Developing a social media strategy for a NSO

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Presented at the 18th Annual SMAANZ Conference, 2012 - Sydney, Australia.

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Developing a social media strategy for a NSO

  1. Developing a Social Media Strategy for a National Sporting Organisation: A Case StudyAshleigh-Jane Thompson, Andy Martin & Sarah Gee, School of Sport & Exercise
  2. Background • Tennis New Zealand: – National governing body of tennis in NZ, a member of the ITF – Responsible for the management and administration of tennis in NZ – Over 300,000 affiliated players participate in tennis in NZ – Six regional centres are responsible for the delivery of tennis in their region (Northern, Auckland, Waikato-Bays, Central, Canterbury, Southern) – Delivers a number of national and international tour events annually (Tennis Auckland runs the two major international events)SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  3. Background • Tennis New Zealand: – Tennis is considered a minority sport: • Amount of media coverage and publicity the sport receives in New Zealand • Biggest portion of funding is received from trust grants and sponsorships – Has suffered from negative publicity in the past – Currently no top 50 playersSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  4. Changing Landscape Internet users are becoming increasingly active in their use of social media and social network sites (SNS) – Text-based sharing medium; – Audio visual medium; – Democratised influence; – Motivated through shared – interest(s); – Desire for brand interactionv Developing a Social Media Strategy for Tennis NZ SMAANZ 2012
  5. Changing LandscapeSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  6. Social Media LandscapeSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  7. Some quick numbers - NZ • 64% of Internet users say they belong to a SNS • 96% of those with a membership to a SNS said they used Facebook most often • Social networking ranks as the leading online activity in NZ, accounting for 1 of every 5 minutes spent online • It is the most engaging online activity, accounting for 21.1% of all online minutes (Source: AUT, 2011; comScore, 2011)SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  8. Project Aims • Social Media Strategy Development & Execution for Tennis New Zealand – Create, manage and maintain the Tennis New Zealand and official Heineken Open Facebook pages – To grow and interact with the New Zealand tennis fan base – To help raise the profile of Tennis New Zealand Prior to this project, Tennis New Zealand had not engaged in any new media developmentsSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  9. Methodology: • Involved an in-depth examination of the selected case • Semi-structured, informal interviews were conducted with senior positions of responsibility within TNZ, the Heineken Open and ASB Classic • Secondary data was collected from the organisation (including current promo materials, marketing plans, initial new media ideas)SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  10. Strategy: • Includes – Overview – Purpose – Admin policies – Content – MetricsSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  11. Methodology: Plan Execute EvaluateSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  12. Emergent Themes Issues and Barriers to Engagement: Facebook changes Ability to sustain an Lack of social online media presence knowledge and understandingSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  13. Barriers to engagement • Organisation & Managerial Level – Appropriate knowledge at management and board level • Expectations and KPI’s – Fragmented organisational structure – Resources to support sustained online presence • Sport Sector Level – Lack of understanding of new/digital media – Confusion in the industry about what social media should be used for and how to use it to add value and contribute to the organisationSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  14. Barriers to engagement • Technological Level – Technology is constantly changing, and Facebook is continually updating and re(de)fining its product – These changes have implications for those managing an organisations Facebook presenceSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  15. Findings: Building Conversations Emergent Themes Content Quality Relevant Engaging Metrics & ROI Add Value! SNS Fans Tennis NZ (Facebook) Comments Strategy ContentSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  16. Findings • Conversation is Key - two main concepts 1. Share quality and relevant content Concept Explanation Post content Mix up the type of content posted. Use a mixture of news updates, videos, photos, links, and notes. Sourcing other quality content YouTube videos from other relevant sources, RSS feeds from own organisation or relevant others. Posting style This should be open, inviting, warm and personable – but also consistent with the image of the organisation 2. Encourage discussion and engagement Fan comment strategies End status with a question Add your own personal comments to encourage further discussion Reply as often as possible to fans, use the @name if possible Try and reply as promptly as possibleSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  17. Findings • Competitions and promotions – The use of these was the most successful in raising awareness and exposure to the ‘brand’ • Behind-the-scenes material (videos and photos) – The use of these was the most successful in encouraging constant engagement and conversationSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  18. Findings • Metrics and ROI – In order to determine the value and success of an organisations social media presence, evaluation needs to take place – To do this, there needs to be a way to measure success – Lack of suitable metrics is often provided as a reason why organisations have not entered the social media realm (Tsai, 2009)SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  19. FindingsSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  20. Findings • Point = Awareness & Engagement – Followers, fans, friends – Social Mentions – Referrals to ‘Official’ siteSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  21. Facebook Strategy Monday Tuesday Wednesday Thursday Friday Theme: Week ahead Grasshoppers Coaching Tips Volunteers Weekly round up #1: Photo of the Day: Photo of the Photo of the Day Photo of the Day Photo of the Day Winner of the Day Porsche Tennis Grand Prix Question: After #2: winning the Link: To the Video: Spotlight on Profile: Regional Caption It! Friday Barcelona Open, is Grasshoppers drills used by two volunteer Nadal your website players at the favourite to take Configure Express Pro the title at Roland Garros? Kiwi Update: #3 ‘Kiwis in Action’ Info: On the Question: What aspect Link: Information Weekly poll (covering the Grasshoppers of your game do you for volunteers weeks tennis news) programme want to work on most? Goal: To educate and To educate Provide coaching Promote & To educate and engage engage with the and engage information & tips recognize the with the audience. audience. with the relevant to the contribution of audience. audience. volunteers. Measure: # comments, # comments, # comments, # comments, Active users, likes, Daily active users Active users Active users Active users unlikes,SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  22. FindingsSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  23. Research Contribution • Implications for Academics – The ubiquity of SNS is causing more organisations to accept a more open and collaborative relationship with their fans and therefore there is a need to better understand this ‘new phenomenon’ – Emergent themes provide a contribution to theory building in SNS literature – Provides the first insights into social media strategy creation for a NSOSMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  24. Contributions to Industry • Implications for other organisations – To develop a successful strategy, stakeholders involved need a clear understanding of: • How social media fits within the organisation; • How and by whom, the social media strategy will be managed; • What their fans expect out of their social media relationship • Clear guidelines for how ‘success’ will be measured – Before expanding into multiple social media platforms, ensure that current platforms are being managed effectively A one-size fits all approach is not appropriate!SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ
  25. Thank You! Ashleigh-Jane Thompson School of Sport & Exercise Massey University A.J.Thompson@massey.ac.nz @ashton99SMAANZ 2012 Developing a Social Media Strategy for Tennis NZ

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