Norwich City FC IMC Plan EDIT

Module Code:66-6955-00L
Module Title: Marketing and the Media Drew Hart
Department of Sport
Sheffield Hallam University Page 1
Marketing and the Media
An Integrated Marketing Communications
Plan for Norwich City Football Club PLC
Student: Andrew Hart
Degree: BSc (Hons) Sport Business Management
Module Code: 66-6955-00L
Module Title: Marketing and the Media
Submission Date: 20th March 2015
Word Count: 2,591
Lecturer:

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Table of Contents
1 | Executive Summary..........................................................................................................3
2 | Research........................................................................................................................... 3
2.1 | Current Promotions ....................................................................................................3
2.2 | Current Marketing Strategies ..................................................................................... 4
2.3 | Partnerships................................................................................................................ 5
3 | Assumptions...................................................................................................................... 8
4 | Audiences.......................................................................................................................... 8
4.1 | Current Audience........................................................................................................8
4.2 | Target Audience .........................................................................................................9
5 | Budgeting .......................................................................................................................... 9
6 | Objectives........................................................................................................................ 10
7 | Strategy and Tactics ....................................................................................................... 11
8 | Implementation................................................................................................................ 13
9 | Control and Evaluation.................................................................................................... 13
Appendix .................................................................................................................................. 15
Reference List...................................................................................................................... 15
10 | Norwich City Football Club Financial Data ................................................................... 17
11 | SWOT Analysis ............................................................................................................. 23
12 | English Football Club Revenue Market Share ............................................................. 24
13 | English Premier League attendances by club 2013/14................................................ 25
14 | Ansoff’s Matrix............................................................................................................... 25
15 | Digital Presence............................................................................................................ 27
16 | First Year Integrated Communications Plan Summary................................................ 29
17 | Second Integrated Communications Plan Summary ................................................... 30

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1 | Executive Summary
The following report will guide the reader through the developing integrated marketing
communications plan for Norwich City Football Club PLC. The plan will make use of the IMC
RABOSTIC Planning Model devised by Pickton and Broderick (2005) and published in their
book Integrated Marketing Communications. “Integrated Marketing Communication (IMC) is
the development of relationships with consumers through strategic messages and dialogue
(Phelps and Milne 2009).”
Factors taken into account throughout the integrated marketing communications plan include
Norwich City Football Club PLC’s relegation from the Barclays Premier League into the Sky
Bet Championship in 2013/14, the financial implications this may have had on the 2014/15
season and the digital marketing environment.
2 | Research
Norwich City Football Club PLC (Norwich City FC) is a professional football club currently
playing in the Sky Bet Championship, looking to attain promotion into the Barclays Premier
League. Norwich City was formed in June 1902 following a meeting called by Robert
Webster and Joseph Cowper-Nutchey, and turned professional three years later. Their
iconic ‘On The Ball, City’ anthem, widely considered to be the world’s oldest football song
still in use today, was adopted as early as Canaries’ original formation (Norwich City Football
Club PLC 2015).
The following sections provide detailed information based around a selection of the logistics
of Norwich City FC; these will directly contribute to the operation and success of an
integrated marketing communications plan. The points made, have largely been drawn from
the SWOT analysis (11) and Ansoff’s Matrix (14).
2.1 | Current Promotions
Currently, Norwich City FC operates through a variety of media streams and outlets, in order
to maximise their organisational reach; they thereby utilise digital, printed and retail means in
order to achieve this.
Digital
 Social media platforms. Norwich City FC currently boasts an active online presence
with official Facebook and Twitter accounts. Latest club-related news and updates

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are regularly posted via these platforms, in addition to competitions, facts and
statistics to keep subscribers informed.
 Official website. Features news, statistics, an online media centre, ticket information
and links to corporate sponsors, organisations the club works alongside and also
community projects Norwich City FC is involved in.
Printed
 Official Norwich City FC magazine: The Canary. There are currently five printed
issues available to fans spanning a lifetime over 3 years. The latest issue was
released March 2015 (Norwich City FC Official Website 2015).
 Match day Programmes. A programme is printed and available for fan purchase
preceding every league match Norwich City FC undertakes.
 The Eastern Daily Press (EDP). Although not a direct operation overseen by Norwich
City FC, the club receives back page coverage each week in the local newspaper of
the East Anglian region, The EDP. This newspaper’s circulation covers Norfolk and
Suffolk, regularly providing the latest news regarding Norwich City FC.
Retail and Other
 Official Norwich City FC ‘Canary Stores’. One store is located within the Carrow
Road stadium, with another located in the main shopping centre of Norwich,
Chapelfields (Norwich City FC Official Website 2015).
 Radio broadcasts. BBC Radio Norfolk present a weekly radio show entitled Canary
Call, where members of the public phone in to discuss the outcome of the Norwich
City FC football results (BBC 2015). A classic example of the BBC’s Canary Call can
be found via the following link (YouTube 2008):
https://www.youtube.com/watch?v=uqLsh9QtZMg
 Norwich City Community Sports Foundation. The club’s affiliate charity partner that
works with children throughout the local area in developing football and life skills in
order to improve future prospects (Norwich City FC Official Website 2015).
2.2 | Current Marketing Strategies
Following Norwich City FC’s relegation from the Premier League in the past financial year,
marketing strategies had to be adjusted accordingly. As Appendix 3 outlines, there is a
significant financial gap between the Premier League and Championship in terms of club
revenues. Norwich City’s revenue for last season in the Premier League stood at £95m,
while Norwich’s most recent season in the Championship, albeit a successful one saw

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revenue levels at £23m (Eastern Daily Press 2014). The imminent fall in revenue Norwich
City FC were to expect in the upcoming financial year as a result of relegation, therefore
directly reduced the marketing budget and altered the club’s marketing strategies.
Norwich City FC’s marketing strategy prior to relegation, centred on its work in tandem with
sports and entertainment marketing agency Front Row Marketing Services. The main goals
of this coalition being to enter new international markets as a brand, attain new sponsorship
offers and discover new touring opportunities (Joseph 2012). Less financial backing has now
been injected into this marketing scheme, as overall revenue fell.
2.3 | Partnerships

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3 | Assumptions
Norwich City FC’s relegation from the Barclays Premier League will as previously stated,
bring about a significant reduction in club revenue. It must therefore be assumed that the
marketing budget will be reduced in line with decreased overall revenue. The budgeting
section of this integrated marketing communications plan will reflect this assumption, in
addition to the estimate of Norwich City FC’s marketing budget. The guidelines used to aid
the budgeting estimation will be that of Premier League clubs of a similar stature to Norwich
City FC and football clubs in the Sky Bet Championship that have also been recently
relegated from the top flight.
4 | Audiences
The following section will identify the current audiences of Norwich City Football Club PLC
communications, before outlining a selection process to decipher which target market(s) will
be most valuable to focus on for a communications plan.
4.1 | Current Audience
The section in 2.1 highlighted the platforms and media streams Norwich City FC currently
use to reach its customers; this therefore was used to aid in identifying the club’s current
audiences, alongside assumptions based on general knowledge. Furthermore, Acorn’s
consumer classification tool (2013) was implemented for this section in order to segment the
UK population by analysing a plethora of demographic data.
Digital Communications
Social media platforms Younger generation, tech-savvy, fans of
Norwich City FC, corporate sponsors and
partners.
Official website Brand partners, potential partners and
sponsors, potential ticket buyers, potential
customers, club fans and club employees.
Printed Communications
Official magazine Younger generation aiming to get ‘closer to
the brand’, sponsors and partners, potential
customers.
Match day programmes Match attendees of home and away teams,
club fans looking to collect merchandise,
passers-by, and club employees.
The EDP Older generation, East Anglian members of

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the public, EDP subscribers.
Retail and Other Communications
Official stores Local residents to Norwich area, tourists,
match day attendees.
Radio shows Local Norfolk area residents, typically older
demographic, online radio show subscribers
with a link to Norwich City FC.
Community programmes Younger generation, kids learning the basics
of the sport, grassroots coaches, community
programme customers, parents of children
involved.
4.2 | Target Audience
According to Sport England’s Market Segmentation tool (2010), the East Anglian region is
predominantly made up of 56-65 year olds, followed by 26-45 year old men, 18-25 year old
women and lastly, 46-55 year old men. The data Sport England provides correlates to the
information provided in section 4.1, although younger generations are not outlined in Sport
England’s analysis on the East Anglian region. Children of the middle-aged demographic in
the area brought to light by Sport England, are however likely to be those that are engaging
in Norwich City FC community programmes.
The age ranges listed above as the most prevalent in the East Anglian region according to
Sport England (2010), will prove to be Norwich City FC’s primary target audience for this
integrated marketing communications plan.
5 | Budgeting
Chris Fill (2013) argues that in terms of integrated marketing communications, “large
investment and commitment are required over a period of years if long-term, high-yield
performance is to be achieved. Many accountants and procurement managers, however,
view communications in a different perspective…Many see planned marketing
communications as a variable, one that can be discarded in times of recession (Whitehead,
2008).” If Norwich City FC is to reap the benefits of integrated marketing communications, it
must understand as an organisation that it is a long-term commitment, and should therein
maintain it as an integral part of the business as opposed to being subjected to reduction if
future financial issues arise.

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Using the Chartered Institute of Marketing Spring Trends Survey (2010) as a guideline, it can
be estimated that Norwich City FC currently allocates 7.29% of its overall turnover towards
marketing and communications.
The FAME database (2014) outlines Norwich City FC’s revenue totals at £94,345,000,
financial year ending June 30th
2014. Figure 1 represents the appropriate budget allocation
for this integrated marketing communications plan.
Revenue Budget Percentage Budget Total
£94,345,000 7.29% £6,877,751
Figure 1
In order to grow as a brand nationally and internationally, Norwich City FC should prioritise
the ‘promotion’ (communications) aspect of the marketing mix, therein allocating a larger
proportion of the budget towards it than other aspects of the marketing mix. This tactic is in
large part due to digital communication falling under the ‘promotion’ category umbrella. Half
of the communications budget will be allocated for promotion (£3,438,876); the remaining
half will be equally divided three ways for ‘product, place and price’ aspects of the marketing
mix.
Responsys (2013) indicate, “Companies surveyed are spending, on average, 35% of their
total marketing budgets on digital…” therefore this integrated marketing communications
plan will mirror this move towards digital marketing, as Norwich City FC looks to grow as a
brand, thus increasing revenue. ‘Printed’ and ‘personal’ communications also fall into the
‘promotion’ bracket, thus they will see an increase in budgetary backing alongside the digital
aspects.
Norwich City FC will have a large marketing budget in comparison with other Sky Bet
Championship football clubs (FAME 2014), whilst falling into the middle of the pack when
compared with Barclays Premier League clubs (Taylor 2014). This is testament to the goal of
Norwich City FC’s expanding international reach and increasing its fan base.
6 | Objectives
Taking into account the reduction in revenue Norwich City FC have undergone as a result of
relegation from the Barclays Premier League, the following objectives have been devised
with realistic expectations that can be achievable for the club as an organisation.
Furthermore they are all measurable, so Norwich City FC will be able to record the
progression and outcomes of the objectives, therein allowing for evaluation as well as more
acute development of future objectives.

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 Increase global awareness and reach of the Norwich City FC brand by 10%.
 Drive merchandise sales and sponsorship offers by 10%.
 Consistently finish in the top 3 annually for revenue generated in the Sky Bet
Championship.
 To ensure the Norwich City FC brand becomes one of the top 10 most recognisable
English football clubs internationally (the evoked set).
7 | Strategy and Tactics
A variety of platforms will be used in the implementation of Norwich City FC’s integrated
marketing communications plan, particularly making use of the digital aspect of brand
communications. As mentioned in section 5, there will be larger proportion of the budget set
aside for digital communications, so as to focus on growing brand awareness via social
media marketing.
There will not be a sustained effort towards individual promotion in the first year of
implementation, as this will consume a considerable proportion of the budget, instead, the
focus will be on portraying the brand as ‘likeable’ and ‘fun’, as opposed to the corporate
demeanours football clubs in England typically display (Moore and Levermore 2012). The
focus will be on the UK as a market in year one, before expanding the goal internationally in
years two and three; this will allow for the build-up of brand perception in the UK and
perfection of strategy and implementation through trial and error, before attempting
international reach.
The reason for the focus on becoming a ‘fun’ brand comes as a result of case studies on
successful brands like Innocent Drinks and the manner in which they have adopted a ‘fun’
approach to their marketing and packaging to achieve dominance in the industry market
(smoothie drinks) (Datamonitor 2010). Other companies such as Sky have adopted a “more
fun (O'Reilly 2012)” tone, in an attempt to differentiate themselves from competitors and
become more likeable in the eyes of customers and potential customers alike. By marketing
in a ‘fun’ tone, the brand is more likely to evoke an emotional response from the receiver,
increasing chance of product purchase and or spreading news of the brand through ‘word-of-
mouth (Kessler 2015).’

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The IMC Process Model above (Pickton and Broderick 2005) shows how the receiver
interprets messages from the brand, in addition the feedback loop that follows its decoding.
“Buyers compare and evaluate alternative brands in relation to the buyer’s purposes and
aims. Buyers do not have perfect knowledge of all alternative products (the total set), they
are only aware of a proportion of the products available (the awareness set) and they reduce
what they know to a smaller manageable set before making a decision (the evoked set). The
implication for management is that one key objective must be to get products into the buyer’s
evoked set (Pickton and Broderick 2005).” This organisational aim is reflected with objective
4, located in section 6. The strategy of Norwich City FC altering its brand image to a ‘fun’
tone is undertaken with the aim of entering a receiver’s ‘evoked set’ in regard to English
football teams.
“Sports teams have embraced IMC by using social media to connect with fans and
strengthen their identification with the team (Richelieu and Pons 2009; Wallace, Wilson, and
Miloch 2011). Kwon and Sung (2011) suggest that brands with a strong social media

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presence are better equipped to increase brand awareness and maintain communication
with consumers (Watkins 2014).”
8 | Implementation
The recommended implementation plan can be found in section 15 (Appendix 8), clearly
outlining the basis for growing brand perception in the UK. Year two will see an increase in
communications spend as the brand looks to reach international markets, in addition there
will be celebrity affiliations with the club in the aim of creating a viral ad campaign to
showcase Norwich City FC to a wider audience; this again, will require extra funding.
9 | Control and Evaluation
Maintaining control over the plan will ensure that it continues to move in the right direction, in
addition to reducing the number of barriers to success that will be encountered; furthermore
it is essential that Norwich City FC approach research and evaluation as a continuous
process . “Research and analysis is typically seen as the starting point to planning with
evaluation and control as its end point. This can be a misleading way of looking at the
process which is, in reality a, a continuous activity (Pickton and Broderick 2005).”
Figure 3: Categorising Market Research Data (Pickton and Broderick 2005)
Primary research will be utilised in order to determine whether or not objectives (section 6)
have been met. Figure 3 (above) brings to light what it is that falls under the categorisation of
primary and secondary research. Pickton and Broderick (2005) define primary research as
data that has been gathered first hand; they then continue to suggest it being “exploratory in
nature”.
In order to measure whether objectives have been met, number of digital platform followers
will be recorded on a monthly basis, official store revenue will be recorded and en-of-year

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public surveys will be carried out in the off-season, thereby meaning current Norwich City
Football Club staff can perform surveys, a less costly method than working with a third party.

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Appendix
Reference List
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http://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf
BBC (2015). BBC Radio Norfolk:Canary Call. [online].Lastaccessed15 March 2015 at:
http://www.bbc.co.uk/programmes/p00971q1
CHARTERED INSTITUTE OF MARKETING (2010). 2010 Marketing TrendsSurvey - Wave10 Summary
Report.[online].Lastaccessed17 March 2015 at:
file:///C:/Users/Barlow/Downloads/mtsspring10[1].pdf
DATAMONITOR(2010). DATAMONITOR:InnocentDrinksCompanyCase Study.[online]. Innocent
Drinks CaseStudy:Capitalizing on theHealth Trend in the SmoothieCategory,1-15.Article from
BusinessSource Premierlastaccessed18 March 2015 at:
http://web.b.ebscohost.com.lcproxy.shu.ac.uk/ehost/detail/detail?vid=4&sid=b706cec2-adf3-43cb-
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4876f0ae0f9b%40sessionmgr112&hid=116&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&A
N=57735646
EASTERN DAILY PRESS (2014). Analysis:How a closer look at Norwich City'sfinancesshow the
importanceof Premier Leaguefootball. [online].Lastaccessed16 March 2015 at:
http://www.edp24.co.uk/news/analysis_how_a_closer_look_at_norwich_city_s_finances_shows_th
e_importance_of_premier_league_football_1_3821089
FAME (2014). Norwich City FootballClub Limited. [online].Lastaccessed17 March 2015 at:
https://fame2.bvdep.com/version-
2015223/Search.CompanyName.serv?_CID=39&context=2VFGB5EMOR2QQ4E&EditSearchStep=true
&SearchStepId=Current.%7bd967077a-6895-4620-bffb-19a47803fa81%7d0
FILL, Chris(2013). Marketing Communications:brands,experiencesand participation.6thed.,
Harlow,Pearson.
JOSEPH,Sebastian(2012). NorwichCityFCeyesglobal brandstatus.[online]. Money Marketing
(onlineedition),2. Article fromBusinessSource Premierlastaccessed16March 2015 at:
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bc18-
bc3db2a120dc%40sessionmgr111&hid=116&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&
AN=84680036
KESSLER, Doug(2015). Doug Kessler KeynoteatTFM&A 2015. [YouTube].London,Technologyfor
Marketingand Advertising.25February.
MINTEL (2014). Markt Share.[online]. Football- UK- November2014,. Article fromMintel Academic
lastaccessed16 MArch 2015 at: http://academic.mintel.com/display/722311/

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MOORE, Neil andLEVERMORE, Roger(2012). Englishprofessionalfootball clubs.[online]. Sportand
Business,III (3),197. Article fromEmeraldlastaccessed20/03/2015 at:
http://am6ya8ud8k.search.serialssolutions.com/?ctx_ver=Z39.88-
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=article&rft.atitle=English+professional+football+clubs&rft.j
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NORWICHCITY FC OFFICIALWEBSITE (2015). Canary Store. [online].Lastaccessed15 March 2015 at:
http://www.canaries.co.uk/commercial/canary_store/
NORWICHCITY FC OFFICIALWEBSITE (2015). Community SportsFoundation. [online].Lastaccessed
15 March 2015 at: http://www.canaries.co.uk/club/csf/
NORWICHCITY FOOTBALL CLUB LIMITED (2015). Norwich City FCOfficial Facebook.[online].Last
accessed17 March 2015 at: https://www.facebook.com/NorwichCityFootballClub
NORWICHCITY FOOTBALL CLUB LIMITED (2015). Norwich City FCOfficial Twitter. [online].Last
accessedMarch 17 2015 at: https://twitter.com/norwichcityfc
NORWICHCITY FOOTBALL CLUB LIMITED (2015). Norwich City FCOfficial Website HomePage.
[online].Lastaccessed17 March 2015 at: http://www.canaries.co.uk/
NORWICHCITY FOOTBALL CLUB PLC (2015). Norwich City FCHistory. [online].Lastaccessed15
March 2015 at: http://www.canaries.co.uk/club/history/
O'REILLY, Lara (2012). Sky'sNowTV adopts'more fun' tone.[online]. Marketing Week,6.Article
fromBusinessSource Premierlastaccessed18 March 2015 at:
http://web.b.ebscohost.com.lcproxy.shu.ac.uk/ehost/detail/detail?sid=8bacd4d5-2184-41c5-8642-
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RESPONSYS(2013). Econsultancy Marketing Budgets.[online].Lastaccessed17 March 2015 at:
http://econsultancy.com/uk/reports/marketing-budgets
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http://segments.sportengland.org/querySegments.aspx#
TAYLOR, Marc (2014). PremierLeague 2013. [online].Lastaccessed17March 2015 at:
https://shuspace.shu.ac.uk/bbcswebdav/pid-5399884-dt-content-rid-9552073_2/courses/66-6955-
00L-A-
20145/5.%202014%2C%20M%26M%2C%20Branding%20and%20headline%20budgeting%20intro%2
0v1.1.pdf
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Social Mediaon Brand Outcomes.[online]. InternationalJournalof Integrated Marketing
Communications,6(2),30-31. Article fromBusinessSource Premierlastaccessed20/03/2015 at:
http://web.b.ebscohost.com.lcproxy.shu.ac.uk/ehost/detail/detail?sid=cb6cefc4-98db-4c1e-8cef-
59f7b0aa5753%40sessionmgr113&vid=0&hid=116&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db
=buh&AN=100093357
WATTS, Gerald(1998). Ansoff'sMatrix painand gain.[online]. Internationaljournalof
entrepreneurialbehaviourand research,IIII(2),101-111. Article fromEmeraldlastaccessed17
March 2015 at: http://am6ya8ud8k.search.serialssolutions.com/?ctx_ver=Z39.88-
2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-
8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre
=article&rft.atitle=Ansoff%27s+Matrix%2C+pain+and+gain&rft.jt
YOUTUBE (2008). Neil AdamsvsBarry. [online].Lastaccessed15 March 2015 at:
https://www.youtube.com/watch?v=uqLsh9QtZMg
10 | Norwich City Football Club Financial Data
Below is the key financial information provided in the Norwich City Football Club PLC
Annual Report 2014.

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11 | SWOT Analysis
SWOT Analysis. Bracketsusedbelowgive reference tosectionsinthe IMCPlanwhere evidence
providesvaliditytopointsmade inthe SWOTAnalysis.
Strengths Weaknesses
 Well establishedorganisation(1).
Formedin1902, has showncontinuity
overa longperiodof time.
 Substantial digital followingof the
NorwichCityFCbrand.
 Loyal fan base.
 Recentrelegationfromthe Barclays
PremierLeague (2.2).
 Lack of recenttrophieswon.
Opportunities Threats

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 Celebrityaffiliationswiththe club.
 International market.
 FurtherrelegationintoSkyBetLeague 1.
 Pooron-fieldresults.
12 | English Football Club Revenue Market Share
Market Share of Professional English Football Club Revenues, by Division 2012/13
(Mintel 2014).
Source: Deloitte / Mintel (2014)

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13 | English Premier League attendances by club 2013/14.
Source: Premier League Handbook / Mintel 1
14 | Ansoff’s Matrix
Ansoff’sMatrix assuggestedbyWatts (1998), allowsorganisationsto“…focuson growthand,more
specifically,strategiesforgrowthrelative tothe fourquadrantsof Ansoff’smatrix (Ansoff,1965):
marketpenetration,marketdevelopment,productdevelopmentanddiversification.”Thismeansof
analysiswill allowNorwichCityFCtoclearlyidentifyandanalyse whichpotential marketing
strategieswill be mostsuitable andeffective forthe organisation.

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Source: Igor Ansoff (1965) 1
The followingmatrix displaysablueprint of potential tacticsandstrategiestobe usedbyNorwich
CityFC throughoutthe formulationof theircommunicationsplan,incorrespondencetothe Ansoff
Matrix quadrantsstipulated.
Existing Products New Products
Existing Markets  Promotional discounts
inofficial storesfor
loyal fans/customers.
 Use currentmedia
platformssuchas social
media,radioand
newspapersto
promote discounted
official merchandise.
 Use the brand’ssocial
mediapresence to
advertise competitions
for fansand potential
fans.
 Use quizzesand
NorwichCityFC-related
questionsonsocial
mediaplatformsand
website,tocultivate
fan engagement.
New Markets  Utilise the club’sdigital
presence (twitter,
facebook, andwebsite)
to reach andengage
withmarketsoutside of
the UnitedKingdom.
 Look to expandthe
NorwichCity
Community
programmestoover-
seasmarketson an
annual basis.
 Advertise international
community
programmesinlocal
newspapersinrelation
to targeted
international locations.
 Create viral
advertisementson
online platforms
currentlynotusedby
NorwichCityFC,in
orderto grow

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 Make use of celebrity
affiliationswiththe
clubthroughmarketing
campaignsfeaturing
saidcelebrities.
awarenessand
likeabilityof brand.
 Free tour of facilities
for elderlydue tolarge
% elderlydemographic
inthe area,so as to
improve brand
perception.
15 | Digital Presence
Facebook
Source: (Norwich City Football Club Limited 2015)
Twitter

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Official Website

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16 | First Year Integrated Communications Plan Summary
Highlighted areas of the plan depict communications spend.
Month
Initiative J
a
n
F
e
b
M
a
r
Apr May Jun Jul Aug Sep Oct Nov Dec
Planroll
out
£150,000
Promote
store
discounts
on digital
platforms
Not
Applic
able
£250,000
Weekly
quizzes
and
questions
on social
media
platforms
for fans
£500 £500 £500 £500 £500 £500 £500
Give all
branding
a more
‘fun’tone
£15,0
00
£15,0
00
£15,0
00
£15,0
00
£15,00
0
£15,00
0
£15,00
0
Promote
and
facilitate
free tours
for
elderly
£15,0
00
£15,0
00
£15,0
00
£15,0
00
£15,00
0
£15,00
0
£15,00
0
Contact
potential
celebritie
s for ‘role
model’
theory
marketin
g in years
2/3
£250,0
00
£250,0
00
£50,00
0
Total spend in Year 1: £1,148,500
Total Communications Spend in Year 1: £343,500
Total Marketing Budget Remaining: £5,729,251

Department of Sport
Total Communications Budget Remaining: £3,095,376
17 | Second Integrated Communications Plan Summary
January & February Spend
 Contact agentsof celebritieswith
affiliationtoNorwichandorNorwich
CityFootball Club,with the aimof
producing1-3 short ‘fun’viral advertsto
create publicityforthe brand.
 ExamplesincludeDeliaSmith,Steve
Coogan(AlanPartridge character),
StephenFryandHugh Jackman –
Prelimiaryofferof £1,000,000 to
celebritiesforuse of theirbrand.
£1,300,000
March, April, May, June & July Spend
 Create social mediapresence for
international audiences.
 ImplementingVK,Weibo,Tencent,
Instagramand Google+and YouTube.
 Deliverengagingcontentonall
platforms.
£500,000
August, September, October & November Spend
 Create and release viral adcampaignon
all formsof social medianowin
operation.
 Promote upcomingstartof the football
seasonandnewmerchandise forseason.
£1,000,000
December Spend
 Conductend-of-yearevaluationinline
withmarketingobjectives.
 Promote pre-Christmasdiscounted
merchandise.
£250,000
End of Year Spend: £3,050,000
Remaining £45,376 will be used as spare budget in case problems arise or
additional emergency funding is required.

Norwich City FC IMC Plan EDIT

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