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Sports Marketing 2.0: Euroleague Final Four, Barcelona, May 2011


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Presentation on Sports Marketing 2.0 delivered at the Euroleague Final Four, Barcelona, May, 2011

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Sports Marketing 2.0: Euroleague Final Four, Barcelona, May 2011

  1. 1. Sports Marketing 2.0 ‘ The times they are a changing’ Dr. Jim Hamill [email_address]
  2. 2. Sports Marketing 2.0 <ul><li>Opportunities and threats for sports marketing organisations from the rapid growth of Web 2.0/social media </li></ul><ul><li>Content </li></ul><ul><ul><li>Social media – an overview </li></ul></ul><ul><ul><li>Social media in action – examples (non-sports marketing) </li></ul></ul><ul><ul><li>Key things to remember about social media </li></ul></ul><ul><ul><li>Social media and sports marketing </li></ul></ul><ul><ul><li>Sports Marketing 2.0: Euroleague Case Example </li></ul></ul><ul><ul><li>Sports Marketing 2.0: Strategy development, implementation and performance measurement </li></ul></ul>
  3. 3. <ul><li>Social Media </li></ul><ul><li>A Quick Overview </li></ul>
  4. 6. Web 2.0/Social Media <ul><li>An Overview </li></ul><ul><ul><ul><ul><ul><li>Applications </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Features and Characteristics </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Implications </li></ul></ul></ul></ul></ul>
  5. 7. Business/Marketing 2.0 Web 2.0 Applications Open source Online Applications/ Web Services Social/ Prof 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
  6. 8. Social Media in Plain English
  7. 9. <ul><li>How important has it become? </li></ul>
  8. 10. The Social Media Revolution
  9. 11. <ul><li>Potential Business Benefits </li></ul><ul><li>of Social Media </li></ul>
  10. 12. Business Benefits <ul><li>Market Knowledge </li></ul><ul><li>Customer Insight and Understanding </li></ul><ul><li>Customer Interaction </li></ul><ul><li>Enhanced Customer Experience </li></ul><ul><li>Business Intelligence </li></ul><ul><li>Reputation Management </li></ul>
  11. 13. Business Benefits <ul><li>Improved Sales and Marketing </li></ul><ul><li>Identify and network with high value, high growth prospects </li></ul><ul><li>Product Development and R&D e.g. engage and co-create </li></ul><ul><li>Internal cost savings </li></ul><ul><li>Improved Operations and Internal Processes </li></ul><ul><li>Increased ROI </li></ul>
  12. 14. Potential Business Benefits <ul><li>5 main areas: </li></ul><ul><li>Market/Customer Knowledge & Insight </li></ul><ul><li>Engagement & Reputation Management </li></ul><ul><li>Enhanced Customer Experience and Loyalty </li></ul><ul><li>Sales/Marketing Effectiveness, Efficiency and ROI </li></ul><ul><li>Operations/ Internal Processes (open source and hosted apps) </li></ul>
  13. 15. Map Applications to Business Benefits
  14. 16. <ul><li>Social Media in Action </li></ul><ul><li>Quick Examples </li></ul>
  15. 17. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
  16. 23. From the web site <ul><li>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. </li></ul><ul><li>The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites. </li></ul><ul><li>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… </li></ul>
  17. 24. <ul><li>The Customer Experience </li></ul><ul><li>of the Brand </li></ul><ul><li>Tripadvisor </li></ul>
  18. 25. From Tripadvisor <ul><li>It's getting old, the rooms are unappealing and it will never be more than a business hotel </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
  19. 28. 11 Million Views
  20. 29. United Breaks Guitars
  21. 30. 10.2 Million Views
  22. 31. Crowdsourced NPD
  23. 32. 266,555 on Facebook
  24. 33. 1.6 Million Twitter Followers
  25. 34.
  26. 35. <ul><li>Things to Remember </li></ul><ul><li>about Social Media </li></ul>
  27. 36. Key Things to Remember <ul><li>It’s social </li></ul><ul><ul><li>A key feature is online democracy – with content being provided by the network for the network – represents a fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet </li></ul></ul><ul><li>Power shift </li></ul><ul><ul><li>Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success </li></ul></ul><ul><li>Declining effectiveness of traditional approaches  </li></ul><ul><ul><li>Does anyone listen to sales/brand messages anymore? </li></ul></ul>
  28. 37. Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( )
  29. 39. Key Things to Remember <ul><li>Pull v push </li></ul><ul><ul><li>Consumers/users decide what information they wish to access </li></ul></ul><ul><li>New ‘mindsets’ are required </li></ul><ul><ul><li>Marketing as a conversation with your customers/network– dialogue not broadcasting </li></ul></ul><ul><ul><li>But this is something that most of us are not very good at doing. We prefer ‘telling’ people </li></ul></ul><ul><li>SM ‘winners’ and ‘losers’ </li></ul><ul><ul><li>‘ 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 </li></ul></ul>
  30. 42. Key Things to Remember <ul><li>New performance measures </li></ul><ul><ul><li>Requires new performance measures </li></ul></ul><ul><ul><ul><li>Quality of your network </li></ul></ul></ul><ul><ul><ul><li>Relationship strength </li></ul></ul></ul><ul><ul><ul><li>Ability to leverage </li></ul></ul></ul><ul><li>Social media monitoring tools </li></ul><ul><li>Redefines the concept of a web site </li></ul><ul><li>The need for new business/marketing models </li></ul>
  31. 43. Performance Measurement <ul><ul><li>Involvement – network/community numbers/quality, time spent, frequency, geography </li></ul></ul><ul><ul><li>Interaction – actions they take – read, post, comment, reviews, recommendations </li></ul></ul><ul><ul><li>Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc </li></ul></ul><ul><ul><li>Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking </li></ul></ul><ul><ul><li>Insight – customer insight </li></ul></ul><ul><ul><li>Impact – business impact </li></ul></ul><ul><ul><li>Social Media Monitoring Tools –Audit, Assess, Impact </li></ul></ul>
  32. 44. The ‘6Is’
  33. 45. Bob Dylan <ul><li>Come gather 'round people </li></ul><ul><li>Wherever you roam </li></ul><ul><li>And don’t criticise </li></ul><ul><li>What you can't understand </li></ul><ul><li>Your sons and your daughters </li></ul><ul><li>Are beyond your command </li></ul><ul><li>Your old road is </li></ul><ul><li>Rapidly agin‘ </li></ul><ul><li>Then you better start swimmin’ </li></ul><ul><li>Or you'll sink like a stone </li></ul><ul><li>For the times they are a-changin’ </li></ul>
  34. 46. <ul><li>Social Media and </li></ul><ul><li>Sports Marketing </li></ul>
  35. 47. Sports Marketing 2.0 <ul><li>Business benefits for Sports Marketing Organisations (SMO) </li></ul><ul><li>What progress has been made? How well are sports marketing organisations utilising the power of Web 2.0 for building community and network relationships with their tribe ? </li></ul><ul><li>Emerging ‘best practice’ examples </li></ul><ul><li>Euroleague case evaluation </li></ul>
  36. 48. <ul><li>‘ Football is nothing </li></ul><ul><li>without the fans’ </li></ul><ul><li>Jock Stein </li></ul><ul><li>Manager of Celtic FC </li></ul><ul><li>1965 to 1978 </li></ul>
  37. 49. A Marriage Made in Heaven Social Media Sports Fans <ul><li>Information ‘pull’ rather than ‘push’ </li></ul><ul><li>User generated content </li></ul><ul><li>Openness </li></ul><ul><li>Sharing </li></ul><ul><li>Collaboration </li></ul><ul><li>Interaction </li></ul><ul><li>Communities </li></ul><ul><li>Networking </li></ul><ul><li>The ‘Tribe’ </li></ul><ul><li>Passion </li></ul><ul><li>Loyalty </li></ul><ul><li>Commitment </li></ul><ul><li>Desire </li></ul><ul><li>Involvement </li></ul><ul><li>Community </li></ul><ul><li>Belonging </li></ul><ul><li>Family </li></ul>
  38. 50. Business Benefits to SMO <ul><li>Enhanced marketing effectiveness </li></ul><ul><li>Marketing efficiency </li></ul><ul><li>Improved ROI </li></ul><ul><li>Relationships and networking effects – engage and energise – increased fan loyalty and commitment </li></ul>
  39. 51. 'Internal' Use of Social Media* <ul><li>Increased visits to the official site </li></ul><ul><li>Increase ‘stickiness’ (length) of site visits </li></ul><ul><li>Divert traffic from unofficial fanzine sites </li></ul><ul><li>Increased advertising revenue </li></ul><ul><li>Increased e-commerce sales for the official site </li></ul><ul><li>Actionable customer insight, knowledge and understanding </li></ul><ul><li>A channel for responding to customer comments and feedback </li></ul><ul><li>Enhanced online customer experience </li></ul><ul><li>Build community and leverage network effects - engage, energise </li></ul><ul><li>* Use of social media on the SMO’s own web site </li></ul>
  40. 52. Use of ‘External’ Social Media <ul><li>Social Networking Sites: Sports Marketing Organisation becomes a ‘community aggregator’ - ‘ Talk with rather than at fans’ - actionable customer insights </li></ul><ul><li>Multimedia Sharing Sites - a very powerful marcoms channel leveraging networking and ‘word of mouth’ effects </li></ul><ul><li>Podcast Sites: Provides the SMO with a rich media channel for maintain on-going dialogue with customers/fans </li></ul><ul><li>Virtual Reality: ‘virtual stadium’ allowing fans to interact with each other in a virtual space </li></ul><ul><li>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 </li></ul><ul><li>Mobile apps </li></ul>
  41. 53. Progress Made <ul><li>Evaluation of the Web 2.0 progress made by the top 20 football teams in Europe (2008 study) </li></ul><ul><li>Updated 2010 </li></ul><ul><li>Top European Football Clubs – Facebook League Table, 2011 </li></ul>
  42. 54. Internal Use (own web site) <ul><li>UGC (User Generated Content) </li></ul><ul><ul><li>text, images, video, wiki </li></ul></ul><ul><li>User FOD (Feedback, Opinion, Discussion) </li></ul><ul><ul><li>blog, forum, ratings, favourites, online chat </li></ul></ul><ul><li>RIA (Rich Internet Applications) </li></ul><ul><ul><li>widgets, mash-ups, podcasts/vodcasts </li></ul></ul><ul><li>Folksonomies </li></ul><ul><ul><li>social tagging, social bookmarking, tag cloud </li></ul></ul><ul><li>Feeds </li></ul><ul><ul><li>content feeds in and out </li></ul></ul><ul><li>Community </li></ul><ul><ul><li>site community </li></ul></ul><ul><li>External Links </li></ul><ul><ul><li>to other 2.0 sites </li></ul></ul>
  43. 55. External 2.0 <ul><li>Social Network Sites </li></ul><ul><ul><li>facebook </li></ul></ul><ul><li>Multimedia Sharing Sites </li></ul><ul><ul><li>Youtube, flickr </li></ul></ul><ul><li>Podcast Sites </li></ul><ul><ul><li>Itunes </li></ul></ul><ul><li>Twitter </li></ul><ul><li>Linkedin </li></ul>
  44. 56. 2008 Results – very limited progress
  45. 57. 2008 Results – very limited progress
  46. 58. 2010 Update – more progressive adopters
  47. 59. 2010 Update – more progressive adopters
  48. 60. 2010 Update – more progressive adopters
  49. 61. 2011 Update
  50. 62. Top 3 over 35m ‘likers’
  51. 63. Some still not using it
  52. 64. <ul><li>Emerging ‘Best Practice’ </li></ul><ul><li>Examples in Sports Marketing </li></ul>
  53. 66. Community ownership and management
  54. 67. Examples <ul><ul><li>Chelsea – </li></ul></ul><ul><ul><li>Old version of the site – check out the new one </li></ul></ul>
  55. 81. <ul><li>Celtic FC on Facebook </li></ul><ul><li> </li></ul><ul><li>Small domestic league with limited global TV coverage but with a global fan base </li></ul>
  56. 82. 75,000 plus ‘likers’ in a few months
  57. 83. High Engagement
  58. 84. Useful page Stats from
  59. 85. Page Stats from
  60. 86. Page Stats from
  61. 87. <ul><li>Euroleague Case Evaluation </li></ul><ul><li>How effective are Euroleague </li></ul><ul><li>using social media – internally and externally? </li></ul>
  62. 88.
  63. 89. Limited use of SM on the web site
  64. 90. Youtube Channel
  65. 91. High channel views/comments (some unprintable)
  66. 92. 8,000 plus subscribers
  67. 93. Facebook Page
  68. 94. 84,076 facebook ‘likers’
  69. 95. 40 comments per post
  70. 96. 94,160 Twitter Followers
  71. 97. But one-way broadcasting?
  72. 98. Klout Score
  73. 99. Overall Influence - 62
  74. 100. True Reach
  75. 101. Amplification
  76. 102. Network Influence Level
  77. 103. Klout Classification
  78. 104. For comparison 
  79. 105. For comparison 
  80. 106. <ul><li>We can also estimate the overall </li></ul><ul><li>‘ buzz’ being created online </li></ul>
  81. 107.
  82. 108. 16.3m views
  83. 109. Useful channel stats
  84. 110. 32,000 plus comments
  85. 111.
  86. 112. Strength
  87. 113. Sentiment
  88. 114. Passion
  89. 115. Reach
  90. 116. <ul><li>What do the fans think? </li></ul><ul><li>Online survey of Celtic fans (2008) </li></ul><ul><li>Dated but still interesting </li></ul>
  91. 117. Celtic Survey <ul><li>There are over 50 ‘Celtic Minded’ fanzine sites. These provide alternative information channels for the fans, competing with the official Celtic web site </li></ul><ul><li>  </li></ul><ul><li>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 </li></ul><ul><li>  </li></ul><ul><li>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 </li></ul><ul><li>  </li></ul>
  92. 118. Celtic Survey <ul><li>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’) </li></ul><ul><li>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%) </li></ul><ul><li>  </li></ul>
  93. 119. Celtic Survey <ul><li>Major changes taking place in the way in which fans accessed information about the Club </li></ul><ul><ul><li>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%) </li></ul></ul><ul><li>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 </li></ul>
  94. 120. Fanzine Sites
  95. 121. <ul><li>Survey covered fanzine site users – might not be representative of all Celtic fans </li></ul>
  96. 122. <ul><li>Social Media Strategy </li></ul><ul><li>Development </li></ul>
  97. 123. <ul><li>‘ Getting There’ </li></ul>
  98. 124. Next Steps <ul><li>Get Involved </li></ul><ul><ul><li>Google Alerts, Linkedin, Social Media Monitoring </li></ul></ul><ul><li>Learn more </li></ul><ul><li>Develop a strategy </li></ul><ul><li>Implement </li></ul><ul><li>Monitor </li></ul>
  99. 125. <ul><li>Social Media </li></ul><ul><li>Development Cycle </li></ul>
  100. 126. SM Development Cycle
  101. 127. <ul><li>Each Step is being covered in detail on our blog at </li></ul><ul><li> </li></ul>
  102. 128. Five Key Areas <ul><li>External Analysis: Evaluate Your Social Media Landscape </li></ul><ul><li>Internal Analysis: Evaluate Your ‘Readiness to Engage’ </li></ul><ul><li>Develop Your Social Media Strategy and Action Plans for ‘Getting There’ </li></ul><ul><li>Evaluate Your Social Media Performance and ROI </li></ul><ul><li>Organization, People and Resource Issues </li></ul>
  103. 129. ‘ Be Customer Led’ <ul><li>Three key questions: </li></ul><ul><li>Who are our customers, who do we wish to engage with? </li></ul><ul><li>Where do we find them ‘hanging out’ on social media? </li></ul><ul><li>How can we best engage and energise them? </li></ul>
  104. 130.
  105. 131. <ul><li>Develop Your Social Media Strategy and Action Plans for ‘Getting There’ </li></ul>
  106. 132. Use a Simplified Balanced Scorecard <ul><li>Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation </li></ul><ul><li>A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders </li></ul>
  107. 133. Social Media Balanced Scorecard <ul><li>Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation </li></ul><ul><li>The steps involved can be captured in a Social Media Strategy Map </li></ul><ul><li>Five key questions to address…… </li></ul>
  108. 134. Social Media Balanced Scorecard <ul><li>What is the overall social media vision for your organization? </li></ul><ul><li>What are the key objectives and targets to be achieved? </li></ul><ul><li>Who are your customers? </li></ul><ul><li>Key Actions and Initiatives </li></ul><ul><li>Organisation, Resource and People Issues </li></ul>
  109. 135. Social Media Strategy Map
  110. 136. <ul><li>Organization, Resource and People Issues </li></ul>
  111. 137. Organization, Resource and People <ul><li>Organisation, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true </li></ul>
  112. 138. <ul><li>Monitor and Measure </li></ul>
  113. 139. Monitoring the Conversations <ul><li>Use Social Media Monitoring Tools to monitor online conversations relevant to your brand </li></ul><ul><li>No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, IceRocket, Blogscope, Blogpulse and ViralHeat </li></ul><ul><li>More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar </li></ul>
  114. 140. Monitor and Measure <ul><li>To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets </li></ul><ul><li>Performance evaluation should be undertaken at three main levels using the ‘4Is’ approach…. </li></ul><ul><li>  </li></ul>
  115. 141. Performance Measures - The ‘6Is’ <ul><ul><li>Involvement – network/community numbers/quality, time spent, frequency, geography </li></ul></ul><ul><ul><li>Interaction – actions they take – read, post, comment, reviews, recommendations </li></ul></ul><ul><ul><li>Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc </li></ul></ul><ul><ul><li>Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking </li></ul></ul><ul><ul><li>Insight </li></ul></ul><ul><ul><li>Impact </li></ul></ul>
  116. 142. Monitor and Measure <ul><li>Individual Channel Performance </li></ul><ul><ul><li>the effectiveness/success of each channel benchmarked against agreed targets for the ‘4Is’ i.e. Involvement, Interaction, Intimacy and Influence </li></ul></ul><ul><ul><li>most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy </li></ul></ul><ul><li>  </li></ul>
  117. 143. Facebook Insights
  118. 144. Facebook Insights
  119. 145. Monitor and Measure <ul><li>  </li></ul><ul><li>Wider Social Media Performance </li></ul><ul><ul><li>monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools </li></ul></ul><ul><ul><li>this will show the impact of your SM activities on others and other channels </li></ul></ul><ul><ul><li>it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on </li></ul></ul>
  120. 146. Monitor and Measure <ul><li>Underlying Business Performance (Insight and Impact) </li></ul><ul><ul><li>the performance of each social media channel and the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures </li></ul></ul><ul><ul><li>in a social media era, they are the main ‘drivers’ of future business performance </li></ul></ul><ul><ul><li>the final level of performance monitoring, therefore, is linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’ measures? </li></ul></ul>
  121. 147. <ul><li>Thank You </li></ul><ul><li>Questions </li></ul>
  122. 148. <ul><li>Continue the discussion at </li></ul><ul><li> </li></ul>
  123. 149.