al Jazeera Sport, Dubai Sport Channel, Showtime arebringing to the Dubai audiences the best existing footballspectacle in the world• Based on an international benchmark of the Europeanexisting football leagues, this study will highlight thecurrent assets (strengths & weaknesses) of the newprofessional Emirati league and bring its expertise andrecommendations to gradually improve Dubai Clubs’marketing policies.
  • 14. Global ContextDefinition of the Marketing ObjectivesKey words: Clubs, Fans, Venues, UFL• We will focus our attention on three main scopes of workthat aim to rationalize and optimize the interactions of thefollowing stakeholders:Objectives> Scope of work #1 > Improve Clubs & Fans>Scope of work #2: > Improve Clubs & Venues> Scope of work #3: > Improve Clubs & UFL• From the definition of these scopes of work, a list ofrecommendations will be dressed according the level ofmarketing priorities.
  • 15. Global ContextDefinition of the Marketing ScheduleKey words: Marketing priorities, Schedule, Activation• Moreover, these listed marketing priorities need to beimplemented in a very strict time schedule. Three stagescan be identified. The first level of marketing prioritiesrefers to a year 1 activation program, the second to a year3, and the third to a year 5.• For each, classification according to the level of priority> Level 1 > Year 1> Level 2 > Year 3> Level 3 > Year 5
  • 16. Dubai Sports CouncilMarket StudyImprove Clubs & Fans marketing policy
  • 17. ImproveClubs & Fans marketing policyCLUBS / FANS1 - PROMOTION 2 - DATABASE3 – CRMPROGRAMME4 – SEGMENTATION+ AVERAGE TICKET5 - STADIUM
  • 18. Clubs & Fans:Synovate qualitative research insights> Giving fans the chance to interact with the clubs will greatly increase their support andwillingness to attend games• Local fans want to be able to buy brochures, magazines, leaflets- information about the matches, the games andthe players• Any form of social interaction with the teams, entertainment and music at the stadium is requested• The internet is a major way for fans to feel part of the football community (Using websites to promotemerchandising as well as competitions (e.g. to find the best fan) will really keep interest high)• Competitions and prizes (e.g. for the best fan, or for guessing a correct score etc) are really appreciated• Merchandise (e.g. flags, t-shirts, water bottles etc) could all be sold at the stadium and would encourageattendance> Women attending games is a sensitive subject> However, local fans are keen to welcome Expats to the stadiumCLUBS / FANS
  • 19. ImproveClubs & Fans marketing policy> Level 1 > Year 1Level of priority 1• Develop the brand equity towards different hard fans• Increase the level of promotion towards potential T.A.• Work with marketing tools to create a database of fans• Develop co-marketing with clubs’ sponsors• Create a ticketing policy adapted to the TA• Develop new concepts of entertainment on match-dayCLUBS / FANS
  • 20. ImproveClubs & Fans marketing policy> Level 1 > General UnderstandingCuriosity /Brand• The Dubai Clubs havebrands that they mustvalorize to their differenttarget audience• A sport brand should bepositive and dynamic andreflect education & sportyvaluesCuriosity /Business• Dubai clubs are involved in alocal competition for entertainment.Not only with sport spectacles• It is an obligation for them tocommunicate better and reachfrequently their current customers +potential audiences all year longCLUBS / FANS• Dubai Clubs are located in acosmopolitan city• Primarily target audience isobviously the UAE nationals• Several kinds of purchasingpower imply differentmarketing servicesCuriosity /People• Dubai Clubs have notimplemented a mediabuying strategy in theirannual budget• Their communication isoften more tactical thanstrategical – The ROI is reallylimitedCuriosity /Communication
  • 21. ImproveClubs & Fans marketing policy> Level 1 > Understand your different Target AudiencesKEY INSIGHT Dubai is a young cosmopolitan city with old football brandsIMPLICATIONNeeds to define precisely who the target audience ofeach club (commercial geographic zone) is and reach them frequently
  • 22. ImproveClubs & Fans marketing policy> Level 1 > Understand your different Target AudiencesNEED &WANTNeed•Better information about his club• Better access to the stadium• Better service during the gamesWant• To know more about his team• Win some special prizes• To feel part of a real communityNeed•Information about the UFL league• Information about your club• Get a good serviceWant•To have a good entertainment in Dubai• Share your passion /Not only the football games but theexperienceCOMMERCIALZONETARGETAUDIENCES
  • 23. REACHTHEMOFFERTHEMTARGETAUDIENCESServices• Services must be a adapted accordingto your target audiences & theirpurchasing powers• Declination of your marketing proposalssuch as airline company Etihad airwayswith diamond, pearl packages• Working with your sponsors to see whichbenefits they can delivers to your fans +potential one (your prospects)Media•Dubai Sports Channel• Arabic Newspaper Sport pages• Arabic Radio• SMS campaignSocial Venues• Schools, Universities• Government places• Café and terraceData-Base•Find different data-base and use them• Create your own one• EtcOthers• Family campaign (father / son)• Websites Football / sports / Social• Malls – Direct marketing• Co marketing with your current sponsors• EtcTBD with each clubImproveClubs & Fans marketing policy> Level 1 > Understand your different Target Audiences
  • 24. KEY INSIGHTThe Dubai Clubs Brand needs to be more valorised towardstheir different target audiences during the whole yearIMPLICATIONNeeds to create a clear marketing strategy & implement acommunication strategy to respond to the initial MKT objectivesImproveClubs & Fans marketing policy> Level 1 > Understand your different Target Audiences
  • 25. KEY INSIGHT Each club is a brand such as Nike, Emirates, EmaarIMPLICATIONNeeds to understand the marketing mechanism to valorise your brandYour brand should rely less & less on sporting results but onconcentrate in valuesImproveClubs & Fans marketing policy> Level 1 > Develop the Brand Equity
  • 26. ImproveClubs & Fans marketing policy> Level 1 > Develop the Brand Equity• It is necessary to understand the importance of yourbrand. People of your target audiences are linking values toeach Dubai club.• Therefore, the marketing department must analyse how itcan gradually improve the value of his brand towards histarget audience and the future one• Good values are: Education, Social, History, Charity,Development of the Youth, etc• The marketing case study of the FC Barcelona and theirsponsor UNICEF is a concrete example of this new trend.Please note that this deal is strategic & not only a pure oneoff marketing action• See Slide 16 – European Football Benchmark
  • 27. ImproveClubs & Fans marketing policy> Level 1 > Your Promotion towards your target audiencesKEY INSIGHTUnderstand that there are 3 or 4 important momentsin the football season for the communicationIMPLICATIONNeeds to understand that the communication of the club aims to recruitthe fans (End / Beginning of the season)and promotes the important football games
  • 28. ImproveClubs & Fans marketing policy> Level 1 > Your Promotion towards your target audiencesEnd of theSeasonBeginning ofthe SeasonImportantGame - DerbyFinal &/ orDerbyOnly example of Media buying plan for one year for one football clubAlternative between peaks of communication and smaller spendingEach marketing department needs a media buying budget / every yearMedia Spending AED
  • 29. ImproveClubs & Fans marketing policy> Level 1 > Create a Fans Data-base, make it AliveKEY INSIGHT Many Dubai clubs have fans, followers and sympathisersIMPLICATIONNeeds to create a Data-base and a relationship marketingstrategy with all these captive audiences
  • 30. ImproveClubs & Fans marketing policy> Level 1 > Create a Fans Data-base, make it Alive• There are multiple ways and channels to create a DATA-base of fans / football consumers• Gradually, the European football clubs have designed on-line solutions to generate and amplify their initial data-base of annual season tickets holders (and also reach internationalfollowers if any) - but meanwhile, they also implemented astrong on-line CRM programme (rewards, on-line gaming,draws, etc).• To create a solid DATA-base with a middle term vision,you have to make sure that you know how to segment it indifferent categories such as: FANS, FOLLOWERS, SYMPATHISERS& PROSPECTS• Each club must interact regularly with their DATA-basecontacts & if possible adapt their message / their contentin function of the sub-categories > Relationship MarketingProgram
  • 31. ImproveClubs & Fans marketing policy> Level 1 > Create a Fans Data-base, make it AliveStakeholderidentificationExplainBehaviourAnalyseBehaviourGenericStrategyformulation& applicationSpecificProgrammesForstakeholdersINTEGRATIVESTAKEHOLDERPROGRAMME• All the Dubai clubs marketing department must undertake a marketing analysis of the fans(consumers) behaviour – the way that they differently spend their time, their money, ... withthe club• The easiest way is to use the six phases of the stakeholder management process adaptedfrom Freeman - 2006• The scheme below is the first step to build a business modelling or relationship marketingprogram
  • 32. ImproveClubs & Fans marketing policy> Level 1 > Develop Co-marketing with your SponsorsKEY INSIGHT All Dubai Clubs have strong local sponsorsIMPLICATIONNeeds to create a program of activation with the sponsorsthat will generate more potential fans & followers – CRM campaignsWIN/ WINYour fans must benefit from your sponsorsYour sponsors must benefit from your fans
  • 33. ImproveClubs & Fans marketing policy> Level 1 > Develop Co-marketing with your Sponsors• All the sponsors of the club should provide benefits toyour current fans & potential one. Your sponsors areinteresting to reach your fans (macro-economic models)• Each club must develop a sponsorship program(activation) with their own sponsors towards their fans.Those activations can be draws that will be benefit to yourfans + sponsors (increase ROI + reach ROO)• Multiply the co-marketing activities with your sponsor(s).Dubai clubs could use their database, their platforms ofcommunication, other to be invented ...• This marketing actions should not be tactical but clearlyplanned in collaboration with your sponsor(s) at thebeginning of each season
  • 34. ImproveClubs & Fans marketing policy> Level 1 > Develop Co-marketing with your SponsorsCO-MARKETINGBETWEEN CLUBS &SPONSORS1 - Club and Sponsors become partners when they areworking mutually coordinated and reciprocally accepted –it is a middle term process to establish that requires timeand dedication from the club2 – Aim to develop a partnership in which club and brandgain value (not only financially or exposure)3 – All their mutual initiatives are consciously planned,organised and controlled by the marketing departments ofthe club and the sponsor(s)4 – The final objective is the improvement of customersatisfaction (‘offer more at a lower cost’) with thecooperation of the club & their sponsors
  • 35. ImproveClubs & Fans marketing policy> Level 1 > Create a Ticketing PolicyKEY INSIGHTA ticketing policy will not replace a clear Entertainmentservice policy within the Dubai StadiumsIMPLICATIONNeeds to create a scheme of services inside of the stadium(values) & also gather the fans near to each other in the stadium
  • 36. ImproveClubs & Fans marketing policy> Level 1 > Create a Ticketing Policy• It is necessary to understand the importance of thewellness of the spectator in the stadium. Fans are notbuying a football ticket only to cheer their team but fortheir own entertainment.• Therefore, the marketing department must analyse how itcan gradually improve the experience of the fans / ticketholders.• Values are: Price vs. Offer, Price vs. Spectacle, Price vs.Hospitality programme, etc• The marketing case study of the future Doha stadiums isshowing a Taylor-made stadium business solution aroundlounge and hospitality program - See the picture
  • 37. ImproveClubs & Fans marketing policy> Level 1 > Entertainment on Match-dayKEY INSIGHT Fans are now paying to access a spectacleIMPLICATIONNeeds to create a program of entertainment BEFORE & DURING theEtisalat Pro League football games
  • 38. ImproveClubs & Fans marketing policy> Level 1 > Year 1Marketing Department willwork to improve the serviceswithin the stadiumMarketing Departmentwill set up an annualcommunication planCreation of a customer DATA-BASEAnnual Program of ActivationInside + Outside Stadium
  • 39. ImproveClubs & Fans marketing policy> Level 2 > Year 3Level of priority 2• Develop products & services within the stadium(merchandising, transport, catering offer, and hostesses)• Develop hospitality lounges in the stadium• CSR policy (charity, community programme)CLUBS / FANS
  • 40. ImproveClubs & Fans marketing policy> Level 2 > Develop Products & Services in the Stadium• After increasingly the number of spectators (up 30% to50% from year 1), the marketing department will have toconcentrate on how increase the match day spending perspectators• Several solutions are already available in the Europeansand US markets such as:- Merchandising shop- Catering / restaurants- Competitions and Drawings- Co-business actions with clubs sponsors- Etc• Merchandising policy will refer to the “Pareto BusinessModel” = 80/20 = 20% of the merchandising products aregenerating 80% of your revenues
  • 41. ImproveClubs & Fans marketing policy> Level 2 > Develop Hospitality Lounges• The hospitality Lounge business service can be organisedinternally (in house) or externally by a specializedorganisation (outsourcing)• The Hospitality Lounges business service is linked to yourcorporate sales (companies, institutions, sponsors, etc). It ispart of a global sponsorship package and / or it isconsidered as a new revenue stream for the club(please note that most of the Dubai Clubs have the capacity to develop / tobuild VIP lounges within their current stadium)
  • 42. ImproveClubs & Fans marketing policy> Level 2 > Develop a CSR policyA football club must play a social role in its society.Currently, brands & sponsors are looking to developsocietal actions in their annual marketing / communicationplan (called “Green Marketing Actions” due to the sustainable developmentconcept)• In its community:A football club must work with its direct community &multiply partnership with schools, colleges and other youthorganisations (short term application)• Charity Organisation:A football club could partner with local or internationalcharity program such as Dubai Care or Red Crescent andinclude it in his company profile or sponsorship package(middle term vision)The principle is to associate these societal values to thebrand equity of the club.Gregory Bolle
  • 43. ImproveClubs & Fans marketing policy> Level 2 > Year 3Products / Services forThe B2B target audienceCorporate / SponsorsProducts / Services forthe B2C target audienceFans / FollowersIncrease the Commercial Revenues of the ClubLink it with Societal Marketing ActionsGregory Bolle
  • 44. ImproveClubs & Fans marketing policy> Level 3 > Year 5Level of priority 1• Renew stadia / create new ones• Limit the number of sponsors(real involvement with clubs)• Create a business community (‘Club businesses’)• Working on the non-match day in the stadium (concerts,sport events, shows…)CLUBS / FANS
  • 45. Dubai Sports CouncilMarket StudyImprove Clubs & Venues marketing policyGregory Bolle
  • 46. ImproveClubs & Venues marketing policyCLUBS / VENUES1 – ACCESS /PARKING2 -WELCOMING /CASHIER3 –ENTERTAINMENT4 – REMODELLINGSTADIUM5 - NEWSTADIUM
  • 47. Clubs & Venues:Synovate qualitative research insights> There are key factors which can prevent fans from attending games• Timings & location of the games• Traffic & parking• Lack of facilities at the stadium• Secondary Influence: Price> Developing and improving the stadiums will encourage fans to go to the live games• Old seating• Lack of hygiene and not enough toilet facilities• No smoking allowed• No beverages or snacks offered in the stadium• No big screens, can not watch replays• No entertainment or musicCLUBS / VENUES
  • 48. ImproveClubs & Venues marketing policy> Level 1 > Year 1Level of priority 1• Optimize access to stadium• Improve the welcoming conditions in the stadium• Create a clear space for the ticket sales• Catering offer (snack & beverages)CLUBS / VENUESGregory Bolle
  • 49. ImproveClubs & Venues marketing policy> Level 1 > General Understanding• In the sport marketing, US Football & NBA were the firstprofessional leagues to understand the importance of thestadium as a stream of revenue. In the end of 80’s, theirstadiums were developed not such as a place to attendsport spectacle but as a whole “entertainment venue”(where the fans / spectators will come along their family and increase theiraverage spending: Shop, Picture park, Parking, Showrooms, Museum,Restaurant, etc)• In Europe, the English Clubs (private entities) were thefirst to invest in those new stadiums at the end of the 90’s.(Old Trafford – Manchester United was one of the first one to switch to thisbusiness model; Emirates Stadium – Arsenal is one of the most known“Naming Stadium” business model that co-financed its stadium with a brand/sponsor)• German & Portuguese clubs integrated those heavyinvestments with the organization of the internationalevents: UEFA Euro 2004 & FIFA World Cup 2006 (see slides 19& 20 – European Benchmark PowerPoint presentation) - % financed bythe States / % financed by Private funds / % financed by theclub
  • 50. ImproveClubs & Venues marketing policy> Level 1 > General Understanding• Each Dubai stadiums are generating revenues for theclubs. However, few professional clubs of Dubai haveconsidered to undertake a marketing study about how toincrease their stadium revenues.• As any trade organization, the Dubai club marketingdepartment must get a clear idea of the following itemsmentioned below and work gradually on it.-Understand their stadium’s “Commercial Zone” & get a clearconsumer insight research (see qualitative + quantitative researches operatedby CARAT / Synovate & Financed by Dubai Sports Council);- Optimize the existing stadium revenues;- Identify the additional stadium revenues (period of 2 years);- Develop the whole stadium business model
  • 51. ImproveClubs & Venues marketing policy> Level 1 > General Understanding• Dubai Clubs have stadiums / venues to accommodateother events than purely UFL games (20 000 capacities).•For instance, the Dubai Tennis Stadium is organizingconcerts and other entertainment that targets other Dubaicommunities: Indian, English & Iranian.• Al Nasr Club is organizing (internally or externally) AC Milanfootball camps during the Dubai school holidays. Thosecamps are generating extra revenues for the club and bringnew comers to the Al Nasr Stadium (Same principle that the AlNasr ice-skating venue).• The marketing case study of the Stade De France is aconcrete example of this new trend. Please note that thisstadium (80 000 capacities) do not welcome any footballresident club since 11 years & therefore, must diversifytheir business portfolio to generate revenues for theirprivate owners: Bouygues & Vinci.Gregory Bolle
  • 52. ImproveClubs & Venues marketing policy> Level 1 > Optimize the access to the stadiumKEY INSIGHTCARAT / SYNOVATE researches prove that non-Emirati cannot localizementally & geographically the Dubai stadiumsIMPLICATIONNeeds to work hand to hand with the RTA organization tocreate dedicated football stadium road signs(can be applied with the Dubai Tourism Authority’s maps)
  • 53. ImproveClubs & Venues marketing policy> Level 1 > Improve the Welcoming in the StadiumKEY INSIGHTThe Dubai Clubs have not set-up a clear welcoming strategyto greet their fans / sympathisersIMPLICATIONNeeds to define a better hospitality program& create a welcoming service
  • 54. ImproveClubs & Venues marketing policy> Level 1 > Improve the Welcoming in the Stadium• Welcome fans / sympathizers every two weeks must beconsidered as a service.• The Dubai Clubs must integrate in their organization, afootball stadium manager that will manage several aspectsof the stadium welcoming conditions. Those conditionsshould be segmented & indentified with the marketingdepartment of the club.• Those conditions would be set-up according to the valueof your football tickets. We can imagine several servicessuch as Hostess (VIP section) / Valet parking (adapted to VVIP, VIP,Corporate and Regular Ticket holders) / Waiter / Security agents /etc.• All the staff will be external of the football club. However,they should be all trained by the Stadium Manager andwear the logo of the football club.Gregory Bolle
  • 55. ImproveClubs & Venues marketing policy> Level 1 > Create a unique Ticket Office• To generate more revenues, (for the time being) the club mustcreate a unique Ticket Office to invite the sympathizers tounderstand clearly the club sales process (even a non seasonticket holder must recognize the Ticket Office)• This Ticket Office can offer other payment services suchas:- Catering vouchers;- Merchandising products;- Parking tickets;- Other Dubai events tickets;- Etc (to be determined by each mkt dept)…• This ticket office should be part of your sponsorshipstrategy (which includes visibility, direct marketing, etc…)
  • 56. ImproveClubs & Venues marketing policy> Level 1 > Improve the Catering Offer in the stadium• The whole idea is to double the average spending of thefans / sympathizers within the stadium. Therefore, the clubmarketing department must create a business deal with acatering company.• However, due to the Dubai benchmark, it is extremelyimportant that the quality of the catering match with thefans’ expectations.• Therefore, the quality of the catering should not belimited to the VVIP or VIP fans must be applied for themass market too. The catering would be an important assetto improve the general atmosphere of the stadium & thus,recruit new sympathizers in your venue.• Note: Each marketing department should undertake a micro marketing studyaround their current catering offer
  • 57. ImproveClubs & Venues marketing policy> Level 1 > Year 1Create a unique selling pointfor the club / Improve thecatering offer aroundthe GamesImprove the Access +Improve the Welcomingbefore / during / afterthe GamesImprove the Stadium Experience of your FansDevelop Commercial Offerswith a commitment to the qualityGregory Bolle
  • 58. ImproveClubs & Venues marketing policy> Level 2 > Year 3Level of priority 2• Ensure entertainment before, during & after game• Create an atmosphere in the stadium• Creation of VIP lounges & corporate boxesCLUBS / VENUES
  • 59. ImproveClubs & Venues marketing policy> Level 2 > Ensure Entertainment in the Stadium• The spectacle offered by the UFL league is not yetconsidered as better than the one during the amateurismperiod – before September 2008 (see the qualitative andquantitative researches CARAT / Synovate – Financed by Dubai SportsCouncil).• The Dubai clubs must for the 2 or 3 seasons take intoconsideration the fact that the fans / sympathizers arepaying to get 2 or 3 hours of entertainment.• The Stadium manager & the marketing department mustorganize regularly entertainment events before / during /after the UFL games. Those activities must be interactivewith the attendance.• Those entertainment occasions should be planned inadvance & organised in a way to be profitable (at least withoutany costs) = Co-marketing / Dinner / etc…
  • 60. ImproveClubs & Venues marketing policy> Level 2 > Create a Festive Atmosphere in the stadium• Any stadium in the world is a place of exchanges and agathering of people around a passion, sport entertainment,concert, … Stadia are considered as a place of freedomwhere the people are expressing their enthusiasm freely• In Dubai, the federal laws are restricting the freedomwithin the Dubai stadiums such as smoking or drinkingalcoholic beverages – In addition, socially, Emirati womenare not coming to the football stadiums which are maleoriented venues. (see the qualitative and quantitative researchesCARAT /Synovate – Financed by Dubai Sports Council).• Therefore, the marketing department must ensure thatthe people (current fans / sympathizers) are creating social linkswithin the stadium and therefore, will make sure that thefans are gathering closed to each others in the stands.• All of them must have an enjoyable experience.(Marketing wise: coming back in the stadium + word of mouth)Gregory Bolle
  • 61. ImproveClubs & Venues marketing policy> Level 2 > Develop Hospitality Lounges• Same notices that Clubs & Fans• The hospitality Lounge business service can be organisedinternally (in house) or externally by a specializedorganisation (outsourcing)• The Hospitality Lounges business service is linked to yourcorporate sales (companies, institutions, sponsors, etc). It ispart of a global sponsorship package and / or it isconsidered as a new revenue stream for the club(please note that most of the Dubai Clubs have the capacity to develop / tobuild VIP lounges within their current stadium)
  • 62. ImproveClubs & Venues marketing policy> Level 2 > Year 3Improve the GeneralAtmosphere of the Stadium(Goodies, Draws, Lounges,...)Create Entertainmentoccasions for the UFLGamesIncrease the Positive Experience of the FansPassion / Gathering / Feelings…Stadium = Socio- Emotional PlatformGregory BolleGregory Bolle
  • 63. ImproveClubs & Venues marketing policy> Level 3 > Year 5Level of priority 3• Build a new stadium (see Juventus or Doha innovative project)• Non-match day offer (concerts, shows, expositions, …)CLUBS / VENUES
  • 64. Dubai Sports CouncilMarket StudyImprove Clubs & UFL marketing cooperation
  • 65. ImproveClubs & UFL marketing policyCLUBS / VENUES1 – COMPETITIONITSELF2 -PROMOTION /HEROES3 – UFLSPONSORS4 – WORK WITHTV / MEDIA5 - COMMITTEETO BE SET UPGregory Bolle
  • 66. Clubs & UFL:Synovate qualitative research insights> Local fans have noticed a marked improvement in the UAE football league in recent years• Local football fans claim that the UAE football league has been consistently improving over recent years• Footballers, while certainly not seen to be as skilled as international players, are seen to have improvedsomewhat in terms of skill and professionalism• The league has developed in terms of the players themselves and their attitudes, as well as more media,advertising and sponsorship• There is a feeling that fans, players, managers and all those behind the scenes are becoming more and moredevoted to the game and therefore the level of professionalism is increasing> Spontaneous suggestions for improving the level of the UFL are all based around Local Players• More training- lectures and intensive courses, allowing them to train abroad or play against stronger teams• Financial incentives for players (to increase their commitment)• Honouring ceremonies to show winners respect• Remove players who are not performing; punish players who are disrespectful, lazy or uncommitted• To Local fans, a Football Academy is an excellent way to push the standard of the UFLCLUBS / UFL
  • 67. > Level 2 > Year 3Level of priority 2• Sponsorship activation (clubs +league sponsors) for the fans interest• Create rivalry between clubs inthe media• All star game + awards everymonth.• Interaction fans/ stars, VIP/stars• UFL school daysCLUBS / UFL> Level 1 > Year 1Level of priority 1• Create a UFL website (Arabic &English)• Interlink between Dubai clubs’website & UFL website• Close relationship between theUFL and the clubs (co-marketing & co-branding)• Create UFL stars in the mediaCLUBS / VENUES> Level 3 > Year 5Level of priority 3• DSC, UFL and Dubai clubs shouldmeet regularly• Creation of a dedicated committeeto rule their relationCLUBS / VENUESImproveClubs & UFL marketing policy
  • 68. ImproveClubs & UFL marketing policy> Level 1 > Mutual Understanding• The season 2008-2009 has been successful for thedevelopment of the UFL pro league in the U.A.E. Building asuccessful professional football league is a matter ofseveral years. This year was about launching a new brand &improve the global organization of the UFL competition.• Dubai Clubs and the UFL management teams must worktogether to improve and enhance the potential of growthof the UFL competition in Dubai.• The creation of a UFL committee within Dubai SportsCouncil allows to underline Dubai clubs’ needs and findopportunities to collaborate together with the UFLmanagement team. (See slide 9 of the PowerPoint presentationEuropean Benchmark)
  • 69. ImproveClubs & UFL marketing policy> Level 1 > Year 1Improvement of the UFL’sformat and brand +Co-marketing with clubsBetter and MoreInitiatives fromthe Dubai ClubsIncrease the Average Attendance in Dubai Stadiums“Virtuous Marketing Circle”More Revenues GeneratedWithin StadiumsGregory BolleGregory Bolle
  • 70. Dubai Sports CouncilRecommendations for the Football Clubs of DubaiGregory BolleManaging DirectorCARAT Sponsorship MENAg.bolle@carat-me.com / 050 435 4846Sebastien SayeghExecutive Account ManagerCARAT Sponsorship MENAs.sayegh@carat-me.com / 050 103 3886Gregory Bolle

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