Since 1978, the Los Angeles Clippers have provided an inexpensive, fun night for fans.
The atmosphere throughout the games has been an exciting and upbeat one that continues to
draw fans and consumers looking for a great night out. However, since the mid-80’s, the Clippers
have been regarded as the somewhat inferior NBA team in the Los Angeles area, second to the
Los Angeles Lakers. Nevertheless, stars Blake Griffin and Chris Paul are revolutionizing
Clippers basketball. These stars combined with other entertainment efforts and strategies on
behalf of the Clippers are paving the way for the LA Clippers to be a dominant team not only in
Los Angeles but within the entire NBA. The team improvements and relatively low ticket prices
have already begun to draw more fans and sell out more games than in years past.
Los Angeles is well known for its vast selection of entertainment and recreational
activities from movie theaters, to shopping venues, to several other professional sport franchise
options. The Clippers are well suited to compete against these activities; the team just needs to be
promoted correctly in order to be placed among consumers’ top consideration sets in choosing
entertainment choices. Located in the heart of LA, the Clippers face a lot of competition proving
the importance of adequate positioning on behalf of the team. With more in-game promotions,
kiosks, and concession stands throughout the Staples Center arena, the Clippers can continue to
meet customer needs and increase revenues for years to come. In order to please the Clippers’ fan
base, the following plan will evaluate and analyze potential changes the Clippers can implement
in the near future.
A. IntroductionA major area of research will focus on learning about the existing consumers of the Los
Angeles Clippers and differentiating the various segments within. The current social and
professional networks of the team will be examined. Current and potential consumers will be
located by utilizing personal networks as well as researching in other ways outside of these
networks; such as through social media, flyers, internet postings, and face-to-face interceptions
with the public. By researching market segments as well as the best and worst segments to target,
the recommended consumers the Clippers should focus on will likely change from current
positioning strategies. Research will be focused on the population in Orange and Los Angeles
Counties; as well as on the population found through online communities. After finding the best
segments to target, research will turn to studying the demographics, preferences, and lifestyles of
these segments. In doing so, there will be a particular focus on the target market that will
generate the most ticket sales. Not only will there be a focus on a target market interested in
basketball, but also on segments with equal interest in various forms of entertainment provided
by the Clippers, Staples Center, and surrounding Los Angeles areas.
The general area of research will extend beyond the avid NBA fan and onto consumers
who seek out various entertainment sources. The demographic research will capture the average
fan as well as the average fans' psychographics and preferences. A look into the female segment
of the market will take place because this is a demographic segment people would generally
assume are not as avid of fans as males. Research will be done in different ways to capture this
existing segment as it is half of the population within Los Angeles alone (US Census, 2013). The
article, Female and Male Sports Fans: A Comparison of Sport Consumption Motives, clearly
depicts significant differences on male and female motives. The female segment of the market
tends to have less appreciation towards the NBA than males, but have more appreciation for the
socialization factor of the game. However, a further analysis of the female segment of the
market surrounding the area of Los Angeles County, Orange County, and California State
University, Fullerton will be conducted because this segment has likely been wrongly assessed in
their desire to attend basketball games; in particular, the desire to be entertained through
Furthermore, research will focus on the history of the Clippers as well as relevant issues
surrounding the team that may affect purchase decisions. With prominently lower ticket prices
than those of the local Lakers, the Clippers are positioned for consumers on a low to medium
budget, who cannot afford these higher prices. Statistics in researched MRI data demonstrate that
over half of NBA attendees in 2011 were middle income fans (<$59,999 annual salary)
(mriplus.com). Not only will this research highlight the consumers and pinpoint the sought after
target market; but it will also help to figure out if the five dollar discounted price tag will help
bring in more Southern California fans than if the discount were not applied.
On top of the above mentioned accomplishments, anticipated research results will help to
sell all of, if not more than, the sixty tickets we were given. Research will be used to find out if it
would be practical to utilize the college and eighteen to thirty four year old fan bases within
Orange and Los Angeles counties. NBA statistics demonstrate that 70,735 NBA fans between the
ages of eighteen and forty three years attended at least one game last season (Southern California
Association of Governments, 2010). As a consequence of this research, exploration of this
segment in communities surrounding L.A. and Orange counties will take place. Additionally,
because college students continually seek forms of entertainment as soon as the weekend comes,
tickets will be strategically sold to this segment. College students seek to find affordable
activities to have a good time and socialize. Research will be conducted to figure out whether these
three segments are already being targeted by the Clippers; if not, additional research will be
conducted to find out how these segments can best be reached.
B. Background and Theory
In order to attract people to a basketball game, people’s attention has to be drawn away
from other activities and sporting events in the Los Angeles area. Los Angeles residents have
multiple options to choose from when it comes to being entertained; the problem is convincing
residents that a Los Angeles Clippers game is the best of these entertainment options. In order to
attract people, the first step is to entice them to consider the Clippers as one of their top
entertainment sources. Los Angeles entertainment preferences include sporting events, musical
events, restaurants, nightclubs, sightseeing, shopping, etc. In the greater Los Angeles area alone,
there are nine professional sports franchises and multiple entertainment attractions such as
Disneyland, the beach, and movie theaters.
Theories on how to convince potential attendees to come to Clippers' games will be
talked about later in the report. However, attracting people to games can be difficult with the vast
list of entertainment opportunities available to consumers. Statistics demonstrate that 230,416
people on occasion attend an NBA game annually in the Los Angeles area (US Census, 2013).
While this may seem to be a large amount of attendees, one must take in to account that the Los
Angeles area is inhabited by two professional basketball teams. In order for people to consider
the Los Angeles Clippers over the Los Angeles Lakers, one needs to measure the amount of
brand awareness and association the team has in Los Angeles. These measures will help in
determining the more recognized team in Los Angeles, the growth of the team, and its potential
reach to greater game attendees. By surveying people in Los Angeles, it will be more clear what people
associate with the Clippers; for example, is it players like Chris Paul/Blake Griffin, the
Staples Center, the rivalry with the Lakers, the team’s logo and history, the success of the team,
etc. (Ross 2008). With upcoming results stating what the majority of people associate the
Clippers with, it will be possible to more accurately target what people already know about the
team and market those aspects for the Clippers. Furthermore, it will be possible to market
important aspects of the team that people are unaware of. Therefore, in order to succeed in fixing
the main problem of ensuring that the Clippers are among consumers’ top entertainment choices,
a survey will be conducted and ultimately combined with previous research in order to create the
best marketing strategies to the correct target audience.
The purpose of collecting data is to answer the question: what is the best approach to
selling these Clippers tickets? A questionnaire survey will be conducted because it is an
efficient way of collecting unbiased data from a large number of potential customers.
Furthermore, results to a survey are quantifiable and can be measured on a number of
different levels. Data was collected from a number of different people. A questionnaire
was created on FluidSurveys.com and sent out to a wide array of people. The respondents
were all over the age of sixteen. The income level, gender and other demographic
variables varied significantly among our respondents, creating an objective and unbiased
set of responses. Data was collected in a number of different ways. For example, links to
the survey were posted on Facebook while other surveys were handed out in person to
familiar people from classes, family, friends, as well as randomly surveyed people at a
sports bar. Furthermore, email blasts were sent out when California State University,
Fullerton professors sent the link in an email to all of their classes. Most of the time, the survey did not
get turned down because its friendly approach and introduction ensured
students that it would take less than five minutes of their time to complete. People were
generally willing to help take the survey without having to create some type of incentive
such as the chance to win a free gift card. The results of this survey allowed for
cross-tabulations and various frequency percentages that will be analyzed later on.
2. Procedure and Materials
The beginning of the study was approached with the marketing research process in mind.
First, the problem was identified which was: how to get individuals to consider the
Clippers as one of their top entertainment choices. Research was conducted with this
question in mind. Next, the objectives that need to be addressed were identified. The
objectives included were identifying why Clippers fans, sports enthusiasts, and general
entertainment seekers chose to attend games; what drew these people to the events
besides being interested in seeing a live sporting event; what the most popular age and
income level associated with attending Clippers games was. Answering these objectives
allowed for a better approach to be implemented when selling tickets. A survey
administered via email, social media, and the California State University, Fullerton portal
with a link from Fluid Surveys was utilized to gather vital information. In addition,
printed surveys were administered to classmates and various strangers who had a minute
to fill it out. Online surveys, as well as printed copies, were the easiest and most cost
efficient ways to survey a large number of responses. The initial responses confirmed
some of the general ideas about who initially were considered to be the best people to
market. No specific stimuli were used with our survey. However, repeat customers were
asked to envision and remember their experiences of the Staples Center and the
3. DesignThe research design utilized was the descriptive technique. The textbook Sports
Marketing: The Strategic Perspective illustrates descriptive research as a design that
“describes the characteristics of a targeted group by answering questions such as who,
what, where, when, and how often” (Shank, 83). The targeted group is a part of a
population in the geographic region of Los Angeles and Orange County, individuals who
have the most familiarity with the Clippers, and individuals with access to attend
Clippers' games and surrounding entertainment in the Los Angeles area. This design
appeals the most to college students over all others because it helps students address the
problem in a way that gives them specific descriptive details that will be most beneficial
in selling Clippers' tickets. The descriptive details include characteristics such as age,
income level, and reasons why respondents attend Clippers' games. The data collection
technique included both primary and secondary data. The primary data included two
administered surveys (one before and one after the game), which helped to capture more
than just the demographic data. In particular, the primary data captured the levels of
awareness, behaviors, attitudes, and lifestyles associated with those in the sample.
Secondary data included indices from MRI plus regarding the demographics and statistics
of those adults who attend basketball games, as well as which media they prefer and how
frequent. Please see Appendix G for a snapshot of the specific MRI Plus data that was
considered. (The full 600 line data can be sent if requested)
Data was measured on a number of different levels. First, analysis of the various
responses and patterns among the data were sought; i.e. if there was a relationship
between age and type of entertainment desired or what the most common response for the
opinion of the Staples Center was. The most popular responses for the age group, twenty one to twenty
five year olds were particularly analyzed as this was the segment thought to
be most responsive to entertainment in L.A. Next, tables that summarized the data
directly on the survey website were created. Finally, SPSS was utilized to conduct
frequency tables and cross tabulations in order to see the most common responses to
certain questions as well as relationships between two variables, such as gender and
opinion of the Clippers as a team. Please see appendices for these various measures.
The results of the survey were applied to the SPSS data program. The resultant cross tabulations
gave some insight into which groups to target. From these tables strategies were developed
through which to sell as many Clippers tickets as possible. The actual cross-tabs are represented
in Appendix H. The following are some of the results that were found.
• Between men and women, men enjoy watching baseball as their favorite sport at 55.2%
while women were the ones who enjoyed watching basketball the most at 61.9%.
However, women were not the only suggested target because basketball was the next
favorite sport that men preferred to watch. Therefore, both men and women were
targeted throughout the selling tactics. These results helped prove that women are equally
as important to target when selling basketball tickets.
• The results also helped to find that the $10,000 and under income bracket had attended
Staples Center the most out of all the other income level brackets (78.6% of people who
make under $10,000 have been to the Staples Center). While people in the higher income
brackets have also been to the Staples Center, this finding helped justify targeting people
in the 21-25 year old age bracket (who likely make $10,000 and less). There was a focus on the lower
income demographic because this was the most common income bracket in
the survey population at 68% (see below). These respondents, who are similar to college
aged students, generally make less than $10,000 per year, enjoy going to the Staples
Center, and have more disposable income to make this a reality. Furthermore, the events
at the Staples Center are pretty accessible to everyone as ticket prices can go as low as
• Additionally, people aged twenty one to twenty five rated attending sporting events as
their top form of entertainment at 30%. Furthermore, 37.5% of twenty one to twenty five
year olds perceived the Clippers as playing well. The twenty one to twenty five year olds
also enjoyed going to the bars more than the other age brackets. Therefore, consumers
aged twenty one to twenty five were the best consumers to sell tickets to. This age was
most effective because they can go to bars both around and inside of the Staples Center,
they like the Clippers, and attending sporting events was their favorite way to be
• Furthermore, it was found that the most common dislike about the Staples Center was the
traffic at 24%. Therefore, when selling the tickets, it was important to focus on the fact
that there were multiple forms of public transportation that can be used in order to avoid
the traffic. This helped to sell more tickets because many people did not know about the
accessibility of public transportation and how close it is to the Staples Center.
• The most common likes about the Staples Center were L.A. live at 26% and the fun
atmosphere at 22%. These preferences were in correlation with the twenty one to twenty
five year olds that were the target market, since the majority of young people are ones who enjoy L.A.
Live. This is not solely because of their age, but also benefits sought as
people in this age bracket tend to seek the benefits that L.A. Live can provide. Therefore,
these features were highlighted when selling tickets.
• Overall, people’s favorite sport to watch was basketball at 42%. This fact made it
somewhat easier to sell Clippers' tickets.
• The top reason that people attended sporting events was because it provided a social
activity at 34%. Therefore, when attempting to sell tickets, the fact that the game was a
great opportunity to have a family bonding night, have a date night, or have a fun way to
bond with friends was highlighted.
• Finally, it was discovered that people aged forty six to fifty chose safety as what they
appreciate most about the Staples Center at 40%. Although focus was primarily on
twenty one to twenty five year olds, when selling to the older age bracket (especially
those aged forty six to fifty), the focus was placed on safety in the Staples Center as a top
Therefore, based upon all of these results, a pull strategy appears to be the best strategy to move
forward with, creating desire among consumers who then come to us and demand the tickets.
The most desire was created by targeting the twenty one to twenty five year old age group. This
group was targeted because it was somewhat of an easier reach, considering the fact that they
were college students too. However, this segment of the market is also being targeted because as one
can see above, their desires closely match all of the benefits the Staples Center, Los Angeles,
and the Clippers games offer. In particular, a few vital tactics utilized in selling tickets were
promoting the fact that public transportation was available and easily accessible, that the tickets
were reasonably priced, that there are many fun bars and restaurants within and around the
Staples Center, and that the Clippers game would be a fun way to create a socialization
opportunity. Furthermore, when tickets were sold to the higher age brackets, focus was on safety
as this was their number one concern. All of these selling tactics were a result of the
aforementioned findings. Moreover, from these findings various other selling techniques were
utilized. The following are the techniques that worked and did not work.
In response to the results, the Clippers organization should target younger age groups.
The Clippers should target younger age demographics because this age bracket responded the
best to the tactics utilized in this project. This is likely due to the fact that the Clippers' games
create an exciting and fun atmosphere for this age group as well as a chance for social bonding.
Furthermore, the Staples Center and the surrounding areas are a great place for entertainment for
consumers of these ages. The two best selling strategies recommended are one, to utilize school
websites; and two, to utilize social media.
1) If the Clippers could partner with various colleges within the Los
Angeles/surrounding areas and post the phrase “Discounted Clippers Tickets” on the
school websites; then the amount of responses would likely be astronomical. The
majority of tickets sold throughout this project were from California State University
Fullerton’s website alone. Furthermore, the majority of consumers that were found through the school’s
website wanted to attend more than just one game. Therefore,
tickets to multiple games could be sold this way, increasing the potential for repeat
customers. The only downside is that in order to get a large response, the word
‘discounted’ likely needs to be in the posting. Therefore, the cost would be the loss of
five dollars (if this specific discount strategy was what the Clippers continued to use)
times the number of tickets sold.
2) Furthermore, social media was the selling strategy that sold the second highest
number of tickets. If the Clippers utilized their Facebook page, which consists of
272,500 followers, then all of these followers would see what they posted each day.
This amount of followers is astonishing and would likely create a significant response
from the public. By promoting upcoming games on their Facebook page, the Clippers
will help increase awareness and excitement at little to no cost to the Clippers.
Facebook postings are free; the only fee would be the salary of the person posting the
promotions. These promotions can advertise upcoming giveaways, exciting
competitions occurring during the games, prize giveaways at certain games, and
communications about the match-up for the game or about exciting controversial
issues surrounding these teams. These cost-efficient; yet effective promotions are
another great way for the Clippers to sell tickets, box seats, and possibly create more
sponsorship opportunities for the games.
Post-game surveys were distributed to many people who attended the actual game. The
pre-game survey as well as the post-game survey and its graphical results can be seen in
Appendices B, C, & D. It was discovered that 90% of respondents enjoyed themselves at the
game. Furthermore, 38% used public transportation and 62% either drove or carpooled to the
game. In addition, people did not really entertain themselves after the game (only 2% of respondents
did so). This could be because the game ended around 10:30pm on a Monday night.
However, entertainment before the game was prominent. The most common form was lunch or
dinner at 44% of respondents; the next most common form of entertainment was shopping and
sightseeing at 12%. Entertainment that did occur after the game included attending bars/clubs at
19%. Finally, 81% said that there was nothing the Clippers could do to make the overall
experience better. However, of the 19% who wanted improvements, the majority stated more
giveaways, better food choices, more food/drink options on the third floor, and shorter lines as
their top improvements. These findings helped shape the following potential ideas presented.
One recommendation is to have more in-game promotions such as a T-shirt toss. This
would help create more excitement during time-outs and breaks. It would also get the fans more
involved with the game, increasing likelihood of a better overall experience and the chance that
fans will come back. While there are some T-shirt tosses during the game, attendees in the 300
level seats were unable to receive or take part in the promotion because the shirts could not reach
them without a shirt cannon device. By having more T-shirt tosses with cannon devices to reach
the top levels, the Clippers can make consumers even more satisfied. Furthermore, the
organization can leverage the promotion to companies wanting to advertise with the Clippers,
and can have the T-shirt toss sponsored by the companies wishing to market themselves with the
team. By having outside companies sponsor the T-shirt tosses, the cost of screening and
purchasing the shirts is eliminated. The only cost of this promotion would be the cost of buying
the T-shirt cannons, which costs about $1,600 a piece (Bleacher Reacher 2013). Another way to get fans
engaged in the game and gain more attendance/lifelong fans of
the team would be to incorporate a mini game at half time. The mini game would feature kids
from the local National Junior Basketball leagues around the Los Angeles area and would let the
kids get to play on the same court as some of their favorite players. Not only does this look good
for the organization as a community outreach program, it also would help with marketing and
selling tickets because the families of the kids would want to attend the games. In addition, it
will allow the Clippers to market through many local National Junior Basketball league gyms.
By having the kids play during half time for about seven minutes, this might change many
families’ team preference. It may also improve the possibility of these families to continue
attending games regularly, spending money on the team and becoming lifelong supporters of the
Moreover, the respondents that stayed on the third floor were unhappy with the selection
of food and drinks. There were very large spaces between the kiosks, creating very few choices.
This makes these consumers feel less important and therefore less likely to attend another
Clippers game. By inputting more food and drink kiosks, this will help to decrease the queue
time as well as increase sales. Furthermore, more options will help make the top floor consumers
feel more important and closer to the Clippers as an organization instead of feeling as if the least
attractive options are thrown to the people who pay the least for tickets. Finally, by shortening
the lines, this will create more space in the walkways and decrease fire hazards.
Kiosk vending machines would also be a great addition to Staples Centers for customers
on the third floor. "Presently, the vending machine business is a $41 billion industry and one of
the most pervasive retail business forms" (Lee). Kiosk vending machines are easily accessible
and customer friendly. The cost of a kiosk vending machine can be anywhere from $2,500-$7,500
("Vending Machine Operators”). There are various forms of vending machines,
which include food/snacks, cold beverages, and hot beverages. The Clippers can purchase a new,
used or refurbished vending machine depending on their preferences and budget. The cost of a
brand new food vending machine is around $2,500- $4,500 depending on the features; the cost of
a brand new cold beverage vending machine is between $4,500-$7,500 ("Vending Machine
Operators"). The adaption of vending machines in the Staples Center would also appeal to our
target audience of twenty one to twenty five year olds. Younger generations are better adapted to
technology and strive for receiving the fastest service possible. "Gen-Y, who has grown up with
technology, is driving much of the innovation in the industry" ("Automation Nation"). Kiosk
vending machines would make a great addition for faster service, shorter lines, and would appeal
to the younger generations we suggest to target.
Furthermore, after researching on various articles and websites, it has been determined
extra concession carts would also be a great addition to the Staples Center. The extra concession
carts would be located in empty areas throughout the Staples Center, especially those located on
the third floor. Concession carts "range from $1,800 for carts used to sell bottled drinks and
snacks to as much as $50,000-$60,000 for modular units that can be linked together to form a
complete kiosk" (Reill). The $1,800 concession carts are designed for basic retail products and
services. Concession carts offer easy accessibility and quick contact with customers. These
concession carts could be easily transportable to different locations throughout the Staples Center
depending on the event. Concession carts would provide extra revenue for the Staples Center
once the initial cost is recovered. The carts can also deliver faster service for customers. By
providing extra concession carts for customers on the third floor, there will be an increase in
satisfied customers due to improved accessibility and a greater selection of food/beverages. Finally, the
Clippers can increase the amount of giveaways provided for attending
multiple games. Currently, the Clippers only have six giveaways; consumers are not that happy
with some of them. However, giveaways can be expensive; so, instead of just doing more
giveaways for certain games, the Clippers could create a “ticket mini-plan”. This plan would
help alleviate costs because the Clippers are not simply giving free items away to anyone who
buys one ticket for that night. Instead, the plan could be set up in such a way that if consumers
purchase tickets to a certain amount of games, then they receive a particular giveaway. For
example, if a customer purchases tickets to five games, that customer is entitled to the ‘Red
Package’ which includes two free sodas and hot dogs at each game. If a customer purchases eight
games, that customer receives the ‘White Package’, which includes everything in the Red
Package plus two free t-shirts and the option of switching sodas to beer. Finally, if a customer
purchases ten or more games, that customer will be entitled to the ‘Blue Package’ which includes
everything in the Red and White package as well as two free tickets to a promotional game of
their choice. This helps to increase giveaways while alleviating costs since it encourages
customers to come to more games. This recommendation would also help to increase ticket sales.
The average ticket price for a game in the 200 level (which is where most consumers
preferred to sit) is about seventy dollars. A soda is around five dollars and a hot dog is about six
dollars. Therefore, two hot dogs and two beers come out to be about twenty-two dollars. This is
twenty-two dollars in lost revenue that the customer might have purchased without this
promotion. However, if we consider that the consumer is attending at least five games at seventy
dollars per ticket, the revenue will be $350.00. The costs are the twenty-two dollars per game
times five games which equals $110. This leads to a profit of $240.00. This is worth it because
the customer is less likely to buy tickets to five games without this promotion; therefore the
extrarevenue is worth the extra cost. The same is true for the White and Blue Packages. The White
Package is redeemed if the customer attends eight games, which would lead to revenue of $560.
A beer is about eight dollars and fifty cents; so considering the customer upgrades to beer, the
food and beverage cost would be about twenty-nine dollars per game or about $145. However,
the shirts will be free as a result of sponsors. Therefore, profit is $560 minus $145 which equals
$415. Again, the extra revenue is worth this minimal cost of lost potential sales. Finally, the Blue
Package includes the Red and White Package (assume the higher cost of $145) plus two tickets
to any game they choose (another $140) which is a total of $285. The revenue off of at least ten
games is about $700 creating a profit of $415. This is the most worrisome deal as the profit is the
same as the White Package. However, customers who purchase ten games might even purchase
more. On top of this, customer satisfaction, retention rate, increased attendance, and brand
loyalty will be created which are all much more important than the revenue added to the bottom
F. Implementation Results and Post Implementation Evaluation
The following are the techniques that worked and did not work.
• The top strategy that worked best was posting the tickets on the school website. At least
75% of tickets were sold this way. College students responded to the post, which boasted
“heavily discounted Clippers tickets”. The posting also had a flyer attached to help sell
the game (see Appendix A). This strategy worked so well that demand was greater than
supply. A desire among the customers, college students in particular, was created, who
then demanded tickets (pull strategy). Students are always seeking forms of affordable entertainment,
making this posting on the university’s website a successful strategic
• Word of mouth was also utilized by telling friends and family that tickets were being
sold, as well as announcing it in our classes. This helped to sell at least ten tickets.
• The selling of tickets was posted throughout various social media sites; utilizing
Facebook and Instagram in particular. This definitely helped sell tickets (at least nine
tickets), but not nearly as much as was expected. Nine out of the total eighty-eight tickets
sold is only 10%; it was expected that social media would sell much higher than this
figure. The reasoning behind expecting a larger number of sales through social media was
that the young age bracket that were targeted are the majority of people on social media;
furthermore, these tools reach a large number of people in a very short amount of time.
• Another selling technique that worked (but only slightly) was posting the flyer and
sending out an email at a large fourteen floor law office. Out of all of the employees
there, only about four tickets were sold.
What did not work:
• Many people had no interest in the upper level tickets since they were deemed “nose
bleeds”. Therefore, even though these tickets were at a lower price, focusing on this did
not work. Consumers believed the price of having a night out in Los Angeles was not
worth the “nose bleed” section as they could just watch the game from home.
• Furthermore, selling to older age groups did not work because they simply were not
interested in going into what they called a “party atmosphere”. The focus on the safety
aspect and the fact that the Clippers were a skilled team that would put on a good show
did not work to help sell tickets. Convincing this segment to buy tickets for their
grandkids and have it be a good family bonding experience also did not entice them
because they would rather spend time doing something everyone would enjoy.• Flyers were
strategically posted in two Curves gyms but neither received a response. This
might be because the majority of people who attend this gym are older women, which
was found not to be the best demographic to sell tickets to.
• Finally, tickets posted on Craigslist also received no response. This could be because
there have been many scams on Craigslist selling fake tickets. Furthermore, Craigslist
shoppers usually want a better deal than was offered.
Assessing the recommended strategies
The recommended strategies helped to sell more than the original number of tickets
given. The most effective strategy technique was posting the tickets on the school website. By
posting the tickets on the school website, demand became greater than supply. This was a very
effective strategy to target our particular age group of twenty one to twenty five year olds as
well. Social media platforms, word of mouth and flyers were also helpful in selling tickets.
However, these platforms were expected to sell more tickets than they did. Social media allows
interaction between other people, which is why it was surprising that it did not produce very
many ticket sales. Overall, the selling strategies and techniques used created a lot of success
when selling Clippers' tickets.
What would you do same/differently
A selling technique that would definitely be used again is utilizing the school website.
The website allowed for higher individual and group ticket sales. This strong technique allowed
the group to sell over 75% of given tickets. However, tickets should have been placed on the
school website sooner in order to sell even more tickets. In the future, school websites as well as
posting tickets on the Clippers’ social media platforms would be utilized. Furthermore, it is likely
that younger age brackets would be the ones most targeted and flyers would not be placed in Curves
gyms. Face to face interceptions and email blasts would still be used. Finally, the
introduction to both surveys would be used again as it helped convince people to fill them out.
With thoroughly developed research and great selling techniques, all of the Clippers
tickets were able to be sold. Researching the general location and demographics of Los Angeles
and Orange County helped immensely in choosing the best target market. In addition, surveying
local residents to determine their perceptions of Los Angeles entertainment, the Clippers, and the
Staples Center was also used. These techniques were essential aspects to find a specific target
market that would purchase Clippers' tickets. The objective was to sell sixty Clippers tickets,
which included ten lower level tickets and fifty upper level tickets. Research and great selling
techniques paired with hard work allowed even more than sixty tickets to be sold (eighty eight
were sold overall).