MBA_Marketing_Task_2_99090690_McGeeney

MARKETING MANAGEMENT SBMA7102D
STUDENT No: 99090690 SUBMISSION DATE:10 AUG2016
MBA
MARKETING MANAGEMENT
SBMA7102D
ASSESSMENT COMPONENT 2
Student Name: Eόin McGeeney
Student No: 99090690
Lecturer: Huw Thomas
Submission Date: Mon 10 Aug 2016

BOYLE SPORTS: AN ASSESSMENT OF SEGMENTATION THROUGH A
MARKETING PLATFORM IN THE SPORTS BETTING INDUSTRY.
Boyle Sports in Context
Boyle Sports is an independent Irish Bookmakers established in 1989 as a single bookmakers
shop. Since then it has grown significantly reacting to changes in gambling legislation and
gambling habits. It has capitalised through the development of an online gambling presence
and through the acquisition from 2011 onwards of bookmaking shops from competitors
Celtic Bookmakers and Ladbrookes, who both became overstretched during the global
financial crisis. Presently it has a footprint of 210 branches in the Republic of Ireland, a
phone betting service, 7 separate online gambling platforms inclusive of targeted interests in
Germany, Spain and Sweden this is headed up by 1,700 employees.
Like others in the industry Boyle Sports had developed to become a multiplatform
bookmaker. There are a number of larger more dominant companies that have well-
established and broader customer bases to Boyle Sports. The leading example of a successful
company offering online gambling is Paddy Power (from here referred to as PP). The
company is as well known for its product as for its timely and unconventional marketing
campaigns. The identification of PP allows some direct comparisons to marketing style and
strategies with Boyle Sports, however the spectrum of gambling activity associated with both
companies is too broad for an investigation of this sort. The breadth of customer interfaces
available through bookmakers’ is acknowledged but presents too great of individual
marketing artefacts. I have decided to focus on the marketing of a single platform in greater
context matched to Boyle Sports marketing of sports betting. This type of betting is
dominated by horse racing, greyhound racing and football, the favoured sports for betting
(Constantinou & Fenton, 2016).
Boyle Sports have comparable marketing artefacts to other bookmakers, such as email
and web advertising, which are accessible for the examination of this paper. Sports betting is
available both in stores and through online platforms. The greatest revenue for online
bookmakers is through gaming betting (Newell, 2015) rather than sports betting, however
online sports betting is often the first point of contact for new customers and contributes to

the greatest betting activity (Hing et al, 2016). High Street sports’ betting is Boyle Sports
business origin and continues to represent an important element of the Boyle Sports business
model despite the company’s expansion into other gambling platforms. The first contact with
new customers can often be attributed to the efforts of marketing. I will examine Boyle
Sports marketing department to identify how is has attempted to gain and retain customers
while seeking avenues to increase efficiencies.
Sports Marketing
Bookmakers are well known anecdotally as winners in business with punters finishing a
poorly placed second, this assertion is supported by empirical and secondary research (Breuer
et al, 2009, Strumbelj & Sikonja, 2010 and Xu, 2010). The simple assumption is that
bookmakers should be in a position to make profit. The modern challenge constitutes more
than establishing the odds. In sports gambling the real battle is to win against business
competitors. Boyle Sports has recently changed some key features of its Marketing
Department in order to provide marginal gains. These changes include the appointment of
key experienced marketing personnel in senior positions, the integration of specialised
platforms in marketing strategy, increased advertising and a relocation of the department to
Gibraltar in order to maximise tax efficiency and provide recruitment incentives. The sports
betting industry is constantly evolving for bookmakers, from the type of bets that are offered
to how they are marketed.
The Ps of marketing (Goi, 2009) do not apply to sports gambling in the same way as
other products, because the product or the bet, is time sensitive and is approached in a
different way by marketers to link the “person” and “product”. Additionally there is evidence
that there is little significant between the odds offered by bookmakers for sports betting
(Strumbelj & Sikonja, 2010). Bookmakers use a common strategy to market their brand
which involves two levels of betting, complex bets like accumulators with high customer
loses and given events with a complex bet type such as Scorecaster predicting who will score
the first goal in a football match (Newell, 2015). Both of these are considered to be “special”
bets as they rely on a series of events with multiple possibilities. Complex bets such as these
are credited with a recent and significant rise in the amount of bets placed on football
(Constantinou & Fenton, 2013). Newell attributes the rise of internet gambling and changes
in UK legislation allowing TV advertising, for the increase in “special” bets that the public
are exposed to (2015), these ultimately give a greater return to bookmakers. This is supported

by an the Office of Communications (Ofcom), who are responsible for regulation in
broadcasting and telecommunications, their report states that gambling advertisements on
UK TV increased from 152,000 in 2006 to 1.39 million in 2012, of this, sports betting
advertisements accounted for 6.6% of total advertising (Ofcom, 2013). With TV gambling
advertisements reaching near saturation, new approaches were needed that either made an
advertisement memorable or were delivered through a different platform. PP has emerged as
the champions of a new direction of marketing in the gambling industry casting a large
shadow over smaller companies like Boyle Sports.
Some further context can be gained on the developed of marketing strategy within the
gambling industry through an examination of PP. As an industry leader, PP engaged with the
transition to mobile betting earlier than its competitors and has been involved in creative
destruction of the traditional bookmakers’ marketing model since. Many established firms
were slow to emerge into the digital age. Legislation demanded that bookmaker shops from
having a visible interior from the street, further restrictions demanded a plain shop interior
and little advertising beyond that of football pools. These conditions stunted innovation and
marketing culture in the betting industry until awareness grew through the success of PP that
change was necessary for business success. The further of betting emerged as mobile and
digital betting platforms (Breur at al, 2009).
Hoffman asserted marketing is a significant influencing factor to attracting bets
placed on mobile devices (2013). Ladbrookes, a well-known UK bookmaker, are an example
of a late entrant to the digital betting, it saw profits fall by 66% in 2013 owing to the
necessity to develop and market its own digital betting platform (Tyler, 2014). There have
been hints of “marketing inflation” in the sector, with an estimation that companies spend
25% of net income on marketing (Hoffman, 2013), although this spike could be associated
with the change in UK online gaming tax from December 2014 (Elder, 2013), where
companies sought to gain a bigger portion of the available and potential customers to offset
rising tax costs. PP has nonetheless attributed 90% of future growth prediction to come from
mobile betting (Tyler, 2014). In addition to offering a mobile betting platforms PP has used a
variety of mobile applications to engage with its customers, showing a particular aptitude at
reacting to breaking news and generating debate among customers and followers through
engagement with social media and digital advertising boards (Tyler, 2014). Discussion
continues after a PP marketing campaign, beyond that associated with a cheeky
advertisement:

“Paddy Power’s cheeky publicity stunts have been a hit with
punters and investors alike, with the company among the best
performers on the Irish Stock Exchange.”
(McCaughren, 2012).
PP is no doubt the marketing king for mobile bookmakers and gambling platforms. Its Global
Marketing Director, Christian Woolfenden uses adjectives such as “quirkiness” (Tyler, 2014)
and “mischievous” (McCaughren, 2012) when contextualising PP marketing strategies. There
remains much online comment about memorable and recognisable PP marketing
advertisements, including the Uffington White Horse, the Ryan Giggs Affair (The Telegraph,
2016) and Bendtner's Pants (Mirror, 2016) see Annex A. PP measure marketing success in
in two ways media coverage and “social buzz” (Link Humans, 2016). Boyle Sports after
earlier attempts to replicate the PP model have refined their marketing strategy. It is
developing its own character and giving Boyle Sports an air of maturity in comparison to PP.
The capability to effectively employing Big Data has been central to this transition within the
Boyle Sports Marketing Department.
Boyle Sports Marketing Department
The challenge for Boyle Sports in the Irish and UK markets is to avoid “me-too projects”
chasing short term goals focused on “immediate revenue” (Kanter, 2011). There is some
evidence that Boyle Sports had set out on this track with TV advertising and internet
advertising between 2012 and 2014 but that a significant change in direction was introduced
afterward that has given Boyle Sports focused brand identity sharing its customers passion
(Pearson & MacLaran 2009) for sports. This has been implemented while identifying what
other bookmakers have overlooked in order to exploit a strategic position to their own
advantage as a smaller newer entrant (Porter, 2011) to mobile sports betting. Boyle sports
have introduced event focused interviews and promotions on their YouTube channel rather
than purely advertisements and have removed themselves from earlier misguided attempts at
copying the PP model. Direct targeting of customers is directed through, email, SMS and
individual offers (Adobe, 2015). The gap then has been identified individual marketing with
event focused information. This has been implemented with targeted individual advertising

mixed with video advertising that concentrates on horse racing and football using well know
media and sport personalities to promote it.
PP have achieved success in reaching out to their customers and have consolidated
their success by applying Levitt’s definition of the “marketing-minded firm”, where they
have created services that customers want and have engaged customers in such a way that
their product arguable becomes a consequence of the marketing effort (2011). An example of
this is through engagement with both customers and followers across multiple social media
platforms (Link Humans, 2016). By doing so PP has made online bookmaking a difficult
market to penetrate for the new entrant, a position that was acknowledged by the Boyle
Sports Chief Marketing Officer:
“The Irish market is mature and for us it’s really about
leveraging our whole estate. So we have a multi-channel
approach to that market with our high street presence, while in
the UK there are lots of established brands that we are behind
in terms of investment. It also allows us to examine what exists
in the market so we can ﬁgure out what the brand needs to be,
how the product should behave and how we can relate to the
customer on a consistent basis. The opportunity is really how
you manage your customers, not how you acquire your
customers.”
(Neill Garfield, Boyle Sports, Chief Marketing Officer
in Roocroft, 2016)
Garfield’s acknowledgement of Boyle Sports position in both the Irish and UK
markets sets the conditions from which they can develop their marketing strategy further.
Relationship Marketing is at the heart of this approach and could create the opportunity of
gaining competitive advantage (Rahman & Masoon, 2012) which in turn allows for customer
acquisition and retention in the gambling industry (Prentice & Wong, 2015). This strategy is
builds relationships with existing targeted customers rather than seeking to attract sporadic
transactions (Hooley et al, 2009). In order to do this positioning and segmentation of
customers is needed to gain market share (Porter, 2011 and Kotler & Armstrong, 2014). One

way in which this has been achieved is through the employment of Big Date in use of Adobe
Campaign, the adoption and success of this platform I will consider in the next section.
Identifying Markets and Media Channels
It is unlikely that any digital bookmaker would divulge information on its client base which
could provide a competitor with advantage. Boyle Sports surprisingly does not deviate from
this position, setting some limits to the depth of information available for this study. With the
absence of this information recent research confirms that sports betting attracts casual bettors,
pundits and scientists (Strumbelj & Sikonja, 2010) while Hing et al’s detailed study in
Australia identifies the typical gambler as young, male, single, educated, and employed or a
full-time student (2016). This identification within the gambling industry follows the formula
for identifying the demographic before applying STP (Hanlon, 2013). An assumption
evolving from this research is that typical gamblers could be classified as Millennial Digital
Natives. It is a common acceptance that digital natives have a significant degree of visual
literacy (Brumberger, 2011) that could be exploited through Big Data applied to a digital
marketing platform.
Adobe Campaign was introduced by Boyle Sports in mid-2014 and is used to
orchestrate personalised marketing experiences across online and offline channels using Big
Data for direct customer communications (Adobe, 2015) conforming to the trend of
customer-centric marketing (Magee, 2016). As a smaller company efficiency is central in
Boyle Sports adoption of marketing strategy and by accessing deeper understanding of
consumer behaviour from Big Data it places itself in a better position to exploit this
knowledge through its interpretation (Erevelles et al, 2015). Adobe Campaign allows for
increased marketing activity without the need for additional staff or resources (Adobe, 2015)
providing inbuilt efficiency. The platform uses multiple channels such as targeted and
personalised emails and SMS as tools for promotion using;
“…information such as responses to offers, customer value,
preferred methods of interaction, and other criteria...”
(Adobe, 2015 p. 2)

Segmentation, Targeting and Positioning (STP) selects the most valuable segments of
customers and assists the development of marketing strategy for each segment (Hanlon,
2013). For Boyle Sports this was implemented through Adobe Campaign which identified
high value customers used automation communication across multiple channels that almost
tripled its marketing output (Adobe, 2015). Additional customer segments were identified
that could be contacted through the channels of immediate alerts and push notifications which
reacted to developing sporting and gambling trends (Adobe, 2015). This process has a sound
grounding in marketing theory, Hanlon asserts that this is relevant to digital marketing, as it
helps develop more relevant digital communications (2013).
Nir Eyal the educator and author on customer behaviour has identified four ways in
that companies can engage with online customers, they are to (1) Recognise triggers, (2)
Simplify action, (3) Variable rewards and (4) Get them invested (Christie –Smith, 2013).
Taking these as testers for the application of Big Data analytics in Boyle Sports marketing
since 2014 Table 1 gives a brief narrative of the shift in marketing strategy meeting Eyal’s
“hook” (Eyal, 2016) to engage and retain customers. This examination of strategy sets the
base from where this paper can measure the success of marketing.
ENGAGEMENT
TECHNIQUE
ACTION TARGET
MARKET
MEDIA CHANNEL
1. TRIGGER *Email and SMS
promotion
*Multiple bet return
options.
*€50 free bet using
App
Returning and new
customers
Targeted email and
SMS through Adobe
Campaign.
2. ACTION *Boyle Sports App
3.0 available from 20
July 2016
Returning and new
customers
App available through
Apple and Google Play
Stores
3. REWARD *Individual targeted
email and SMS
*App promotions
Returning
customers
Targeted email and
SMS through Adobe
Campaign.
Boyle Sports App
4. INVESTMENT *Boyle Sports App
*You Tube channel
Returning, new
customers and
followers
Targeted email and
SMS through Adobe
Campaign.

*Twitter page Boyle Sports App
Table 1: An Evaluation of Boyle Sports Marketing with Eyal’s Rules of Online
Customer Engagement
The application of Adobe Campaign within Boyle Sports marketing strategy supports Eyal’s
model to gain the “hook” and displays that sound marketing theory is at the root of this
practice. Boyle Sports have taken managerial decisions that have supported the integration of
this theory and the technology outlined above that has given them additional competitive
advantage.
Marketing developments are not limited to platforms, additional financial efficiencies
have been introduced as Boyle Sports have relocated its marketing functions from the
Republic of Ireland to Gibraltar (Roocraft, 2016) allowing the company to take advantage of
tax minimisation like other companies associated with the gambling industry (Ellis, 2010 and
Anonymous, 2010) and to recruit experienced marketing personnel through the additional
incentives of location and particularly effective brand image (Kim et al, 2011). The vision is
beyond simply benefiting from tax incentives through relocation, it is to turn Boyle Sports
into a “sophisticated digital marketer” (Garfield in Roocroft, 2016). In order to assess the
development of Boyle Sports position in both the Irish and UK sports gambling the
company’s marketing functions must be explored beyond in the context of specific marketing
acts since 2014 connected by Adobe Campaign.
Measuring and Evaluating Success
Boyle Sports have pushed out advertisements through the examination of Big Data through
the platform of Adobe Campaign across multiple channels. This paper has established that
this strategy to specifically target customers according to demographics and other
distinguishing criteria is soundly based in marketing theory and established practice. This
practice is not enough by itself as the information reaching customers must be accessed by
them and of value to them.

Annex’s A, B and C of this paper has collected and captured digital artefacts from
Boyle Sports and PP marketing. They demonstrate that Boyle Sports have developed their
advertisements from a poor parody of the cheekiness of PP, with Pajo the calf predicting
match outcomes (Annex A) to a professional message focused event campaign for
Cheltenham horse racing festival (Annex A). The messages within this advertisement heavily
promote the brand and the multiple platforms in which sports betting can be conducted.
The use of social media (Annex B) shows exemplified through Twitter shows that
Boyle Sports have deliberately developed brand identity to show that they are different to PP.
This position is supported through the companies You Tube channel, which departs from the
cheeky and sometimes comedy focused PP media to pundit and review/forecast focused
interviews and commentaries. This consolidates Boyle Sports identity separately to PP and
provides a more business like social media persona.
There has been some deviance from this as detailed in Annex C with an Easter 2016
email advertisement being voluntarily withdrawn by Boyle Sports following a complaint
processed by the Advertisement Standards Authority (ASA, 2016). The advertisement
“Nailed on Bonus” was assessed to be offensive as it depicted the hand of Christ nailed on
the cross during the Easter period advertising campaign. Such gimmick style advertising is a
departure from the trend set by Boyle Sports since 2014 and some assumption would suggest
that it was intended to generate wider media attention rather than increased customer
engagement.
There is not detailed information available on the overlap between branding and
customer online experience. This study does not have the scope to conduct this research. This
identified gap would be successfully bridged through the adoption of De Chernatony et al’s
model of Enacting the Brand Promise Online to asses customer experience, see Table 2
below.

Table 2: Enacting the Brand Promise Online, (De Chernatony et al, 2010).
The success of the integration of Adobe Campaign with Boyle Sports matched with
individual advertisement has been successful, there has been a 66% increase in monthly email
campaign deliver with 2% increase in email open rates (Adobe, 2015). This is a marginal
gain, but a gain nonetheless in a competitive industry where Boyle Sports is a smaller
company seeking to find a gap. The gap has been identified through the application of
Relationship Marketing in order to create improved customer experiences in 2016 (Roocroft,
2016), more specifically electronic-Customer Relationship Management (e-CRM) (Moezzi et
al, 2012) and STP through the platform of Adobe Campaign.
Comments Conclusions
Ethically marketing for the gambling industry is difficult, with debate clashing between
Deontological and Teleological Marketing Theories (Parsons and MacLaren, 2009) where
any efforts to introduce Corporate Social Responsibility (CSR) initiatives could be
interpreted negatively. Opposition to the gambling industry is supported by empirical
research suggesting that online gamblers have a tendency towards problem gambling (Yani-
de-Soriano et al, 2012). Problem gambling can be encouraged by the ease of online gambling
through the use of credit cards (Smith & Rupp, 2005). This is important as it has influenced
the how bookmakers market their businesses.

PP the market leaders have sought to avoid such immediate criticisms by employing
advertisements that divert attention from gambling and introduce the experience and
entertaining mischievousness of watching and attending sports events. Boyle took a different
strategy where the brand is firmly portrayed against the background of the gambling industry
with media providing additional information about sporting events. This has created an
identifiable brand for Boyle Sports which is exploited through targeted marketing based on
Big Data supported by the platform Adobe Campaign.
Branding remains important in sports betting compared with De Bruycker’s prediction
of the rise of debranding (2016) and there is measureable customer loyalty through repeated
and increased engagement (Adobe, 2015) supporting the theory that repeated business leads
to successful business (Hooley et al, 2009). The outcome has been increased followers across
social media, improved customer engagement through targeted marketing and overall
marginal gains, although definite customer satisfaction monitoring is needed to validate and
assess the quality of customer experiences (Hooley et al, 2009). This could be executed using
online specific research such as netnography could produce deeper understanding and
meaning (Person & MacLaren, 2010) behind this surface data.
In such a competitive industry, as sports betting, marginal gains are acceptable as an
outcome for marketing efforts. Further validation is needed to measure successes of Boyle
Sports that uses a model interrogating customer experiences, through data analytics, such as
the American Customer Satisfaction Index (Moezzi et al, 2012).

ANNEX A: TV ADVERTISING
Paddy Power Lucky Pants - Bendtner Euro 2012
https://www.youtube.com/watch?v=1EFA3itZS6Y&index=5&list=PLE75FA98DEDA486E2
Pajo's Predictions - Dublin v Kerry (29 Aug 2013)
https://www.youtube.com/watch?v=G8yjqgj908E

Cheltenham with BoyleSports - Bring It On (13 Jul 2016)
https://www.youtube.com/watch?v=uKRU8hz0INk

ANNEX B: TWITTER COMPARISON
Boyle Sports Twitter page: https://twitter.com/boylesports?lang=en
[accessed 16:45hrs GMT 07 August 2016]
58,000 followers. Provides in-match updates and immediate confirmation of results
Paddy Power Twitter page: https://twitter.com/paddypower?lang=en
[accessed 16:55hrs GMT 07 August 2016]
596,000 followers. Casual informal narrative of sporting events mixed with “mischievous” comments.

ANNEX C: BOYLE SPORTS EMAIL ADVERTISMENT
“NAILED ON BONUS” MARCH 2016
“NAILED ON BONUS” MARCH 2016
Ran through email platform between 24 and 27 March 2016 and was withdrawn following
complaints to the Advertising Standards Association.
The ad breached CAP Code (Edition 12) rule 4.1 (Harm and offence).

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