A presentation I put together to show how to grow professional lacrosse from a niche sport to a legitimate professional form of sports entertainment.

1. 5 Year Strategic Marketing Plan
6.21.16

2. CORE
VALUES
• The Five Year Strategic Marketing Plan (or Brand Advancement Plan) is a comprehensive plan
developed to guide MLL’s marketing strategy and programs over the next five years, aimed at
boosting attendance, brand awareness and overall League/Team revenues.
• The plan is strategically responsive to the growth of the lacrosse community as well as the
expansion and growth of the League. The plan is in alignment with the overall mission and
vision of Major League Lacrosse.
• The overall goal of this plan is to promote increased attendance, viewership and overall brand
awareness of Major League Lacrosse.
• This Strategic Marketing Plan is a key component of MLL’s overall Business Plan and serves as
a road map for annually developed work plans that detail the specific tactics designed to
advance MLL’s key marketing mission and objective:
– Marketing Mission: Develop and maintain marketing programs—in partnership with MLL
team—that keep MLL top-of-mind as a premier lacrosse league and highly regarded form of
sports entertainment.
– Marketing Objective: Maintain and increase attendance/viewership and fan engagement.
• The Five Year Strategic Marketing Plan will guide MLL’s efforts in optimizing our budget in
years to come, while providing the necessary research and context to decide budget
allocations to specific marketing programs and local team markets.
PURPOSE
The Need For a Plan…
FOUNDATION
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
METRICS/
ANALYTICS
VISION
& MISSION

3. CORE
VALUES
PURPOSE
FOUNDATION
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
VISION
& MISSION
MLL S.W.O.T.
Strengths Weakness
Threats Opportunities
S W
OT
• Authenticity. The MLL brand
represents real lacrosse for real
lacrosse fans.
• Avidity. Consumers love the game,
and go out there way to go to games.
• Our fans are loyal.
• Professional. Consumers show the
same characteristics of professional
fans. Love the action, crave stats,
tailgate with others, want autographs
and will purchase merchandise if
given the opportunity to do so.
• Current content offer is weak and
doesn’t portray the brand attributes in
an exciting or compelling manner.
• .
• Fans are looking for MORE engagement,
information and overall VIP treatment
and we just aren’t providing it to them.
• Reach out to local middle, high school
athletes college and clubs with block
ticket offers and fan packages to sell
blocks of tickets and expand the
demographics.
• Celebrate players on each team, highlight
their stats, their match-ups with other
players on opposing teams each week.
• Create new and exciting content from the
game play, beyond the actually games.
Slo-mo, drone, specific plays and alike
brings to life the true excitement of the
games.
• Consumers go to games but haven’t
made the leap to fully supporting their
teams with season tickets.
• Game attendance is a one-off
occasion. They love the game but go very
infrequently.
• Consumers show willingness to go to
games only on the weekend, specifically
Saturdays. All other times may be
implied to be too inconvenient.
Strengths
Weaknesses
Opportunities
Threats
METRICS/
ANALYTICS

4. PURPOSE
FOUNDATION
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
At the conclusion of the 2015 season, before any future marketing strategy was discussed, we
sought to determine the guiding principles that will dictate our actions in achieving our business
goals. After a number of exercises and internal discussions, the following 5 MLL core values were
established:
TRADITION
We pay homage to the origins and legacy of the sport of lacrosse.
We seek to honor its heritage through integrity and courage.
COMMUNITY
We cultivate an all-inclusive environment that always prioritizes
solidarity, loyalty, and support. We encourage anyone and
everyone to share in and enjoy the lacrosse culture.
PASSION
We are dedicated to inspiring intensity and enthusiasm both on
and off the field. We emphasize a love of the game, hard work,
and a strong desire to succeed.
FEARLESSNESS
We are not afraid to fight for what we believe in or make
mistakes. We pursue opportunities boldly, lead by example,
and do the right thing no matter how difficult.
INNOVATION
We constantly seek to enrich and elevate the game of lacrosse.
through creativity and progressive thinking. We embrace change and strive to be different.
CORE
VALUES
Establishing Our MLL Core Values…
EXECUTIVE
SUMMARY
VISION
& MISSION
METRICS/
ANALYTICS

5. CORE
VALUES
PURPOSE
FOUNDATION
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
From the Core Values exercise we also set out to
establish a long term vision:
To establish the MLL brand as a legitimate
presence in the highly competitive landscape of
professional sports and to grow the popularity of
the game itself at every level.
Concluding with a short term mission:
To provide an alternative entertainment option
with a unique fan experience built around
excitement, camaraderie, and the top lacrosse
talent in the world.
VISION
& MISSION
The Vision and Mission…
EXECUTIVE
SUMMARY
METRICS/
ANALYTICS

6. CORE
VALUES
FOUNDATION
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
Step 1: Reorganization
The goal is to re-focus our efforts. In order to better achieve future marketing success, we reorganized our titles along with
roles and responsibilities.
Marketing Content Specialist: The role is tasked with growing website content and managing social media strategy.
KPI’s include; increasing website traffic, social media followers, and expanding overall communication reach of MLL.
Special Events Manager: The role is responsible for enhancing MLL events in both overall experience and revenue.
Focus events are the Collegiate Draft, All-Star Game, Semi-finals and MLL Championship. These key events give MLL
an opportunity to create a fan for life through creating memorable experiences.
These two marketing positions represent an organizational foundation to better engage and excite our fans.
Step 2: Infrastructure Upgrades
Through a number of software upgrades we’ll now be able to enhance our fans’ digital experience, while improving data
collection.
Website: Through our development partner View Lift, we’re creating a website with user experience and data
acquisition at the forefront. With a new responsive design and modern ad serving platform, the website will be
better source of information as well as revenue. MLL fans will have greater access to information and content
while creating a better platform to grow revenue through ticket sales, digital advertising and sponsorship. MLL will
gain from having a better analytical tool to reference when talking to existing and potential sponsors.
Hubspot: The League has implemented HubSpot, an inbound marketing software platform that helps us attract
and acquire fans, convert leads, and close customers. Hubspot allows us to better understand and speak to our
fans.
PURPOSE
Building a Foundation…
VISION
& MISSION
METRICS/
ANALYTICS

7. CORE
VALUES
FOUNDATION
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
PURPOSE
Step 2: Infrastructure Upgrades cont’d
Mobile App: Through our a new development partner FanReact. FanReact is a sports social media mobile
application that will allow MLL fans to talk about the games and upload reaction videos and photos of
themselves with friends and family as the game unfolds. The app will be totally white labeled to appear
as a proprietary MLL app and will offer call to actions like ticket and merchandise purchase opportunities
as well as game reminders via push notifications.
MLL Intranet: With an ever evolving League and team landscape, MLL will look to implement an internal
communication and file sharing portal to share League information and resources among team
employees. The portal will house event calendars, manuals, policies and procedures, and training
documentation.
Step 3: Start Collecting Data
2016 Fan Survey: We have issued our first fan focused our first league wide distributed marketing
research survey. The survey is an effort to begin to try and get a deeper understanding of the MLL fan
and how we can better serve them. The questions were developed internally according where we felt
data was most lacking. We plan to make this an annual occurrence in addition to an ongoing effort to
acquire more fan data.
Step 4: Ensuring the Success of LAX Sports Network
LAX Sports Network: The launch of LSN represents a wide open opportunity to provide lacrosse fans
with better MLL content and is a platform for MLL teams, players and coaches to be seen and heard. The
emerging medium that is OTT offers an abundance of content for our MLL fans to consume. We do
however need to have an aligned strategy that is focused on driving subscriptions, but also understands
that consumers need to be nurtured toward the sign up decision with content that makes want more.
Building a Foundation…
VISION
& MISSION
METRICS/
ANALYTICS

8. CORE
VALUES
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
TRENDS
&
IMPLICATIONS
PURPOSE
FOUNDATION
What are we up against…
VISION
& MISSION
Trends Implications
Digital proliferation is on the rise—as is access to diverse
content types.
MLL should consider digital experience, when designing
online strategies. Developing content specific to
audience is key to inspiring usage and engaging
consumers with the MLL brand.
Internet consumption is going mobile and will continue to
fragment.
MLL’s rich content needs to be accessible across a range
of devices, but more importantly, live in a range of
places so it can be relevant to users wherever and
whenever they want to access content.
Social media is driving Internet growth, engagement and
preference—via its push and pull of content generation
and consumption.
MLL’s brand should be one that inspires. MLL should
strive to be the lacrosse community thought leader. By
finding ways to tap into this inspiration and encourage
feedback and content-generation, MLL will grow the
brand. User generated content is poised to become a
dominant content category in the social media space.
Fans enjoy sharing their experiences via photo uploads
and social media posts —all of which create word of
mouth desire among the fans.
Use of consumer and behavioral data has fully expanded
to sports entertainment industry.
In order to keep up with a fast moving consumer,
available data must be up to the minute
METRICS/
ANALYTICS

9. CORE
VALUES
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
PURPOSE
FOUNDATION
• MLL will place great importance on research, data and evaluation.
• Research and program evaluation is critical in developing a credible
strategic marketing plan.
• Measuring the success of our brand advertising campaigns, MLL website(s),
and MLL contracts with third-party vendors will help to evaluate the
awareness of each campaign, how each influences consumers’ perceptions
of MLL as an entertainment option, how each impacts eventual
attendance, content engagement, and campaign ROI.
• Sharing and aggregating all league and team data must happen in order to
succeed as a whole.
• Investing in a leaguewide data management platform or tool to manage
and utilize our data is critical to executing effective sales and marketing
strategies.
• Metrics and data directly related to MLL marketing programming through
2020, such as engagement, brand awareness, incremental attendance, and
spend and ROI from advertising campaigns will be heavily evaluated.
• MLL will also continue to monitor other League and entertainment industry
learnings, the industry analytics that directly relate to MLL’s mission to
provide an alternative entertainment option.
VISION
& MISSION
TRENDS
&
IMPLICATIONS
MEASURING AND EVALUATING IT ALL…
METRICS/
ANALYTICS

10. CORE
VALUES
EXECUTIVE
SUMMARY
CORE
OBJECTIVES
PURPOSE
FOUNDATION
VISION
& MISSION
TRENDS
&
IMPLICATIONS
• The Five-Year Strategic Marketing Plan creates a “road map” for MLL’s annual
marketing strategy plans over the next five years, which take these objectives and
strategies and attach tactics and budgets.
• The plan builds on the momentum of the 2015 off season by taking what MLL has
learned and leveraging it into objectives and strategies that optimize marketing spend
at the League and Team level, while providing the necessary research and context to
maximize efficiency and integration within the constraints of a fixed budget.
• The overarching goal of the 2016–2020 plan is to enrich the MLL brand by both
broadening the reach to a new target customers, but also deepening the connection
with our core MLL fan and to inspire them to be brand ambassadors to friends and
family.
• The Five-Year Strategic Marketing Plan will guide MLL staff and committees as they
develop tactical annual work plans for specific marketing programs and international
efforts with precise budgets and metrics. With a static budget, MLL will establish
annual spending priorities and make adjustments, based on the overall ROI of each of
these programs and in the context of the current environment. Additionally, MLL sees
the Strategic Marketing Plan as an important resource for existing and expansion
teams.
• Each of the objective and strategy sections conveys the priorities for MLL’s work in the
coming five years, much of which will engage and involve the lacrosse community and
sponsorship partners.
• Well defined annual MLL marketing plans will give staff tactical guidelines on programs
and metrics, incorporating refinements from the previous year.
Executive Summary…
METRICS/
ANALYTICS

11. CORE
VALUES
CORE
OBJECTIVES
PURPOSE
FOUNDATION
VISION
& MISSION
TRENDS
&
IMPLICATIONS
EXECUTIVE
SUMMARY
The plan’s new strategic framework builds on the core values and sports
entertainment environment, focusing efforts on four key objectives and
corresponding strategies:
1) BRAND: Enrich the MLL brand while growing overall brand awareness.
2) PLATFORM: Strengthen the MLL marketing platform while creating an
overarching MLL marketing rally cry.
3) ENGAGE: Deepen fan engagement and experience.
4) EXPAND: Grow the core fan base beyond endemic lacrosse community.
These objectives form the backbone of the Five-Year Strategic Marketing Plan.
The primary goal of these objectives is to increase revenue, attendance,
viewership and awareness.
The framework and strategies in this new plan take advantage of rapidly
emerging new media technologies and aim to help maintain or amplify MLL’s
marketing effectiveness without additional dollars. This involves continuing to
measure ROI and using it to streamline efforts, keeping high-return programs
and replacing underperforming ones.
Core Objectives…
METRICS/
ANALYTICS

12. Objective 1: BRAND
Advance the MLL BRAND while growing overall brand awareness. Expand the MLL brand to increase its connection to fans and to inspire the desire to attend games. In 2016, MLL will set out
to develop the MLL Brand Platform through a number of research exercises. In addition to the developing the brand platform, MLL will develop a core umbrella campaign, to leverage these
developments and strengthen learnings. Over the next five years, the core umbrella programs will aim at increasing awareness of MLL’s key events, leveraging the unique attributes and
appeal of MLL’s teams.
STRATEGIES YEAR 1: 2016 YEAR 2: 2017 YEAR 3: 2018 YEAR 4: 2019 YEAR 5: 2020
RE-ESTABLISH, GROW and
MONITOR the MLL brand.
Establish CORE VALUES, VISION
and MISSION STATEMENTS.
Bring about CONSISTENCY and
QUALITY in all league-wide
outbound communication.
Look to support and develop
MLL player personal brands to
increase their connection to
consumers and ultimately,
create DESIRE to attend games.
Continue to focus on
consistency and quality while
growing the brand’s footprint
MLL tone-of-voice should begin
to take shape and be obvious.
BRAND PILLARS should begin to
be instituted.
POSITION MLL as the PREMIER
thought leader in the sport of
lacrosse. Solidify MLL as home
to HIGHEST LEVEL of lacrosse in
the world.
Continue to INFLUENCE
consumers at the highest level.
Focus on establishing BRAND
attributes that speak to non
lacrosse audience. New for this
BRAND expansion plan is
tracking of MLL’s BRAND VALUE
and the evolution of the BRAND
on four basic levels:
RELEAVANCE,
DIFFERENTIATION, ESTEEM
AND KNOWLEDGE.
Monitor MLL BRAND VITALITY.
Programs should be that designed
to drive brand vitality and brand
consumption, connecting with
consumers on a more frequent
basis, and within and outside of the
lacrosse community. Put
measurement and tracking
mechanisms into the research
program of work. MLL BRAND
should begin to transcend the
lacrosse category.
MEDIA: This objective will be
supported by a MEDIA and
content strategy that focuses
on proven new programs
such as brand advertising
(online, offline), utilizing
layered messaging and MEDIA
(traditional and new).
.
Begin to expand content.
Explore BRAND advertising
(online, offline) for marque
events. Integrate social media
strategy and developing best
practices. Begin to utilize
consistent layered messaging
and MEDIA (traditional and
new). Utilize analytics tools for
real-time measurement and
segmentation of web vs mobile,
customer transaction data for
higher conversion and ROI.
Preserve successful MEDIA and CONTENT tactics (layered media and messaging) while launching new initiatives.
Begin to create more in house
produced content that is
focused on MLL players
(example: behind the scenes,
day in the life, all access, etc).
Focus on ALIGNMENT of offline
and digital program of work.
Analyze spend to ensure
optimal MEDIA mix.
Reassess STRATEGIC TARGET
based on demographic trends
and data. Conduct REPEAT
VISITATION RESEARCH to
evaluate targeting strategy.
Create inspiration and desire to
fuel attendance, engagement,
revenue/ROI, and BRAND
AWARENESS.
Evaluate the success of video
content initiatives. Find new
ways to measure brand success
and stimulate growth.
Measuring Brand Consumption
will require adaption of the
overall program ROI studies.
Review BRAND CREATIVE in light of
League growth and research
results.
PARTNERSHIPS: Expand MLL
BRAND through strategic
partnerships that broaden
reach and influence. Develop a
PARTNERSHIP strategy that
fosters alliances with non-
lacrosse brands, broadening
associations of the MLL
lifestyle.
Establish ANCHOR
PARTNERSHIPS (Concussion
Legacy Foundation, You Can
Play, Shootout for Soldiers,
HEADstrong, TLN).
Evaluate previous year’s
STRATEGIC PARTNERSHIPS for
efficiency and success. Focus on
development of NON ENDEMIC
PARTNERSHIPS. (American
Cancer Society)
EXPAND NON ENDEMIC
PARTNERSHIPS into national
advertising initiatives (retail,
apparel, technology).
Invest in ENTERTAINMENT partnerships that provide more reach and
ticket sales opportunities.
METRICS Brand awareness, advertising success, incremental MLL consumer spending, increased ROI , BRAND vitality metrics, MLL website(s) traffic

13. Objective 2: PLATFORM
Expand MLL marketing PLATFORM while creating an overarching MLL marketing rally cry. Take advantage of MLL’s position as the premier lacrosse league to promote all of
MLL and create a platform that drives and supports marketing investment
STRATEGIES YEAR 1: 2016 YEAR 2: 2017 YEAR 3: 2018 YEAR 4: 2019 YEAR 5: 2020
ADVERTISING AND BRAND:
Deploy an ADVERTISING
STRATEGY that builds a GLOBAL
brand platform, that can be
LOCALLY executed at the team
level. Create programs that
generate economies of scale,
both at the League and Team
level.
Explore BRAND advertising
(online, offline) for marque
events. Roll out MLL BRAND
BOOK for consistent league-
wide branding of most frequent
messaging.
Continue to deploy ADVERTISING at local Team level and key event markets to create awareness of the MLL BRAND.
Launch INTEGRATED
MARKETING PROGRAMS
(bought, owned, earned and
shared programs). Conduct
RESEARCH to reaffirm
messaging pillars and evaluate
entertainment decision
motivators.
Establish MLL MARKETING MIX:
Provide fans with a more
meaningful brand experience
across their lifecycle. Marketing
Mix Initiatives: TV advertising,
magazines, cooperative print
advertising and MLL
publications, websites, social
media, branded content
integration, public relations and
added value.
REFRESH BRAND creative. Both MARKETING MIX and
BUDGET should now be fully
established.
MESSAGE PLATFORMS: Create
four message platforms that
will drive MLL communication.
MESSAGE PLATFORMS should
conform with MLL core values
as well as mission and vision..
Begin to test MESSAGE
PLATFORMS within the season.
Examples may include: MUSIC,
EXCITEMENT, EDUCATION,
FANS.
MESSAGE PLATFORMS should
be solidified and begin to take
form within the MARKETING
MIX.
MARKETING SEGMENTATION
should now be taking place
where appropriate MESSAGE
PLATFORM is aimed at specific
target consumer.
MARKETING AUTOMATION
should be utilized where ever
possible.
Evaluate MESSAGE PLATFORMS
as well as integration,
execution and synergies.
Introduce refreshed MESSAGE
PLATFORM to match growth of
League.
RESEARCH: Institute a league-
wide strategy to acquire more
DATA and learnings. DATA and
LEARNINGS will fuel consumer
insight as well as SPONSORSHIP
interest.
Implement better DATA
MEASUREMENT technologies;
new website, Hubspot, mobile
app, Google Analytics.
Release 2016 Fan Survey.
Continue to survey and poll fan
base.
Acquire more fact based demographic data around the lacrosse consumer. Invest in analytics tool like SAS to accumulate a data warehouse.
Larger demographic research will need to be administered to create more accurate buyer personas. Become more predictive with our analysis
and strategies.
METRICS Metrics: Increased website traffic, enhanced business intelligence data, email database, social media followers, sales conversion metrics.

14. potential MLL fans during every stage of the travel cycle.
STRATEGIES YEAR 1: 2016 YEAR 2: 2017 YEAR 3: 2018 YEAR 4: 2019 YEAR 5: 2020
CONTENT: Bring the MLL
BRAND to life through the use
of compelling content and
video assets.
Establish consistent voice and
theme regarding CONTENT
while incorporating graphics
and VIDEO CONTENT. Focus on
game related CONTENT, facts,
and increasing spotlight on
Teams and team content.
Explore new content
opportunities and look to
showcase player personalities.
Grow following through all
levels of the game – build
connection between high
school to college to MLL.
Produce mainstream CONTENT
that can be distributed locally
and nationally (intriguing
stories, VIDEO CONTENT
involving players and
campaigns, etc.). Utilize
partnerships and sponsors for
organic CONTENT.
*FIL World Games - Explore
growth in lacrosse and
influence on/ because of MLL
Incorporate growth of Lax
Sports Network with CONTENT
and PARTNERSHIPS. Intertwine
all levels of CONTENT (stats,
personal stories, news) to
reinforce credibility and
consistency.
Be proficient at analyzing fan
data to produce appropriate
content – focus on retaining the
established youth fans as they
age.
Total commitment to analytic
recruitment and engagement
strategy.
Best in class lacrosse content
provider.
*Olympic year – Explore growth in
lacrosse and influence on/
because of MLL.
DISTRIBUTION: Distribute
CONTENT through multiple
channels (publications, web
site, email, mobile, social media
and face-to-face
communication; grass roots) in
order to reach consumers at all
aspects of their lifecycle.
Develop and implement
distribution schedule for all
team and league related
CONTENT/ news across
channels. Focus on mobile
platforms and being accessible
through mobile. Utilize
analytics to MEASURE open
rate and CONTENT
ENGAGMENT. Incorporate
promoted ads and banners on
social media to increase
following and traction .
Full migration to mobile
content and focus on being
mobile friendly. Utilize analytics
to MEASURE open rate,
ENGAGEMENT and relation to
revenue streams, such as
merchandise and ticket sales.
Build stronger relationships
with lacrosse-specific MEDIA
and engage broader MEDIA
markets and personnel.
Incorporate analytics and
platforms (SAS, Hubspot,
Sprinklr, etc) to measure
effectiveness and reach. Re-
assess distribution schedule
and adapt. Expand into non-
lacrosse specific markets and
distribution channels. Look to
other sport leagues for best
practices and techniques.
Have firmly established
distribution channels and
timelines unique to consumer
demographics (social, print,
email, etc.). 10-25% of revenue
streams should be referred
from email and social media
campaigns.
Look to establish mainstream
distribution channels and
partnerships in order to further
build reach and following.
Proficient in understanding and
using website and distribution
analytics. Use this information in
adaption and strategy (website set
up, timing, color schemes, etc).
SOCIAL MEDIA: Incorporate
SOCIAL MEDIA best practices to
raise AWARENESS, INSPIRE Fans
to SHARE their EXPERIENCES
and promote consumer
LOYALTY.
Establish voice on SOCIAL
MEDIA and focus on 4 main
pillars: CONTENT,
CONSISTENCY, AUTHENTICITY
and RESPONSIVENESS. Utilize
analytics for measurement on
ENGAGEMENT, REACH and
GROWTH.
Ensure that all Teams and
League have an established
online, mobile and social tone
of voice and presence. Further
utilize analytics to improve
effectiveness and efficiency of
social media practices. Reach
out to new fan bases and focus
on public moments worth
sharing. Own the second
screen for MLL related news.
Personalized emails.
Segment communication where
ever possible. Engage with fans
through new social media
platforms and opportunities –
Snapchat Stories, new
applications.
Explore avenues for in-game
social media techniques for
increasing engagement.
Use FIL World Games to
establish global voice and
presence in regards to social
media communications.
Measuring consumption,
engagement and growth will
require overall ROI and analytic
software – 3 year look back.
Analyze the established
connection between email
database social media and
revenue streams.
Utilize established social media
platforms and engage with new
platforms- expand reach to new
fans through established platforms
(Pinterest, Google+) and through
new platforms. Increase social
media referrals to revenue
streams from the previous year
(5% increase or higher)
Incorporate Olympic games into
content and national/global reach

15. Objective 4: EXPAND
EXPAND the MLL core fan base beyond endemic lacrosse community by increasing its connection to new consumers and create desire to attend games.
STRATEGIES YEAR 1: 2016 YEAR 2: 2017 YEAR 3: 2018 YEAR 4: 2019 YEAR 5: 2020
EXPANSION MARKETING: Use
MLL neutral venue marquee
games like All-Star Game, Semis
and Championship to test and
seed new markets.
Increase LOCAL level marketing
of MLL marquee games through
advertising and LOCAL
partnerships; lacrosse camps,
clubs, sports authorities,
business sponsorships, etc.
Expand EXPERIENTIAL strategy.
Identify high traffic, lacrosse
focused events and establish a
presence. Leverage existing
PARTNERSHIPS to establish 3rd
party BRANDING at more
national events and youth
tournaments.
Roll out a GRASSROOTS
program to create turn-key
youth activation programing.
Similar to “NFL Play 60”, create
a model that can be MLL
branded but locally activated
by MLL players or youth
organizations. Maintain reach
in previously visited markets.
Continue to expand alternative
revenue streams that leverage
MLL CREDIBILITY; lacrosse
camps, seminars, etc.
MLL should be fully NATIONAL in
their marketing by now. League
should be expanded to 16 teams
and be totally coast-to-coast.
BIG GAMES = BIG EVENTS:
Position All-Star Game, Semis
and Championship as the MLL’s
biggest spotlight events.
Special Events Strategies:
Gradually grow ticket sales,
sponsorships sold, and venue
size over the next five years to
put MLL special events on par
and beyond the highest
attended NCAA Final Four
Lacrosse events.
Increase in-game marketing
and entertainment offerings to
increase exposure of events to
help separate MLL as the
pinnacle of MLL play.
Expand the All-Star and
Championship offerings into a
3-day event. Expose more
consumers to our brand and
the sport of lacrosse. Grow the
semi-finals into a 2-day event
to help saturate chosen
markets ..
Continue to expand the events during and around the event to
increase the FAN EXPERIENCE. Example: Fan zone, pre-parties,
media events, etc.
Ultimately by 2020 the goal is to
make MLL special events the
PREMIER destination for the
highest in quality in lacrosse
events nationally.
EARNED MEDIA: Deploy an
earned media strategy that
uses online and offline press
(bloggers, etc.) to carry a
credible brand message to a
broader audience.
Roll out a more aggressive
EARNED MEDIA strategy
focused on more mainstream
publications and MEDIA
exposure.
Broaden reach of EARNED
MEDIA through strategic
outreach to NON TRADITIONAL
MEDIA.
PR and Communication should now be fully focused beyond the lacrosse media walls. All important
information and stories with potential for mainstream traction should be given the best possible
distribution opportunity. MLL should be in the conversation when ever the high level lacrosse is discussed.
MLL players should start to be more visible as well.
METRICS TV broadcast availability, local and national media coverage, ticket sales/attendance, advertising awareness , ROI, website traffic

16. Thank You