Sports Marketing 2.0 Nov 2009

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Sports Marketing 2.0 Presentation to students on the Masters in Sports Business Strategy, Treviso, Italy Nov 2009

Sports Marketing 2.0 Presentation to students on the Masters in Sports Business Strategy, Treviso, Italy Nov 2009

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  • Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converse Business Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
  • We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example… Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.
  • Number10.gov.uk is built using Wordpress, an opensource (blogging) platform. It mashes video and images whilst providing latest news articles (traditional blog posts). This website was not expensive to build but it is simple and effective. The platform itself is free. http://www.number10.gov.uk/
  • There is a view that those that use Web 2.0 well also do a range of other things well. No coincidence though, that there are strong links between these areas and Web 2.0 tools and applications. It helps that these companies also have the right mindset.
  • The Engagement Database helps to identify which companies are doing more in this area. The top 100 brands (courtesy of Interbrand) were reviewed by EngagementDB (a Alltimeter, Charlene Li initiative). What they found was that there were a range of brands with varying levels of channels and depth of engagement. What they found was that some channels or mavens came to the top. Li and her team has made a correlation between financial performance and mavens (supports the Aberdeen research). Revenue growth and profitability both seem higher amongst Mavens.
  • The top 10 brands using Social Media (depth of engagement vs. Channel spread) are shown below. Any surprises here? Who didn’t make it but should be commended: Toyota: 3 individuals in their team but 7 channels. They have relied on others to provide content. They use Social Media Monitoring to look at who is talking about the brand. SAP have a huge SAP Community Network with 1.7 million members, they also run a Contributor points system to identify and reward experts. There channels include blogs, wikis, discussion forums and twitter. They have multiple “personal” Twitter channels because a corporate twitter channel doesn’t work well. One of the twitter channels openly asks for customer feedback.
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • Benefits of Using the Balanced Scorecard A Robust Strategic Management and ICT/BT Planning Tool : The process of implementing a BSC can help companies to clarify their strategic vision, goals and objectives and to ensure that these are translated into specific ICT actions and key initiatives to achieve overall strategic objectives A Robust Performance Measurement System : For evaluating the impact of ICT investments. One that combines financial and non-financial measures, ‘lag’ and ‘lead’ indicators etc A System for Improving Internal Communications : A key feature of the BSC is its strength as an internal and external communications tool. By ‘telling the ICT story’ of an organisation through a series of linked objectives, performance measures and key initiatives, the BSC can assist in communicating target outcomes and performance drivers throughout the organisation. It will ensure that resources and individual efforts are focused on the key drivers that will really make a difference to future performance A Translator of Strategy Into Action : Through establishing clear ‘cause and effect’ linkages between objectives, performance measures, targets and key initiatives
  • Used effectively, the BSC can provide answers to many of the questions you are currently asking about ICT.
  • The Balanced Scorecard BSC implementations begin with a clear statement of your company’s core ‘Vision, Mission and Strategy’. Strategic goals and objectives are then decomposed into a number of ‘Perspectives’ considered critical to achieving the overall mission. The four main ‘Perspectives’ of the BSC are the ‘Financial’, ‘Customer’, ‘Internal Management’ and ‘Organisational/Learning’ perspectives. These ‘Perspectives’ are then translated into a series of linked ‘Performance Measures and Targets’ with ‘Key Initiatives’ being introduced to achieve agreed targets.
  • Strategy Maps Once you have completed the various steps outlined above, you may wish to present your thinking in a ‘BSC Strategy Map’. This will provide you with a concise, one page summary of the key ICT initiatives and actions required to transform your business.
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard

Transcript

  • 1. Sports Marketing 2.0 ‘ The times they are a changing’ Dr. Jim Hamill Department of Marketing University of Strathclyde [email_address] Treviso – November, 2009
  • 2. Sports Marketing 2.0
    • Opportunities and threats for sports marketing organisations from the rapid growth of Web 2.0/social media
      • Web 2.0/social media – what is it? how big is it?
      • Business benefits
      • Web 2.0 in action – examples (non sports and sports)
      • What progress is being made?
      • What do the fans think?
      • Sports Marketing 2.0 strategy development and implementation
      • Performance measurement/ social media monitoring tools
  • 3. Agenda
    • Morning
      • Presentations and class discussion
    • Afternoon
      • Group work and presentations
  • 4. Group Work
    • Groups of 4 or 5 students
    • Taking a sports marketing organisation of your own
    • choice, evaluate the progress made in adopting Web
    • 2.0/social media and make strategic recommendations
    • for improvement. Your evaluation should cover use of
    • Web 2.0/social media on their own web site and the
    • extent of their involvement in external Web 2.0/social
    • media sites
  • 5.
    • Continue the conversation on
    • www.web2-0cpd.com
    • www.tourism2-0.co.uk
  • 6.  
  • 7.  
  • 8.  
  • 9.  
  • 10.
    • Web 2.0/
    • Social Media Overview
    • An Overview
  • 11. What Is It?
    • An over hyped ‘buzz’ word or a
    • Fundamental, revolutionary change……
    • Major impact on consumer/B2B decision-making and behaviour across a broad spectrum of industries
    • Major opportunities, but also threats, for your organisation
  • 12. www.mashable.com
  • 13. Three Simple Questions
    • Who are our customers?
    • Where do they hang out in social media?
    • How can we best engage with and energise them?
  • 14.
    • Recent workshop attended by a very diverse group of companies
    • Where do the following hang out ?
    • construction buyers, retailers, corporate event organisers, hotels, bars, churches, Christians, creative industry, print industry, spacecraft/micro satellite industry, spicy food buyers, football fans, young people, coach hire, architects, musicians etc
  • 15.  
  • 16.  
  • 17.  
  • 18.  
  • 19.  
  • 20.  
  • 21.  
  • 22.  
  • 23.  
  • 24. Web 2.0
  • 25. Applications Social Network Sites Social Content Social Bookmarks Blogs Wikis Virtual Realities RSS Feeds Podcasts Social Applications Twitter Mash Ups Mobile Web; Internet Telephony
  • 26.  
  • 27. Internal and External Use
    • These applications can be used on the sports marketing organisation’s own web site and/or by participating in
    • ‘ external 2.0’ sites
    • 2.0 redefines the concept of a web site (see www.skittles.com )
  • 28. Characteristics Communities and Networks Interactivity Social Element Openness Peering Hosted Services Global Sharing Empowerment Mass Collaboration The Internet as the platform
  • 29. Impact Business Intelligence Customer Interaction Sales & Marketing Customer Experience Customer Insight Processes and HRM Mindset Product Development Reputation Management Rich Internet Applications IT Infrastructure
  • 30. Business/Marketing 2.0 Web 2.0 Applications Open source Online Applications/ Web Services Social Network Sites Social Content – Social Bookmarking Blogs or Weblogs Wikis Podcasts/ Vodcasts Virtual Realities Mash Ups RSS Feeds Mobile Web; Internet Telephony Twitter Characteristics Communities and Networks Openness Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global Impact – Wikibusiness Mindset Business Intelligence Customer Insight and Understanding Customer Interaction Enhanced Customer Experience – Rich Internet Applications Reputation Management Sales and Marketing Product Development and R&D e.g. engage and co-create IT/Software/Applications Operations, Internal Processes and HRM
  • 31. Business Implications
    • Major impact on consumer behaviour, especially in information intense industries – ‘customer to customer’ reviews and recommendations
    • Declining effectiveness of traditional approaches to sales, marketing, brand promotion etc
    • New mindsets and new approaches required - Marketing as a ‘conversation with your customers, a conversation with your network’
    • New performance measures required
    • ‘ Power shift’ – Web 2.0 empowers customers, empowers the network
  • 32. Business Implications
    • All revolutions have ‘winners’ and ‘losers’
    • ‘ Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships
    • Requires a new ‘mindset’ and new approaches to marketing communications strategy and implementation
    • Requires new performance measures
      • Quality of your network
      • Relationship strength
      • Ability to leverage
  • 33. Performance Measures - The ‘4Is’
      • Involvement – network/community numbers/quality, youtube and flickr views, time spent, frequency, geography
      • Interaction – actions they take – read, post, comment, reviews, recommendations
      • Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
      • Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
      • Social Media Monitoring Tools – Audit, Assess, Impact
  • 34. Business Impact
    • The need for new business/marketing models
      • Traditional approach:
        • Product development – Differentiate – Market and Promote – Sell – no one is listening anymore
      • New model based on:
        • Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally
        • Engage and energise
        • ‘ Create the Buzz’
  • 35. Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
  • 36.  
  • 37. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
  • 38.  
  • 39.  
  • 40.  
  • 41.  
  • 42.  
  • 43. From the web site
    • This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments.
    • The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.
    • Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…
  • 44.
    • The Customer Experience
    • of the Brand
    • Tripadvisor
  • 45. From Tripadvisor
    • It's getting old, the rooms are unappealing and it will never be more than a business hotel
    • Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.
    • Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel.
  • 46.  
  • 47.
    • A few references.........
  • 48. Wikinomics
    • Tapscott and Williams (2006)
    • Web 2.0 represents a major paradigm shift and requires new corporate mindsets and new approaches to business strategy development, implementation and online branding.
    • O’Reilly (2006)........Web 2.0 as ‘ a set of economic, social, and technology trends that collectively form the basis for the next generation of the Internet—a more mature, distinctive medium characterised by user participation, openness, and network effect.’
  • 49. The Groundswell
    • Li and Bernoff (2008)
    • A spontaneous movement of people using online tools to connect, take charge of their own experiences and get what they need from each other (information, support, ideas, products, bargaining power etc)
    • The ‘groundswell’ is unstoppable – it’s a social revolution
    • It’s a permanent, revolutionary shift in the way the world works
    • You can try to fight it or join it – energise the groundswell
  • 50. Marketing to the Social Web
    • Larry Weber (2009)
    • Marketers must look for new ways to communicate with customers. New mindsets and a radical rethinking of past practice is required
    • Rather than broadcasting sales messages to an audience who no longer listen, innovative marketers should become ‘ aggregators of customer communities’ . They should participate in, organise and encourage social networks that people what to belong to
    • Rather than talking at customers they should talk with them
  • 51. Grown Digital – Don Tapscott (2009)
    •  
    • $4m research project covering 10,000 people in the age group 11 to 30
    • The Net Generation – the first generation to have grown digital
    • Revolutionary impact on all aspects of life including the world of work, education, family relationships, political engagement and the global environment
    • YouTube Videos
  • 52. Bob Dylan
    • Come gather 'round people
    • Wherever you roam
    • And don’t criticise
    • What you can't understand
    • Your sons and your daughters
    • Are beyond your command
    • Your old road is
    • Rapidly agin‘
    • Then you better start swimmin’
    • Or you'll sink like a stone
    • For the times they are a-changin’
  • 53.
    • How Big Is It?
  • 54. How Big Is It?
    • Time spent on social network sites is growing 3 times faster than the Net itself
    • Social media messages have replaced e-mail as the dominant form of e-communications
    • If facebook was a country – it would be the 4 th most populated in the world
    • 93% of social media users think that companies should be actively engaged
  • 55. How Big Is It?
    • 13 hours
      • Amount of video uploaded on youtube every minute
    • 412.3 years
      • Time to view all youtube videos
    • 100,000,000
      • Number of youtube videos viewed every day
    • 13,000,000
      • Number of articles on wikipedia
    • 3,600.000,000
      • Number of images on flickr
  • 56. How Big Is It?
    • 1382%
      • Monthly growth of twitter
    • 3,000,000
      • Average number of tweets per day
    • 1,000,000,000
      • Amount of content shared on F/book every week
    • 5,000,000
      • Number of active Barrack Obama supporters across 15 social networks
    • 14,200,000
      • Views of the ‘Yes We Can’ video on youtube
  • 57. How Big Is It?
  • 58. Business Benefits
  • 59. Business Benefits
    • Market Knowledge
    • Customer Insight and Understanding
    • Customer Interaction
    • Enhanced Customer Experience
    • Business Intelligence
    • Reputation Management
  • 60. Business Benefits
    • Improved Sales and Marketing
    • Identify and network with high value, high growth prospects
    • Product Development and R&D e.g. engage and co-create
    • Internal cost savings
    • Improved Operations and Internal Processes
    • Increased ROI
  • 61. Benefit Why not try… Knowledge and Insight RSS Feeds; Google Alerts; Social Media Monitoring Tools; Customer Feedback; Review and Recommendation sites; Digg etc Enhanced Interaction and Experience OpenSource CMS; Rich Interent Applications; Mashups; Wordpress; Google Maps; Youtube; flickr etc High Value Networking Social and Professional Networks; Linkedin, Ning , Facebook Microblogs – Twitter; Blogs - Wordpress, Blogger; Discussion Forums Internal Process Efficiencies Collaboration - Wikispaces, Wikimedia, Google Docs Productivity - Doodle, Skype, GoogleVoice, GIMP Business Process - ZohoCRM, Magento, OpenOffice Communications - Gmail, Eventbrite
  • 62.  
  • 63. Does It Work?
  • 64.
    • Aberdeen Research Group – study of the social media practices of 250 organisations
      • ‘ Best in class’ (50)
      • ‘ Industry average (125)
      • ‘ Laggards’ (75)
    • ‘ Best in class’ outperformed others in many key areas
      • Customer satisfaction
      • Actionable insights delivered
      • Reduced time to market
      • Customer insight
    • Source: Weber, 2009
  • 65.
    • Worlds Top
    • 100 brands
  • 66.  
  • 67. Does it work?
    • Financial performance correlates with engagement
    • Companies that are both deeply and widely engaged in social media surpass their peers in terms of both revenue and profit performance by a significant difference
  • 68.
    • The Top =10 Brands Using Web 2.0 / Social Media
  • 69.
    • Web 2.0 In Action
    • Examples
  • 70.
    • The ‘Mindset’ of Web 2.0
  • 71.  
  • 72.  
  • 73.
    • Could a community takeover happen at a bigger club?
  • 74.  
  • 75.  
  • 76.
    • Review and
    • Recommendation Sites
  • 77. Review and Recommendation Sites
    • Travel and tourism – www.tripadvisor.com and many others
    • Consumer electronics - www.kelkoo.co.uk
    • Money – www.moneysupermarket.com
    • Universities - www.studentsreview.com
    • General – www.reviewcentre.com
    • etc
  • 78.  
  • 79.
    • Responding to
    • Tripadvisor
  • 80.  
  • 81.  
  • 82.  
  • 83.
    • How not to respond
  • 84.  
  • 85.  
  • 86. Others
    • Lonely Planet Thorn Tree Travel Forum
    • Igougo
    • Holidaywatchdog
    • Review Centre
    • Holiday Check
    • Mytripbook
    • Gusto
    • Travelpost
    • Realtravel
    • Traveltogether
    • Yahoo trip planner
    • Some with interactive planning tools
  • 87.
    • O wad some Power the giftie gie us
    • To see oursels as ithers see us!
    • It wad frae mony a blunder free us ,
    • (Rabbie Burns)
  • 88.  
  • 89.
    • Web 2.0 redefines what
    • a web site is......
  • 90.  
  • 91.  
  • 92.  
  • 93.  
  • 94.
    • YouTube
  • 95.  
  • 96.  
  • 97.  
  • 98.
    • Don’t mess with the buffalos…..
    • 45 million views
  • 99.  
  • 100. ROI to Kruger National Park
    • Production/ marketing costs = 0
    • Views = 45 million
  • 101.  
  • 102.  
  • 103.  
  • 104.
    • Fashion brands v
    • the new ‘kid on the block’
  • 105.  
  • 106.  
  • 107.  
  • 108.  
  • 109.  
  • 110.
    • Tourism/ Hospitality
    • Examples
  • 111.
    • Enjoy England
    • www.enjoyengland.com
  • 112. Impact
    • 2008, redevelopment of the main www.enjoyengland.com web site to encourage online community and user generated content
    • Major positive impact on site performance…….
  • 113. Impact
    • Significant increase in online retention rates
    • Community of people who love to share about places they visit using the web site as a platform
    • The user generated forum and photos section of the site is the most sticky part. Users spend three times as long on these sections as they do across the site generally
    • The online TV series, which is based on user-generated content, attracts up to 100k visits a month. This is usually our most requested content item
    • 30% increase in unique site visits and an increase in ‘conversion’
  • 114.  
  • 115.  
  • 116.  
  • 117.  
  • 118.  
  • 119.  
  • 120.  
  • 121.  
  • 122.  
  • 123.  
  • 124.  
  • 125.
    • Social/ Professional
    • Networking Sites
    • Building contacts, finding customers and partners
  • 126.  
  • 127.  
  • 128.  
  • 129.
    • Sports Marketing 2.0
    • Progress Being Made
  • 130. Sports Marketing 2.0
    • Business benefits for Sports Marketing Organisations (SMO)
    • What’s happening out there? What has the response been?
    • How well are sports marketing organisations utilising the power of Web 2.0 for building community and network relationships with their tribe ?
    • Research covering the top 20 European football clubs
    • Emerging ‘best practice’ examples
  • 131.
    • ‘ Football is nothing without the fans’
    • Jock Stein
  • 132. A Marriage Made in Heaven Web 2.0 Sports Fans
    • Information ‘pull’ rather than ‘push’
    • User generated content
    • Openness
    • Sharing
    • Collaboration
    • Interaction
    • Communities
    • Networking
    • The ‘Tribe’
    • Passion
    • Loyalty
    • Commitment
    • Desire
    • Involvement
    • Community
    • Belonging
    • Family
  • 133. Business Benefits
    • Enhanced marketing effectiveness
    • Marketing efficiency
    • Improved ROI
    • Relationships and networking effects – engage and energise – increased fan loyalty and commitment
  • 134. Internal Web 2.0
    • Increased visits to the official site
    • Increase ‘stickiness’ (length) of site visits
    • Divert traffic from unofficial fanzine sites
    • Increased advertising revenue
    • Increased e-commerce sales for the official site
    • Actionable customer insight, knowledge and understanding
    • A channel for responding to customer comments and feedback
    • Enhanced online customer experience
    • Build community and leverage network effects - engage, energise
  • 135. External Web 2.0
    • Social Networking Sites: Sports Marketing Organisation becomes a ‘community aggregator’ - ‘ Talk with rather than at fans’ - actionable customer insights
    • Multimedia Sharing Sites - a very powerful marcoms channel leveraging networking and ‘word of mouth’ effects
    • Podcast Sites: Provides the SMO with a rich media channel for maintain on-going dialogue with customers/fans
    • Virtual Reality: ‘virtual stadium’ allowing fans to interact with each other in a virtual space
    • Mapping Tools: - satellite images of the Stadium etc. Can enhance the online customer experience leading to increased site visits, advertising revenue and e-commerce sales
  • 136. Progress Made
    • Evaluation of the Web 2.0 progress made by the top 20 football teams in Europe (2008)
  • 137. Internal Use (own web site)
    • UGC (User Generated Content)
      • text, images, video, wiki
    • User FOD (Feedback, Opinion, Discussion)
      • blog, forum, ratings, favourites, online chat
    • RIA (Rich Internet Applications)
      • widgets, mash-ups, podcasts/vodcasts
    • Folksonomies
      • social tagging, social bookmarking, tag cloud
    • Feeds
      • content feeds in and out
    • Community
      • site community
    • External Links
      • to other 2.0 sites
  • 138. External 2.0
    • Social Network Sites
      • facebook, myspace, bebo
    • Multimedia Sharing Sites
      • Youtube, flickr
    • Podcast Sites
      • itunes
    • Twitter
    • Linkedin
  • 139.  
  • 140.  
  • 141.
    • Emerging
    • ‘ Best Practice’
    • Examples in
    • Sports Marketing
  • 142. Examples
      • Chelsea – www.chelseafc.com
      • ESPN – www.espn.com
      • Nike Bootcamp - http://inside.nike.com/blogs/nikefootball-en__EMEA/tags/bootcamp
      • Euroleague - www.euroleague.net
  • 143.  
  • 144.  
  • 145.  
  • 146.  
  • 147.  
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  • 166.  
  • 167.  
  • 168.  
  • 169.  
  • 170.  
  • 171.  
  • 172.  
  • 173.  
  • 174.
    • What do the fans think?
    • Online survey of Celtic fans (2008)
  • 175. Celtic Survey
    • There are over 50 ‘Celtic Minded’ fanzine sites. These provide alternative information channels for the fans, competing with the official Celtic web site
    •  
    • The top 5 fanzine sites have more than 51,000 registered users. Over 13 million messages have been posted highlighting the vibrancy of the groups
    •  
    • Content analysis reveals that fans are discussing a wide range of issues, many of which are relevant to the business/marketing aspect of the Club
    •  
  • 176. Celtic Survey
    • The online survey, completed by 356 respondents within the first 48 hours of going live, showed that 50 per cent of fanzine members were ‘professional’ people, students (11%), skilled manual (21%), self employed (6%), unemployed (4%) or others (7%). This is substantially different from the demographic profile of fanzine members normally reported in the mass media (‘the great unwashed’)
    • The survey revealed a high level of demand among fans for greater Web 2.0 functionality on the official Celtic club site – RSS feeds (58%), discussion forums (66%), blogs (70%), Club podcasts (71%) and User Generated Content (41%)
    •  
  • 177. Celtic Survey
    • Major changes taking place in the way in which fans accessed information about the Club
      • 85 per cent stated that fanzine sites were an ‘Important’ or ‘Very Important’ source of information, TV (57%), the official Club web site (50%), general sports web sites e.g. Sky (42%), printed newspapers (29%), newspaper web sites (23%)
    • 84 per cent stated that they were reading fewer newspapers and using more online information sources; 77 per cent stated that they were accessing the official Club web site less and the fanzine sites more often
  • 178.  
  • 179.
    • Survey covered fanzine site users – might not be representative of all Celtic fans
  • 180.
    • Web 2.0 Strategy
    • Development
  • 181. Balanced Scorecard
    • Recommend the use of a simplified Balanced Scorecard approach to Web 2.0 strategy development and implementation
    • Will ensure that future 2.0 actions and initiatives are fully aligned with and supportive of agreed organisational goals and objectives
    • Business/customer/network led rather than technology driven
  • 182. The Balanced Scorecard - Benefits
    • A robust Web 2.0 planning tool
    • A Performance Measurement System
    • Internal/External Communications
    • A Translator of Strategy Into Action
    • Alignment
    • A ‘Balancer’
    • A ‘Supporter’
    • A ‘Journey’
  • 183. The Balanced Scorecard - Benefits
    • Will help to answer the following questions:
      • Should we invest (time and effort) in Web 2.0? Why should we invest? How much time and effort should we invest?
      • What will be the business benefits and ROI?
      • Which projects/initiatives should we invest in?
      • How should we allocate our time and resources between different 2.0 initiatives?
      • How will 2.0 help us to achieve our core business goals and objectives? What is the strategic fit? How ‘mission critical’ is it?
  • 184. How It Works
    • Agree Overall Vision, Mission, Strategy
    • Decompose into Linked Perspectives (Financial, Customer, Internal Management, Organisational)
    • Establish Clear Performance Measures and Targets for each Perspective
    • Key Initiatives and Actions
    • Performance Evaluation and Feedback
  • 185. A Simplified Balanced Scorecard Vision, Mission and Strategy Decompose Into Perspectives Performance Measures / Targets Key Initiatives
  • 186. Balanced Scorecard 2.0
    • The five key questions:
    • What is our overall vision/mission for Web 2.0?
    • What are the key financial/strategic objectives we wish to achieve?
    • Who are we targeting, with what value proposition?
    • What are the key Web 2.0 initiatives and actions we need to introduce to achieve our objectives?
    • People, organisation and IT aspects
  • 187.
    • Balanced Scorecard
    • 2.0 Strategy Map
  • 188. www.tourism2-0.co.uk
  • 189.
    • Two live projects
  • 190.
    • The Cairngorms Mountain
    • Biking 2.0 Programme
  • 191. Vision/Mission
    • To develop and implement a successful Web 2.0 strategy, ensuring that the CNP MTB sector leverages the full potential of the Internet for building and supporting a quality customer base i.e. a strong base of loyal, high value, high growth potential customers providing the MTB sector with a strong foundation for achieving sustained growth and competitiveness
    • The Programme will deliver real business benefits to the group, to individual participants and to the wider CNP tourism industry
    • The overall aim is to maximise the full potential of Web 2.0 for Identifying, Acquiring, Retaining and Growing Quality Customers; for building a vibrant and sustainable MTB tourism sector
  • 192. Strategic Objectives
    • Provide coordinated, accurate and up-to-date information about MTB in the Cairngorms National Park, making it easy for potential MTB visitors to find what they are looking for - information that is customised to the specific needs of different types of customer
    • Raise awareness and recognition of the MTB offering within the Park
    • Promote the strengths and ‘special qualities’ of MTB in the area; to inspire and motivate potential visitors to engage with CNP MTB, to encourage a ‘call to action’ by potential visitors
    • Market the Park as a ‘must visit’ destination for mountain bikers and a ‘must visit again’ destination for existing customers
    • Deliver a quality online customer experience, making it easy for potential MTB visitors to find what they are looking for, to plan and book their visits
  • 193. Strategic Objectives
    • Add value and encourage a ‘call to action’ at each stage of the ‘Customer Journey’ with CNP MTB i.e. raise awareness, convert awareness into action, visit planning, booking, pre-visit, visit and post visit stages
    • Increase the number of MTB visitors to the Park, the number of repeat visits and average spend per visit (exploit ‘up’ and ‘cross’ selling opportunities)
    • Use of Web 2.0 for building insight, knowledge and understanding about our customers (actual and potential)
    • Use of Web 2.0 for building customer dialogue and interaction (‘marketing as a conversation’); for encouraging customer feedback and comment
    • Exploit CRM opportunities and online word of mouth effects; energise the ‘groundswell’ (i.e. the global MTB community)
  • 194. Strategic Objectives
    • Achieve improvements in ‘Marketing Effectiveness’ and ‘Marketing Efficiency’ i.e. ROI
    • Build and support a quality customer base; Identify, Acquire, Retain and Grow Quality Customers
    • Foster and provide a platform for MTB Group collaboration covering Programme and non-Programme activities e.g. product development, signage, pressure group activities, engagement with other stakeholders (landowners, public sector, other tourism businesses (e.g. accommodation providers) and sectors (e.g. adventure tourism etc)
    • Support other marketing initiatives
    • Learn from ‘best practice’; to educate and mentor the MTB community in ‘best practice’ use of Web 2.0
  • 195. Financial Objectives
    • Maximise both the ‘Effectiveness’ and ‘Efficiency’ of our sales and marketing efforts
    • ‘ Marketing Effectiveness’ - Key Performance Indicators (KPIs) covering the following:
      • Increase in visitor numbers
      • Increase repeat visits
      • Increase in visitor spend
      • Quality of our customer base
      • Strength of the relationship we have with ‘quality customers’
    • Under ‘Marketing Efficiency’, KPIs will be agreed covering marketing/sales cost savings from the better utilisation of Web 2.0.
  • 196. MTB 2.0
    • The programme uses a simplified Balanced Scorecard approach to ensure that Web 2.0 actions and initiatives are fully aligned behind and supportive of agreed strategic/financial goals and objectives
    • Eight key priorities……..
    • Programme progress will be reported on a regular basis on www.tourism2-0.co.uk
  • 197. Eight Priorities
    • Wiki presence
    • Image library/ flickr community
    • Develop a YouTube channel
    • Cairngorms MTB web site
    • Leverage other web sites/ communities
    • Customer information system
    • Organisational issues
  • 198.
    • Merchant City
    • “ Creating the Buzz”
  • 199. ‘ Creating the Buzz’
    • To build greater brand awareness, loyalty and advocacy of the MC as a ‘must visit’ destination; Glasgow’s ‘hidden gem’.
    • Through the development, implementation and on-going management of a proactive social media communications strategy – engage with and energise the MC network of ‘advocates’
    • Advanced social media monitoring tools will be used to monitor project success
  • 200. Strategic Objectives
    • Build brand awareness, loyalty and advocacy of the MC as a ‘must visit’ destination; the ‘hidden gem’ of Glasgow
    • Achieve sustained increase in visitor numbers and spend
    • Build a ‘quality customer base’/ strong network of MC ‘advocates’
    •  
    • Ensure that the project makes a significant contribution to the medium-term strategic goals and objectives of the MCMTC, VS Growth Fund, Glasgow City Tourism and the Scottish Executive’s Tourism Framework 
  • 201. Strategic Objectives
    • Maximise the net economic impact of Merchant City tourism on Glasgow and Scotland generally
    • Achieve high ROI from project spend.
    •  
    • Maximise MCMTC marketing effectiveness and marketing efficiency
    •  
    • Build a strong network of local businesses, tourism partners and MC residents, working in collaboration to position MC as a ‘must visit’ destination and to achieve sustained growth in visitor numbers and spend
    •  
  • 202. KPIs
    • Increase the % of visitors to Glasgow with awareness of the Merchant City from 26% (2007) to 50% (2011)
    •  
    • Increase visitor numbers to the MC from 1.1m (2007) to 1.19m (2011) (project to make a 25% contribution to this)
    •  
    • Increase visitor spend in the MC from £15m ( 2007) to £18m (2011) (project to make a 25% contribution to this)
    •  
    • Targets will be agreed for the ‘4Is’ i.e. online community Involvement, Interaction, Intimacy and Influence. These will be the main ‘lead drivers’ contributing to a sustained increase in visitor numbers and spend  
  • 203. KPIs
    • To make a significant contribution to achieving the challenging growth targets of the ‘Glasgow Tourism Strategy’ – a minimum 60% increase in Glasgow tourism revenues by 2016 and to the Scottish Executive’s goal of a 50% increase in tourism value.
    • To achieve a marketing ROI from the project in excess of £8 per pound of Growth Fund spend
    •  
    • 150 local businesses and partners to be actively involved in the MCMTC Online Business Network by year end 2010
    •  
    • 150 local residents to be actively involved in the MCMTC Online Residents Community by year end 2010
  • 204. Key Actions and Initiatives
    • ‘ Rich Internet Applications’ on the MC web site
    • Set up Web 2.0 channels 
    • Web Site Marketing Strategy (1.0)
    • ‘ Creating the Buzz’/ Social Media Engagement Strategy
    • Building Customer Insight, Knowledge and Understanding - develop actionable customer insights
  • 205. Key Actions and Initiatives
    • Offline Media Advertising
    • Partnership Working and Collaboration
    • Residents
    • Project Monitoring and Evaluation
    • Project Management and Consultancy
  • 206.  
  • 207.  
  • 208.  
  • 209.  
  • 210.  
  • 211. Performance Measurement
  • 212.
    • New performance measures
    • are required in a Web 2.0 environment
  • 213. Web 1.0 KPIs
      • Site visits
      • Unique visits
      • Geographical spread of visits
      • Length of time spent on the site
      • Navigation through the site
      • Most/least popular pages
      • Number and quality of site enquiries
      • e-mail registrations
      • e-commerce sales
      • U ser feedback on the site
      • Links
  • 214. Measurement Tools
      • Web Analytics
      • E-mail campaign monitoring
      • Link popularity and PageRank
      • etc
  • 215. Web 2.0 KPIs
    • Network quality, relationship strength, ability to leverage
    • Web 2.0 ‘winners’ will be those companies who fully utilise the interactive power of 2.0 technology for building strong ‘1-to-1’ customer and network relationships - especially with their ‘Most Valuable’ and ‘Most Growable’ customers
    • Those who fully leverage Web 2.0 for ‘Identifying, Acquiring, Retaining and Growing ‘Quality’ Customers
    • Requires a new ‘mindset’ and new approaches to business strategy and online marketing
  • 216. Web 2.0 KPIs
      • Involvement – network/community numbers/quality, youtube and flickr views, time spent, frequency, geography
      • Interaction – actions they take – read, post, comment, reviews, recommendations
      • Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
      • Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
      • Social Media Monitoring Tools – Audit, Assess, Impact
  • 217. Social Media Monitoring
  • 218. Social Media Monitoring Tools
    • Monitor and evaluate what is being said, by who, where and what impact – delivers actionable insights
    • Three stage process
      • Aggregate what is being said
      • Natural language analysis – understand the data
      • Deliver actionable insights
    • We have identified more than 100 Companies in this space
  • 219.  
  • 220.  
  • 221.  
  • 222.  
  • 223.  
  • 224.  
  • 225.  
  • 226.  
  • 227.  
  • 228.  
  • 229.  
  • 230.  
  • 231. United Breaks Guitars
  • 232.
    • Dave Carroll posted his video on July 6th
  • 233.
    • Web Chatter on United Airlines after the launch of the video United Breaks Guitars
  • 234.
    • Conclusions
  • 235. Conclusions
    • The majority of sports marketing organisations have made little progress in adopting Web 2.0
    • Not utilising the power of 2.0 for interacting with or building strong relationships with their customers
    • Much progress still needs to be made and major barriers will need to be overcome
    • So what are the barriers?........
  • 236. Obstacles and Barriers
      • Resources
      • Organisational culture/ ‘mindset’
      • Lack of strategic direction
      • Scepticism about Web 2.0/social media potential
      • Political issues with stakeholders
      • Concerns about User Generated Content
      • Technology issues
      • Legal issues
  • 237.
    • Real obstacles or excuses?
    • Chelsea shows it can be done
  • 238. Group Work
    • What progress has been made by your Sports Marketing Organisation?
    • Recommendations for improvement?
    • What other ‘best practice’ examples exist?