Dissertation - Social Media Marketing

10/27/2015 SportsMarketingin the
Worldof SocialMedia:
What are the implications of
sports betting companies
using social media platforms
such as Twitter and
Facebook?
Luke Edwards
STUDENT ID: 4994723
Supervisor:Tina Simak
Source: PaddyPower.com Source: SkyBet.com Source: Ladbrokes.com

1| P a g e L u k e E d w a r d s 3 0 8 S E M

DECLARATION OF ORIGINALITY
&
COPYRIGHT ACKNOWLEDGMENT
DISSERTATION TITLE: Sports Marketing in the World of Social Media:
What are the implications of sports betting companies using social media platforms such as
Twitter and Facebook?
STUDENT’S NAME & I.D.: Luke Edwards 4994723
COURSE OF STUDY: BA (Hons) Sports Marketing
Declaration of Originality
This project is all my own work and has not been copied in part or in whole from any other
source except where duly acknowledged. As such, all use of previously published work (from
books, journals, magazines, internet sites etc.) has been cited within the main report and
fully referenced as an item in the List of References/Bibliography
Copyright Acknowledgment
I acknowledge that the copyright of this Project belongs to Coventry University
Signed by the student: L. Edwards Date: 25/04/2016

Acknowledgments:
First of all I would like to thank Coventry University for giving me the opportunity to
undertake this study. I would like to thank my lecturers and supervisor Tina Simak for help in
guiding me through this process and answering any and all questions I might have had.
I would like to give a special thank you to my friends and family who have been there to
support me throughout this process, from motivating me to get on start typing, to just being
there when I needed guidance because without them I wouldn’t have made I through to the
end.

Table of Contents
Acknowledgments:..................................................................................................................... 3
Chapter 1...................................................................................................................................6
1.1 Chapter Overview:............................................................................................................... 6
1.2 Introduction:....................................................................................................................... 6
1.2.1 Introduction to the study:............................................................................................... 6
1.2.2 Research Aims and Objectives:.................................................................................... 6
1.2.3 Overview of Research Methodology:............................................................................ 7
1.2.4 Limitations to the study: ................................................................................................ 7
1.2.5 Structure of Dissertation: .............................................................................................. 7
1.2.6 Chapter Conclusion: .....................................................................................................7
Chapter 2...................................................................................................................................8
2.1 Chapter Overview: ...........................................................................................................8
2.2 Literature Review:.............................................................................................................. 8
2.2.1 Marketing:...................................................................................................................... 8
2.2.2 Sports Marketing:..........................................................................................................9
2.2.3 Relationship Marketing ............................................................................................... 10
2.2.4 Social Media:............................................................................................................... 11
2.2.5 Social Media Marketing – The Advantages and Disadvantages: .............................. 12
2.3 Social Media building relationships: .............................................................................. 12
2.4 Chapter Conclusion:....................................................................................................... 13
Chapter 3................................................................................................................................. 14
3.1 Chapter Overview: ......................................................................................................... 14
3.2 Methodology: ................................................................................................................... 14
3.2.1 Research Design:........................................................................................................ 14
3.2.2 Case Study Approach:................................................................................................ 14
3.2.3 Case Study Design: .................................................................................................... 15
Chapter 4................................................................................................................................. 17
Chapter Overview:............................................................................................................ 17
4.1 Case Study ONE: PaddyPower ..................................................................................... 17
4.2 Case Study TWO: SkyBet.............................................................................................. 18
4.3 Case study THREE: Ladbrokes..................................................................................... 19
4.4 Case Study Summary:................................................................................................... 19
Chapter 5................................................................................................................................. 21
Chapter Overview:............................................................................................................ 21
5.1 Conclusion and recommendations ................................................................................ 21

5.2 Contribution to Knowledge:............................................................................................ 22
5.3 Future Direction:............................................................................................................. 22
6.0 References:........................................................................................................................ 23
7.0 Appendices: ....................................................................................................................... 25

Chapter 1.
1.1 Chapter Overview:
Innovation in technology has led to the modernisation of marketing with the birth of social
media platforms, which has an impact on the way in which sports betting companies are
conducting their marketing. This research looks at the implications of sports betting
companies using social media platforms and whether companies through the use of these
platforms companies can achieve growth.
The purpose of this chapter is to give an insight into the background of the research and
justify its reasons for focus. The theoretical frameworks and research methods are detailed,
whilst the aims and objectives of this study are outlined.
1.2 Introduction:
1.2.1 Introduction to the study:
This study will aim to address and discuss the research question - How does the use of
social media affect growth of sports betting companies? This area warrants researching
as the concept of using social media as a marketing platform, is a modern technique and its
ability to drive growth is, as yet, unproven. Due to this, research is continuously being done
in order to determine the success or failure in using social media platforms.
The use of social media is quickly becoming a dominant marketing strategy due to its ease
and cost effectiveness. Itis being incorporated into the marketing strategies of many
organisations within the sports market.
It can be argued that more research is required into social media marketing as the full of
effects it has may still be unidentified, therefore this study will help attempt to examine the
effects and add to existing knowledge. This study will be looking at individual sports betting
companies such as: Paddy Power, Skybet and Ladbrokes. This will be in order to compare
and contrast their social media presence and success based on the interactions on these
platforms (analysing the number of retweets or likes on a post).
1.2.2 Research Aims and Objectives:
In order to answer the research question - How does the use of social media affect
growth of sports betting companies? – And given that research into this topic is ongoing
due to its modern nature, there are three aims to this study: Firstly, to determine an up to
date and relevant definition of the term “social media”. Secondly, to discuss whether an
active online presence in social media is a beneficial marketing activity that drives a sports
betting company’s growth, given that their service is always active. Thirdly, briefly discuss
the relationship an organisation is able to create through the use of social media and the
effect this can also have on growth.
In order to facilitate the analysis of this research, numerous research objectives have been
set, which have been incorporated into the methodology of this study. The objectives
surrounding this study are:
- Generate a contextual background of marketing, sports marketing and relationship
marketing
- Uncover definitions of the term ”social media”
- Discover the advantages and disadvantages of using social media
- Critically analyse existing literatures in order to develop a definition of “Social Media”
in order to add to existing knowledge

- Analyse the benefits of an active online presence
- Discuss the relationship social media builds with consumers
- Discuss social media strategies being implemented by sports betting companies
- Determine successful and failed approaches to social media
1.2.3 Overview of Research Methodology:
This study will be researched using a mixed-method approach, through the use of secondary
data and the interpretation of that data. A significant part of the research will be qualitative,
although there will be times where quantitative data will be used in order to analyse social
media posts (e.g. the number of retweets or likes a post gets). A case study approach
method will also be used in order to gain a detailed analysis of the real-time situation of
specific sports betting companies and how they use their accounts – in order to generate a
picture of their online presence.
1.2.4 Limitations to the study:
As stated earlier in this chapter, the concept of using social media as a marketing tool is a
new and modern way to market to consumers. Due to the modern nature, the research
surrounding it is still ongoing and no long-term effectiveness has been theorised, therefore,
some findings may be inconclusive. This leads onto the definition of “social media” as there
will be many varying opinions on its definition as more research is conducted and published
giving more up to date literature.
1.2.5 Structure of Dissertation:
Developing on from the previous sections, the remaining chapters seek to review existing
literature surrounding the topic of study; discuss the methodology for this research; and to
analyse and present the findings for this study.
Chapter 2 discusses the theoretical frameworks for this research, highlighting key findings
and analysing their relevance to the study. Three areas of literature will be critically analysed
– “Social Media” as a key marketing concept, the advantages and disadvantages to the use
of social media and key strategies in using social media. In doing so, this will allow the
development of research with the interpretation of findings which will show the direction of
the study.
In Chapter Three, the methodological considerations for this research are presented, looking
to discuss the chosen methods of research, ensuring the justification of why they were used
and the benefits in doing so.
The findings and main points from the research are presented and discussed in Chapter
Four. These will be structured into specific case studies designed to apply the theoretical
frameworks and findings from the research in order to gain a real-time analysis of the effects
of social media marketing.
Following this in the final chapter the conclusions and recommendations from this research
for this study are presented.
1.2.6 Chapter Conclusion:
This chapter aimed to present the introduction of the contextual background for this study
and the focus of it. The aims and objectives of this research along with the methodological
design have also been discussed. The chapter to follow establishes the theoretical
foundation on which this study is created through the review, analysis and interpretation of
social media and the advantages and disadvantages of using it.

Chapter 2.
The following chapter will contain the main arguments for the study. A full literature review
will be produced in order to gain a conceptual framework on the critical analysis of social
media marketing, online presence and highlighting the advantages and disadvantages in a
structured chronological order. The relevance of each piece of literature will be determined
with key points also highlighted.
2.2 Literature Review:
The following literature review will give a detailed analysis of the literature being used in
order to answer the research question - How does the use of social media affect growth
of sports betting companies? – In turn, from the surrounding literature, establish a
background to marketing; more specifically honing in on sports marketing and how it has
evolved to incorporate relationship marketing, to which alongside the development of
technology has birthed social media marketing. From this be able to generate a compelling
definition of “social media” and create an argument showing the advantages and
disadvantages of using social media within the sports betting market and how it aids in the
development of relationships between an organisation and its consumers to drive growth.
Due to the innovative nature of technology, it has required the role of marketing to become
just equally dynamic to meet changing consumer behaviour and make best use of the
available technology. The birth of social media websites such as Facebook and Twitter have
taken over from mainstream media; with over a billion users registered on Facebook and
around 340 million active daily users on Twitter (Statista, 2016).
2.2.1 Marketing:
Before diving into the depths of social media marketing, we must first begin to start at the
beginning with the concept of marketing as a whole. Marketing is all around us and started to
develop during the 1960’s and made its way to the forefront of business today (Elliot et al,
2011). Frederick (2007) stated that even with the evolvement of business, to which has led
to the development of marketing, some things however have remained similar, and that is
the desire of a business to make a profit. This doesn’t mean that marketing is fundamentally
just for profitable organisations, both profitable and non-profitable organisations; along with
charities use marketing as part of their business models (Armstrong, 2009). The
development of marketing can be shown in the simplest form of the evolvement of the
marketing mix, which started out as a basic 4 P’s concept; product, place, promotion and
price, has now evolved into the more commonly used 7 P’s; product, place, promotion, price,
people, process and physical evidence (Elliot et al, 2011). In order to create a foundation for
this study, we must decipher and define the concept of marketing. Elliot et al (2011)
explained that marketing is the activity linked with a set of institutions and processes for
creating, communicating, delivering and exchanging offerings that have values for
customers, clients, partners and society at large.
This was furthered by Armstrong (2009) who stated that marketing is a philosophy which
guides the business as a whole, whilst incorporating other business functions. Armstong
(2009) goes on to develop his statement and explain that the philosophy of marketing is
responsible for understanding the wants, needs and desires of the consumer in order to

develop a compelling value proposition in order to attract and retain customers. This
compelling value proposition aims to create a mutually beneficial and profitable relationship
between the business and the consumer, partners or society.
Elliot et al (2011) justified marketing as not just being the preconception of direct selling and
advertisement, it is much more than that. He stated that marketing that is done successfully,
will become an influence and be informative with every business activity. From this, it
becomes beneficial to society, including employment and the creation of wealth. This ties in
with Theodore Levitt’s article of “Marketing Myopia” which proposed a link between market
orientation and business survival. This explained that marketing had become a driving force
for successful business.
2.2.2 Sports Marketing:
From creating this foundation of marketing, we can now close in on the specific area of
sports marketing. Shank & Lyberger (2015) defined sports marketing as a specific
application of marketing principles and processes to sport products and the marketing of
non-sport products through the association with sport. They go on to explain that the 7 P’s of
the marketing mix becomes the sports marketing mix in order for it to be adapted into the
unique environment of sport. They interpreted the sports marketing mix as a coordinated set
of elements that sporting organisations use in order to meet marketing objectives and satisfy
their consumer needs.
Throughout history, many businesses attempted to create a linkage with sport in order to
enhance commercial opportunities. Due to the success of this, more and more businesses
followed suit leading to today’s current market and the modern threshold for clutter; along
with scrutiny and integrity of which are demanding forces that will impact its future.
Fullerton & Merz (2008) along with Shank & Lyberger (2015) repeatedly mention that sports
marketing requires strong relationships with the consumer and therefore it is crucial that the
sports marketers recognise the needs and wants of the consumer in order to understand
what attracts them to an event or product; as this will allow the complementation of the
exchange process.
The sports marketers must be cautious with their marketing techniques; as consumers
demand variety in the presentation of sports products, but they will not overlook any over-
commercialisation of said products that impact the integrity and presentation of its
environment (Shank & Lyberger, 2015). Failing to do will lead to marketing myopia,
Theodore Levitt further went on from the earlier definition to say that marketing myopia is the
practice of defining business in terms of goods and services rather that in terms of benefits
sought by customers.
Due to the success of sports marketers being able to understand the wants and needs of the
consumer, along with understanding both the industry and the specific application of
marketing processes to sports context; the sports industry is currently experiencing a high
rate of growth because of the sports marketers, as they play a huge role in this dynamic
industry (Shank & Lyberger, 2015). This growth was pushed during the Beijing Olympics
when Vice Chairman of the Beijing Olympic Committee, Du Wei, encouraged businesses to
become involved in marketing through the use of sport by saying that sports marketing has
become one of the most effective of all marketing strategies; especially as marketing through
sports is still overlooked by many (Fullerton & Merz, 2008).

2.2.3 Relationship Marketing
As we delve further into the depths of marketing as a whole and specifically sports
marketing, it becomes clear that customer relationships play a significant role and the pursuit
of these influences which strategies are implemented. Relationship marketing is defined as
“all marketing activities directed toward establishing, developing, and maintaining successful
relational exchanges” (Morgan & Hunt, 1994, p. 22; Palmatier et al., 2006, p. 136).
Buhler & Nufer (2010) acknowledged that within sports marketing, the use of relationship
marketing is nothing new, due to the unique bond between fans and their club and mutually
beneficial bonds with businesses (i.e. sponsorship). Therefore, they went on to state that
many sporting organisations understand and recognise that there is an importance of a deep
and good valuable relationship with their stakeholders; therefore implemented relationship
marketing strategies through the use of customer relationship management (CRM) without
even realising.
Over the past two decades, the concept of relationship marketing has received close
attention as more and more companies recognize the importance of maintaining and
enhancing their relationship with existing and future customers (Duncan & Moriarty, 1998;
Lindenmann, 1998; Vavra, 1992), this ties in with Buhler & Nufer (2010) whom felt a new
paradigm within sports marketing was emerging, specifically in order to incorporate CRM
strategies in their relationship marketing.
Sporting organisations are moving towards being focused on long-term retention of
customers, whilst incorporating a variety of database management techniques in order for
them to be able to maintain and enhance existing customer relationships (Bee & Kahle,
2006). As the use of relationship marketing has been described as ongoing cooperative
behaviour between the marketer and the consumer (Sheth & Parvatiyar, 2000), the
importance of retaining customers is stressed further; within sports marketing especially.
Bee & Kahle (2006) explained that the role of relationship marketing within sports facilitates
role enactment and characterises relationship marketing as the attraction, development and
retention of customers. This implies a long-term view of the consumer and with the current
approaches to relationship marketing being varied, occasionally they adopt a narrow
perspective (focusing on short-term) or a broad perspective emphasizing longer-term goals
(Parvatiyar & Sheth, 2001).
Furthering the point of the unique relationships a customer has with a sport organisation
(Buhler & Nufer, 2010), once the relationship has been entered, the act of doing so usually
reflects consumers commitment to reiterate patronage towards said organisation; regardless
of other choices available to them (Bee & Kahle, 2006). This patronage represents more
than just repeat purchasing and brand loyalty, it creates an ongoing partnership between the
organisation and the consumer. From this, Sheth & Parvatiyar (1995) recognised that this
strong relationship/partnership created these mutually beneficial advantages: decision
making process is more efficient, search costs decline, cognitive consistency in decision
making, as well as reducing the complexity of the buying situation and the resources
required. Thus with the engaged relationship, the risk of cognitive dissonance is reduced due
to the consumer being familiar with the products and services on offer (Bee & Kahle, 2006).
This concept was furthered by Morris, Barnes & Lynch (1999) in which they discovered that
once a positive relationship with a company is formed, consumers show their satisfaction
and loyalty to the product. Also, consumers in a long-term relationship/partnership with an
organisation will be more willing to pay premium prices, make referrals and generally spend
more (Duncan & Moriarty, 1998). Sports organisations focus on establishing these long-term

relationships, due to acquiring new customers is roughly six to nine times more costly
(Peppers & Rogers, 1993).
2.2.4 Social Media:
As marketing, sports marketing and relationship marketing have evolved, so has technology;
creating attractive opportunities on the internet for organisations to build relationships via
social media platforms. Technology has played a substantial role in the evolving nature of
sports marketing, radio and television really began to show the development of it and
brought the organisations to a broader, more accessible audience (Shank & Lyberger,
2015). From there technology evolved into more of an electronic age (Baron et al, 2014) this
was in order to deliver superior customer value and create strong, lasting relationships
between an organisation and its customers (Armstrong, 2009). Sports marketers that
understand this are then able to create solutions, communicate the product or service on
offer and deliver at a time and place convenient to their customer, this led to more frequent
use of social media, due to its ease of accessibility and personal usage (Elliot et al, 2011).
This was supported by Deighton & Grayson (1995), whom predicted in their studies that the
future of marketing communications was to be more conversational and more technology
based to allow for a more interactive relationship and dialogue with a customer.
Many researchers have interpreted the term “social media” and generated their own
definitions, often referring to it as social media marketing. Figure 1 below identifies a
definitions from different academics to show their definition and any correlations within their
definitions.
Figure 1.
Zarrella, 2009 ‘Social media marketing’ - is a means to
freely distribute content via an online platform
without needing to pay publishers for
advertising space
Blackshaw & Nazzaro, 2004 ‘Social Media’ - describes a variety of new
sources of online information that are created,
initiated, circulated and used by consumers
intent on educating each other about
products, brands,
Michaelidou, Siamagka & Christodoulides,
2011
‘Social Media’ - consists of new sources of
online information such as SNS, blogs, chat-
rooms, rating websites, video and photo
sharing websites and podcasts, created and
used for educational purposes about issues
including products and brands
Singh, 2010 ‘Social Media’ - refers to content created for
and consumed by regular people. It includes
the comments a person adds at the end of an
article on a Web site, the family photographs
he uploads to a photo-sharing site, the
conversations he has with friends in a social
network, and the blog posts that he publishes
or comments on
Weinberg, 2009 ‘Social media’ - which relates to the sharing of
information, experiences, and perspectives
throughout community-oriented websites

From Figure 1, it is noticeable that each academic’s definition is similar in terms of; if we
interpret the similarities of each definition into one, social media can be defined as an online
platform created for and used by regular people to freely use, express, publish and access
information anywhere and anytime. This interpreted definition will be the basis to which this
study will be based upon.
2.2.5 Social Media Marketing – The Advantages and Disadvantages:
Stemming from the birth of social media, the ways in which marketers operated changed and
innovation led to the creation of social media marketing, which is a marketing process that
empowers individuals to promote, websites, products or services to an online community
(Weinberg, 2009). The main idea of social media marketing is that it drives a more
innovative, diverse and viral-spread word-of-mouth marketing technique. It allows individuals
to recommend and highlight links to share with peers instantaneously. This allows the
development and maintenance of relationships between consumer and organisation. From
this it generates a sense of brand awareness that spreads continuously until the social
media post is no longer viewable.
Apart from generating brand awareness, there numerous other benefits of using social
media marketing such as the increase in traffic/subscribers due to the retweeting or sharing
of a post, reduced overall marketing expense, generation of qualified leads, new business
partnerships and improved search ratings due to more online spread (Stelzner, 2011). The
accessible nature of social media, with businesses being able to create accounts for free,
enables a business to massively reduce its marketing costs, with less being spent on costly
television advertisements, or newspaper spreads, just a small team of marketers operating
around social media accounts with the aim to generate as much viral spread as possible
through consumers retweeting on Twitter or sharing and liking on Facebook.
There can also however, be disadvantages to social media marketing such as a lack of
interaction from a social media post or account (Kaplan & Haenlein, 2009). This would be
where a business fails in their attempt in at generating traffic to either their site or social
media account, leading to a wasted marketing attempt. Another disadvantage to social
media marketing would be a lack of appropriate product presentation (Kaplan & Haenlein,
2009). If a post on a social media network site appears as an irrelevant post in terms of their
product, consumers will skip past it without giving it a moment’s thought, therefore there is
pressure to get it right with each and every social media post.
The need to attract attention from consumers and the need for it to be spread across several
accounts is a pivotal part of social media marketing, only those businesses that have
researched their consumer base effectively are able to achieve this and have the opportunity
to build relationships with their customers and generate successful posts more often.
2.3 Social Media building relationships:
From successful research into a business’ consumer base, a business is able to generate an
online relationship with their customers through the use of social media platforms such as
Twitter and Facebook (Kaplan & Haenlein, 2009). Since its birth, social media has sought to
bring people closer together, it exists to connect people and foster relationships. Therefore,
businesses using social media platforms to connect with their consumers are also
incorporating relationship marketing into their strategies.
There are three key principles to ensure relationship marketing is used effectively within
social media, these are: emphasizing that a customer has a life time value and the use of
strategies to retain the right customers. Secondly, to be able to recognise that relationships
with customers should not be forced and neither should relationships with any stakeholder.

Thirdly, the principle of marketing should be understood as an activity that works with all
departments within a business through market orientation (Andrew, Pederson & McEvoy,
2011).
A business implementing relationship marketing by the use of social media follows these
principles, as although at the root of each social media post, a business may be trying to sell
a product/service, the initial interaction with a consumer builds the relationship and gives the
consumer a thought process in their mind on whether or not to purchase the product/service;
or to just be involved with their social media interactions - to share with others who may be
inclined to purchase.
Throughout history, Sport has always had a close relationship to the media, it has helped to
shape and evolve the way in which it is marketed through ‘Sports Marketing’. In looking at
this relationship, it is clear that both sport and the media can bounce off of one another to
get the best results (Boyle and Haynes, 2009). In today’s culture of sports marketing, the
need for stakeholders to be able to interact with companies through social media platforms
has become essential. By now, most companies should be on a form of social media
platform, it requires little investment of money and it can quickly cause an increased ‘buzz’,
sales and consumer insight. It allows the company to post links to their company website or
a specific section within that website with ease; especially if they’re trying to create more
customer interest through a competition, giveaway or simply promoting an upcoming product
and want to tell consumers about it (Zarrella, 2009).
2.4 Chapter Conclusion:
This chapter’s purpose was to critically analyse and discuss the existing literature
surrounding the topic of study which is social media. It sought to give balanced and justified
reasoning in order to answer the research question - How does the use of social media
affect growth of sports betting companies? – The chapter to follow will outline the
methodological approach undertaken to support this study.

Chapter 3.
Chapter Three looks to present the methodological approach that will be used in order to
generate a rationale for the research methods used, whilst taking into account and
discussing the ethical considerations for this research.
3.2 Methodology:
As mentioned in section 1, this study will be conducted using a grounded mixed-method
approach, using qualitative research in order to gain findings aswell as a multiple case study
approach. Studies surrounding this area of research are of a relatively recent nature and are
becoming recurrent in order to keep up with the modern age we live in; in order to
understand social media as an adopted marketing technique. There have been many studies
already previously conducted, but none focusing on the way a sports betting company
utilises their social media accounts. In sports betting PaddyPower dominate in terms of the
way they use their social media, with the way in which they have created an online
personality that appeals to its consumers.
3.2.1 Research Design:
The design of this study is based around answering the question - How does the use of
social media affect growth of sports betting companies? - For the purpose of this study,
a multiple-case study approach will be undertaken. This will be in order to analyse the three
selected sports betting companies (PaddyPower, SkyBet and Ladbrokes) in close detail.
When conducting case study research, we draw from the work of Yin (2003) who defined
case study research as a social science methodology that is implemented in real-life
scenarios in order to understand or discover a phenomenon. Sports marketers however
interpret that definition into an exploratory research technique used in sports marketing to
intensively investigate a situation (Zikmund, 1991). Therefore, the decision to use a case
study approach is justified, as the purpose of this study is to answer the following question -
How does the use of social media affect growth of sports betting companies? – hoping
to uncover the phenomenon surrounding how growth of sports betting companies is affected
by social media.
3.2.2 Case Study Approach:
In order to complete a multiple-case study, there is a five phase model outlined by Yin
(2003). Phases one and two surround the design of the case study, phase three involves
collecting evidence, phase four is where all analysis is carried out and phase five is where
the findings and discussion take place. Within this model, there are three types of research
to choose from; explanatory, exploratory and descriptive (Maylor & Blackmon, 2005). For
this study I will be using the explanatory approach; in order to explain insight into how sports
betting companies growth is affected by social media. In using this whole methodology, it
allows the utilisation of its advantages, these being: case study approach allows insight
through a variety of perspectives, allows multiple sources of evidence to be used; to which
combined allow the in-depth study and analysis of a phenomenon by narrowing down what
was a broad topic area (Yin, 2003. Andrew, Pedersen & McEvoy, 2011). There are however,
some disadvantages to a case study approach. Chaplin (1997) explained that although case
study approach is a social science, the approach does however have a troubled history in
social science as its scientific merit is contested; case studies can also be time consuming
and costly (Shuttleworth, 2008).

It is important to remember that using a case study approach is unable to be generalised into
a whole market, but can be seen to provide a valid insight into a specific part of that market
such as sports betting which this study is aimed at.
3.2.3 Case Study Design:
Phase one:
Phase one of the research design was designed to uncover whether social media can affect
growth within the sports betting market, thus providing a theoretical background to the study
and justification for its focus. In order to carry this out, document and journal analysis was
implemented in order to create a database for the three chosen cases; to include as much
information as possible. Reliable sources such as marketing journals (International Journal
of Sport Communication) and social media analysis sites. Each article was analysed with
key points identified and any themes or emerging patterns were highlighted. The database
used in this study is inclusive of studies/articles/documents surrounding the use of social
media by the three organisations chosen.
Phase two:
This phase allowed the identification of the theoretical implications to using social media.
From conducting this phase, areas such as social media strategy, marketing and consumer
behaviour and relationships were uncovered. This nature of identifying these areas were
designed to portray the role in which social media can play within an organisation and how
the development of marketing principles has led to evolving nature of social media. The
analysis of his data was based on grounded theory methodology (Glaser & Strauss, 1967);
which allowed the emergence of trends and areas for interpretation.
Phase three:
From the analysis carried out in phases one and two, the purpose of this research design
was to allow the development of a framework for the data and analysis gathered, ensuring
the aims and objectives were met in order to answer the research question. For this, a
multiple-embedded case study approach was utilised. There were three case studies
constructed to allow the role of social media in their organisation and how it affected growth
to be analysed. This analysis was conducted in phase four of the research design.
Phase four:
The purpose of phase four of the research design was to take the data and previous analysis
gathered in the previous phases, in order to be able to discuss and critically analyse it;
uncovering whether or not growth is affected by social media within sports betting
companies. The three case studies conducted consisted of only secondary data (from
journals, articles etc.) therefore an explanatory case study research approach was
undertaken in order to understand the ‘how’ within the research question of this study
(Maylor & Blackmon, 2005; Yin, 2003).
Phase five:
The chosen methodological design was seen as the most beneficial for this study to be
conducted and allow a contribution to existing research, there was an option to conduct a
larger case study analysis, including more organisations in order to gain extensive detail into

social media in sports betting and a more in-depth analysis. Other methods would have
allowed a greater generalisability to the study, however the chosen approach has allowed for
a more contextual representation.

Chapter 4.
Chapter Overview:
This chapter presents and analyses the key findings of this study. Drawing from the case
study analysis, the chapter seeks to understand the ways in which the chosen sports betting
companies use their social media accounts and the implications it has on their business.
This chapter also seeks to uncover successful and failed attempts made by these
companies to be used for analysis.
4.1 Case Study ONE: PaddyPower
PaddyPower are one of the powerhouses in sports betting and are the market leaders in
terms of social media marketing. From secondary sources of research it is clear that there
was something very unique in the way they operated online. They are a heavily customer
orientated organisation, which has enable them to create a mischievous brand personality,
that is readily available to its customer base and challenges perception via the brands
personality, allowing them to differentiate from the competition. This adaptation of social
media however, creates a paradigm shift in power from the organisation to the customer,
meaning the customer is in control of the engagement with the organisation (Cooke, 2014).
PaddyPower have incorporated the “anywhere, anytime” aspect into their social media
strategy. They do this by adopting a 24-hour/7 days a week approach as this allows them to
be in constant communication with their customers. This enables the organisation to build
strong relationships via social media because they are able to interact with customers in the
customers preferred channel at a time and place that suits them; in fact, the customer is able
to choose how and when they engage with PaddyPower and this leads to more frequent
communication. This is what customers appear to want from an organisations social media
account, a way to interact as if they were having a one-on-on conversation and from this
they have aimed to secure brand loyalty by always being connected to their customer base.
The customer orientated nature of PaddyPower is evidenced in previous campaigns (of
which they can have hundreds running at any one time) on Facebook such as the “We hear
you” strategy, in which they used their social media account to find any issues and then
based a strategy around solving this, thus catering to the customers wants, needs and
desires. From this it is clear that PaddyPower have grasped the understanding of their
market and are capable of delivering quality strategies to match.
The way in which PaddyPower presents itself on social media is unique. They are
mischievous in nature as they are constantly pushing the acceptable boundaries in social
engagement; this differentiation is heavily incorporated in their strategy. It is evident in the
themes of PaddyPower’s social media posts/campaigns, mischievous, disruptive and
controversial; to which they maintain and keep consistent. In doing so, the organisation
creates the perception that they are more of an entertainment brand and a place where the
customer can have fun. It is evident in the way their social media accounts are used that
they portray themselves as more of a singular person communicating, rather than an
organisation pushing sales.
The content of their posts on social media and the personality this creates for their brand is
crucial to the success of PaddyPower, they keep it short, to the point and easy to digest and
because of this some researchers have argued that they have achieved content strategy
perfection (Vale, 2014).

Furthering on from the point of PaddyPower adopting a customer orientated social media
strategy. They encourage social interaction and engagement via constant innovation of their
social media strategy; the creation of apps and online real-money betting games on
Facebook allow them to do this efficiently (Farey-Jones, 2015). PaddyPower use a lot of
customer analytics through their social media platforms in order to further understand their
customers, thus enabling them to listen and act upon current campaign responses, allowing
them to attract new customers and further build on the relationship they hold with current
ones, whilst actively encouraging participation (Corry, 2012).
The way in which PaddyPower measure campaign success is unique as its not solely based
on profit margins. They measure campaign success via media impressions (broadcast,
online and print coverage), but more so on the amount of social buzz a campaign creates.
They can attribute to some of their online success to their early presence in the online and
social media market, they are one of the few organisations that seemed to have anticipated
and planned for digital evolvement, allowing them to gain a competitive advantage
(Lauchlan, 2014).
4.2 Case Study TWO: SkyBet
SkyBet are another giant in sports betting and are heavily involved in social media, making it
one of their key marketing strategies. They use their social media accounts in order to
encourage online sales through the use of traditional marketing methods in an attempt to
attract and retain their customer base. This is carried out through identifying trends and
continuous online development, aswell as making themselves readily available to customers.
SkyBet continue to use traditional push marketing methods as their main social media
strategy in order to attract and retain customers. This push method allows them to highlight
current offers and promotions they have and broadcast it to their customer base. This type of
content is still tailored to their customers, with campaigns such as “New Customer Offers” or
“Existing Customer Offers”. Doing this allows Skybet to develop and maintain their
relationship they have with their customers (Chalwin, 2013).
Thanks to developments in technology social media allows SkyBet to be in constant
communication with their customers. This allows the organisation to change and adapt
strategies based on responses generated to existing ones. This shows a paradigm shift in
power between SkyBet and their customers; with the customer having all the power as they
now choose when and how to interact with an organisation (Chalwin, 2013; Cooke 2014).
Social media is a great tool for analysing a market in order to gets customer feedback on
campaigns, to which SkyBet utilise to identify trends in the market or in consumer behaviour.
This enables them to accommodate to the wants, needs and desires of their customer
(Chalwin, 2013) in order to create high impact social media campaigns and shift focus onto
the quality of these campaigns. In reference to SkyBet’s campaigns, they collaborate with
marketing agencies such as Adobe in order to make use of their analysis tools and services
in order to best tailor campaigns (Adobe Marketing Cloud 2013).

4.3 Case study THREE: Ladbrokes
Ladbrokes are the most recognised sports betting organisation in the market, however they
were later in utilising social media as a marketing tool. They use their social media accounts
in order to develop customer online experience, understand and develop relationships in
order to drive customer satisfaction. There is a notable paradigm shift in power as the
customer becomes more in charge of what they want from an organisation and when they
interact with them.
The building and maintaining of relationships with customers is a key part of Ladbrokes
social media strategy. They adopt an always on online approach so that their customers are
able to contact them whenever required, whilst allowing the organisation to post and push
promotions more frequently. This also enables them to further understand the market in
order to cater to the needs and wants of their customer through targeted marketing
campaigns. With this strategy they are also able to handle and resolve any complaints or
help requests made via social media more efficiently (Benjamin, 2012).
Ladbrokes are investing heavily into technological development aspects of their strategy, as
they were late to react to the change in consumer behaviour of wanting everything online
and easily accessible. This investment aims to move away from being solely focused on
profits and help drive customer satisfaction to which, they incorporate a unique unified
experience across all of their social media platforms. In doing this, it gives the customer a
sense of consistency and validity to their campaigns (Benjamin, 2012) Furthering this they
create specific online content such as quiz’s and polls in order to encourage customer
participation (Admedia, 2014)
4.4 Case Study Summary:
After conducting these three case studies, which allowed an insight into how different
organisations (from within the same market) use their social media accounts to generate
growth, there were key similarities and differences in strategies implemented.
In looking at the three case studies, a key similarity of a heavily customer orientated strategy
emerged. All three cases showed that the customer was at the forefront of their social media
strategies; from acquiring new customers to maintaining existing customers. These
strategies all had similar trends and that was to cater to the needs, wants and desires of
their customer and one of the ways they attempted that was to make themselves readily
available, adopting an “always on” approach. This allowed the customer access to each
organisation via social media anytime and anywhere. This strategy allows the response time
from the organisation to be quicker and more efficient, in hopes to drive customer
satisfaction.
Another similar strategy was targeted content design. In implementing this strategy it allowed
the organisations to create and develop content that was relevant to their customers; as this
would encourage participation and interaction. The targeted approach enabled a more
personal relationship between the organisations and their customers. In doing this it creates
strong, lasting relationships which can be acquitted to brand loyalty; which is vital in such a
saturated market.
There are however, clear differences in strategy as expected from the three case studies. A
key difference would be the way in which each organisation reacted to changing consumer
behaviour. PaddyPower were strongest at this as they had implemented a development
strategy which enabled them to be at the forefront of social media use. SkyBet were more

reactive to the change due to having no strategy in place ready to deal with the surge in
social media usage. Ladbrokes appeared to be the slowest as they have been heavily
investing in technology in order to keep up with their competitors. PaddyPower were
therefore able to utilise the fact they were at the forefront and amass a huge social media
presence compared to their competitors.
The way in which the organisations used their accounts was different, PaddyPower used
their accounts for more entertainment value whereas SkyBet and Ladbrokes used theirs to
push promotions and an aspect of direct selling to their customer. This ties in with the nature
of their social media campaigns, with the mischievous PaddyPower again opting for the
more fun, entertaining approach to social media marketing. This can however be attributed
to a certain unique selling point of each company, as they are all different in nature.

Chapter 5.
Chapter Overview:
This Chapter presents the conclusions of this study, highlighting key points for a successful
social media strategy in order to attain growth. This Chapter discusses future directions for
this study and concludes with recommendations for best practice in using social media.
5.1 Conclusion and recommendations
The use of social media as a marketing tool to affect growth represents a significant
opportunity for organisations, especially within sports marketing. The increasingly evolving
nature of social media along with changes in consumers communication habits has
increased its popularity, it has in effect become word-of-mouth communication within the
digital age; allowing organisations that utilise it to capitalise on the vast customer reach it
possesses.
The use of social media has huge implications for an organisation as it is, for many
consumers, the most visible aspect of a brand. Those that are effective in the use of their
social media can create a strong persona that consumers can identify with, encourage
interaction and are able to develop customer relationships that drive brand loyalty. However
not all social media interactions are of a positive nature the wrong campaign; careless use of
words, failing to understand your consumers or not being in tune with consumer sentiment
can damage a brand; fortunately there are ways in which negative implications can be
remedied. From research carried out within the case studies, there are two approaches in
which social media marketing can drive business growth. The first is to use accounts to
create a brand persona that consumers can identify with, is engaging and delivers a benefit
such as entertainment, a sense of fun, or provides something that consumers can share with
their friends. This is the approach that PaddyPower have enjoyed great success from
following; this success being measured in regards to social buzz and online activity. The
other approach would be the way in which SkyBet and Ladbrokes use their accounts as a
media channel primarily for promotional purposes; being able to communicate offers directly
to their audience anytime and anywhere. Both of these approaches serve the purpose of
attaining growth and outlined within the case studies have had aspects of success.
The advancement of social media allows organisations to communicate with their customers
on a constant basis and on a much more personal level as the social media users are
sharing useful personal information; their preferences, likes and dislikes and their location to
name a few. Organisations can use this information to drive their relationship marketing on
a much more personal level and deliver content that is more relevant to create and maintain
strong relationships. In a saturated market, such as Sports Betting customer retention is key
as there are many competitors for customers to choose from. Strong relationships will drive
brand loyalty, and ultimately advocacy, so are a key goal for successful organisations.
Social Media Marketing and relationship Marketing can work hand-in-hand to drive not just
acquisition of new customers but the development of loyal customers that are often the
primary source of business revenue.
Successful organisations have understood that social media, the proliferation of digital
devices and a change in consumer’s media consumption has created a paradigm shift
towards the customer holding the power within the relationship. It is now the customer who

can pick and choose the time and place that is most convenient for them to engage and
interact with an organisation, they have the freedom to move quickly between competitors
and can, through social media, express their dissatisfaction with an organisation to
thousands of followers within a few seconds In this era of customer empowerment
organisations must be creative and considered in their use of social media, the persona they
create and the campaigns they deliver in order to encourage consumers to engage with
them and ultimately spend with them"
5.2 Contribution to Knowledge:
As previously mentioned throughout this study, social media has been described as a new
marketing concept by fellow researchers and academics. This has led to discussions
surrounding the definition of the term. This study has sought to uncover a new definition for
the term In order to allow future researchers to continue and expand upon. From this study
we take the definition “social media can be defined as an online platform created for and
used by regular people to freely use, express, publish and access information anywhere and
anytime.” And add in “and organisations” to create the definition, social media can be
defined as an online platform created for and used by regular people and organisations to
freely use, express, publish and access information anywhere and anytime. This addition to
the definition is due to this research specifically focusing on the way an organisation uses its
social media accounts and therefore it means that it’s not just “people” as a singularity that
are using it.
5.3 Future Direction:
If this study was to be taken further or conducted in a different manner, the use of primary
research would be a worthy addition. This would be to gain an understanding from the
industry experts or a business representative through interviews. This would add to the
existing knowledge gained and could even shape it further in hopes to narrow down a
specific answer.

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7.0 Appendices:
Appendix A: PaddyPower Case Study Database Notes
Linkhumans.com “How PaddyPower uses social media”
- Use social media to entertain their target market
- Short, to the point and easily digestible content – some researchers believe they
have achieved content strategy perfection
- Have amassed great understanding of their market
- Interact with users of a personal level; the use of twitter allowing them to become
more frequent in engagement
- Adopt an open, friendly natured online persona that interacts with consumers as they
are a person not an organisation, being called “Paddy”
- Themes of their social media campaigns are consistent; Mischief (generates social
buzz), disruptive (putting their own spin on a story) and controversy (constantly
pushing the boundaries)
- Measure their campaign success via media coverage (broadcast, online and print)
aswell as how much social buzz is created on social media
- Most say their strategy is the “winning formula to social media”
Marketing Magazine; Daniel Forey-Jones (2015) “Paddy’s record results show the power of
marketing”
- PaddyPower claim a 28% growth in online customer acquisition
- They push the boundaries in social engagement
- World Cup publicity stunt and Stephen Hawkins’ study generated around 148,000
new online customers in under 4 weeks
- Rainbow laces campaign for homosexual footballers; generated double the amount
of social media impressions
- Did have to shut down/rename in-play betting games on Facebook
Taylorherring.com “Skyjacking the Ryder Cup: PaddyPower take twitter to the skies
- Ryder Cup ambush – putting customer tweets into the sky via planes; visible to
millions
- “sky tweeting became the most successful ambush marketing campaign ever”
- This stunt trended on twitter twice – over 68,000 mentions
- Increased social footprint by 3.6%
SBC Case Study: Sam Cooke (2014) “PaddyPower – social inspection”
- Use social media to entertain and shock customers
- Use twitter to engage more frequently and promote betting promotions
- Main focus is online marketing – development of apps allows a reach to an extensive
audience
- 2008-2012 online betting industry rose in value by 80%
- Aim for brand loyalty, completely connected to consumers via social media
- Innovative nature to their social media strategy – real money betting game on
Facebook – encouraging social interaction
- Often controversial, which is ideal for PaddyPower as they view all media as good
media whether its of a positive/negative nature doesn’t matter to them
- Embraced the digital world quicker and more efficient than their rivals

David Moth @ Econsultancy
- Marketing strategy is aimed to be of a controversial nature
- Constantly innovating their marketing strategy
- View themselves as an entertainment brand
- Measure effectiveness via media coverage across all platforms
- Have failed attempts at campaigns
- SEE CHART FOR DETAILS
John Divitt (2012)
- They set clear goals; aren’t afraid to fail
- Supported by experts
- Aim to target the right consumer at the right time to get them to convert
- Accept that being social is about being social
- They stay on top of their product and expect change constantly
- Use social media as a marketing partner in order to leverage their consumer studies
- Built a strategy around social engagement
- Listen and act upon consumer responses to their current campaigns (understanding
of their market)
Will Corry (2012) “PaddyPower’s approach to paid social – goals set and where social fits
into their marketing mix”
- Helped by partnering with marketing agencies in order to design and execute a
campaign
- Can have hundreds of campaigns running at once
Creative Brief: Crispin Porter & Bogusky
- Mischievous in nature
- Gives the punters a voice in a saturated market to target their wants and needs
- “We hear You” slogan
- Have enjoyed an increased amount of online growth and follower/like counts
Stuart Lauchlan (2014): “PaddyPower’s digital marketing gamble scores in World Cup
campaign”
- Focused on securing and maintaining customers
- Heavy use of customer analytics
- Focus on social media outreach
- Got involved and planned for digital evolvement leading them to be successful in the
multi-channel world
Andy Vale (2014): “PaddyPower: hard work behind the most fun job in social media”
- Constantly having trending topics
- Base campaigns around what consumers are talking about/relating to/mega sporting
events
- Adopts an always on approach (24/7)
- Work around the clock to create content based on breaking news
ADMEDIA:

- Not just an online business, they do have domestic campaigns in operation in high
street stores and other local areas in order to encourage the use of their online
aspects.
Appendix B: SkyBet Case Study Database Notes
Marketing Magazine; Emma Chalwin (2013) “customers are king in the digital world”
- Use social media to identify trends
- Respond via social media – create close relationships
- Tailor their content
- Development of apps and social media pages
- Used to attract and maintain customers for low costs
- Target high impact social campaigns allowing a focus on content quality
- Always available
Adobe Marketing Cloud:
- Uses traditional marketing to drive new customer traffic to online
- Reacted to changes in consumer behaviour
- Campaigns for new customers and the retention of existing ones
- Incorporate the use of Adobe solutions and Adobe social – use the data from these
to create campaigns
Appendix C: Ladbrokes Case Study Database Notes
Content marketing association:
- Creating new campaigns in order to get consumers to interact online with them (via
quiz’s and polls)
Aditi technologies and Ladbrokes: “Digital transformation case study)
- Anytime anywhere approach
- Ability to constantly release content
- Improve quality
- Unified experience across all platforms
- Understanding customer behaviour
- Build relationships
- Resolve complaints quicker and more efficient
- Personalise content
- Enjoy global online growth
“Ladbrokes corporate responsibility report 2013)
- Understand customer satisfaction
- Heavily invest in technology specialists in order to understand online product better
- Drive customer experience
- Continued development online
- Create relatable campaigns
Marketing magazine: Kim Benjamin (2012) “Brand health check: Ladbrokes”
- Slower to catch up in the digital and online era
- Has been costly to implement in the start-up
- Retention scheme is solely focused on price/odds

- Remedy: engage more via social media – encourage online play rather than high-
street shops
- Understand the changing nature of its customer
- Remedy: focus on differentiation – analyse the target market more efficiently –
encourage a more lively innovative nature.

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