Presentation given to UTD Consumer Behavior class.

1. Paul Monroe
@paulmonroe1
Janimation – Full Service Production Studio
The BCP Group, LLC. – Marketing Agency
Fan Jam Entertainment – Sports
Entertainment

2. DALLAS MAVERICKS
Vice President Marketing & Communications
(2008 – 2014)

3. MARKETING & COMMUNICATION
TOUCHPOINTS

5. • Understand the Customer
• The Customer is Sovereign – Understanding and
adopting to consumer motivation and behavior is Not
an option, but a necessity.
• Customer Value – Primary Objectives
• Develop a shared vision about the market
• Determine avenues for delivering superior value
• Recognize potential value of relationships with vendors,
suppliers, internal functions and competitors
• Reinventing organizational processes and designs to
implement.
• Execute and Manage future strategies
CONSUMER BEHAVIOR

7. UNDERSTAND THE CUSTOMER
Segmentation focuses on the similarities within a group while recognizing
differences.

8. UNDERSTAND THE CUSTOMER
Overall Mavs Fan
Defined as Adults in the Dallas market who,
in the past 12 months, have either attended
a Mavs game, watched a Mavs game on
cable or broadcast TV, listened to a Mavs
game on the radio, or a fan
• 52% are 25-49
• 59% Male; 41% Female
• 76% White; 19% Hispanic; 20% Black
• Some college education+
• 60% married
• 25% never married/single
• 50% of fans have HHI of $75,000 or
more
1. An additional 15% of fans make
$50-75K HHI
2. 63% of people with a HHI of
$250,000 or more are fans
Mavs Attendee
Defined as Adults in the Dallas market who,
in the past 12 months, attended/visited a
Mavs game
• 52% are 35-54
• 68% Male; 32% Female
• 78% White; 11% Hispanic; 19% Black
• Skews college graduate+
• 65% married
• 23% never married/single
• 65% of attendees have HHI of $75,000 or
more
1. An additional 14% of attendees
make $50-75K HHI
2. 12% of people with HHI of
$250,000 or more are attendees

11. CREATE BUSINESS GOALS
• Increase season ticket sales and FSE’s (Full Season Equivalents)
(i.e. 1 – full, 2 – half or 4 – mini season ticket plans)
• Increase individual ticket sales
• Increase TV and radio ratings through advertising, station branding
and promotional support
• Increase merchandise and retail sales via mavgear.com, AAC store &
North Park store locations
• Continue to build database and build deeper profiles, more targeted
e-mail campaigns and social pages
• Increase Hispanic audience and fan base through community
involvement, Hispanic sponsors/advertisers and media partnerships

12. BUSINESS GOALS
• All segments of Mavs Fans shopped and/or bought sports tickets
and sports apparel on the Internet
– Larger percent of Attendees and Listeners shop/purchase
these items on the Internet
• Internet purchases skew $500 – 2,500+ over the past 12
months for all Mavs Fan segments
• 22% of all Mavs Fans shopped at NorthPark Center in the past 3
months
– 38% of all Mavs Attendees shopped at NorthPark Center
• NorthPark Center top mall for all Mavs Fans
• Academy, Wal-Mart and Target top stores for all Mavs Fans
Mavs Fan Shopping

13. Fan Profile–Malls Shopped
NorthPark Center: top mall shopped by majority of Mavs Fans
Pop. % Covg.
%
Covg.
Index
%
Covg.
Index
%
Covg.
Index
MALLS IN DALLAS - SHOPPED PAST 3 MO.
Collin Creek Mall 691,800 13.43 13.77 123 10.84 # 97 9.2 # 82
Firewheel Town Center 884,400 17.17 10.77 111 6.87 # 71 14.17 # 146
Galleria Dallas 748,800 14.54 17.09 115 22.97 * 155 17.42 * 117
Irving Mall 765,000 14.86 6.06 96 17.38 # 275 9.75 # 155
Mockingbird Station 575,000 11.17 3.05 * 105 4.7 # 161 6.53 # 223
NorthPark Center 370,200 7.19 22.12 129 20.37 * 119 29.47 * 172
Richardson Square 325,100 6.31 4.15 * 113 5.72 # 156 6.62 # 181
Southwest Center Mall 388,600 7.55 5.69 145 10.79 # 274 18.09 * 460
Stonebriar Centre (Frisco) 500,600 9.72 18.2 125 7.8 # 54 12.68 # 87
The Shops at Willow Bend 373,400 7.25 10.24 141 5.3 # 73 8.17 # 113
Town East Mall 150,400 2.92 15.33 114 26.8 * 199 24.8 * 185
Valley View Center 171,900 3.34 8.93 124 18.71 # 260 12.98 # 181
Vista Ridge Mall 188,400 3.66 8.72 116 9.51 # 126 10.31 # 137
West Village 202,700 3.94 0.49 # 79 0.21 # 34 0.35 # 56
Wynnewood Village 31,800 # 0.62 3.69 * 111 3.29 # 99 13.75 * 412
MALLS IN FORT WORTH - SHOPPED PAST 3 MO.
North East Mall 552,700 10.73 11.91 111 8.29 # 77 2.79 # 26
Ridgmar Mall 416,900 8.1 7.9 98 8.9 # 110 2.25 # 28
Hulen Mall 487,200 9.46 8.99 95 8.04 # 85 5.83 # 62
Downtown Fort Worth 204,400 3.97 3.8 * 96 6.71 # 169 2.76 # 70
Camp Bowie Boulevard area 141,000 2.74 2.38 # 87 0.12 # 4 1 # 36
Burleson Town Center 152,200 2.96 2.36 # 80 0.79 # 27 2.9 # 98
The Shops at North East Mall 195,300 3.79 4.55 * 120 1.43 # 38 4.25 # 112
MALLS IN ARLINGTON - SHOPPED PAST 3 MO.
The Parks at Arlington 722,500 14.03 15.03 107 12.01 # 86 23.2 * 165
Six Flags Mall 123,900 * 2.41 2.5 # 104 3.32 # 138 4.48 # 186
Lincoln Square 149,900 2.91 3.87 * 133 2.24 # 77 3.81 # 131
Arlington Highlands 314,300 6.1 7.35 120 6.17 # 101 4.6 # 75
Total Mavs Fan
Mavs Fan +
Hispanic
Mavs Fan + Black

14. Fan Profile–NorthPark Shopper
Mavs Fans who shop at NorthPark Center skew slightly more Male,
younger, with more college education, similar HHI and more kids in the
household than regular NorthPark Center shoppers
• NorthPark Shopper
– 57% Female; 43% Male
– Ages 35-54
– 80% White; 15% Hispanic;
13% Black; 2% Asian
– 61% Married; 28% Never
Married/Single; 7% Divorced
– Skews Some College+
– 54% HHI $100 – 250K+
• 21% $50 – 100K
– 44% with Kids in HH
• Mavs Fan NorthPark Shopper
– 56% Female; 44% Male
– Ages 25-44
– 79% White; 14% Hispanic; 17%
Black; 2% Asian
– 64% Married; 27% Never
Married/Single; 6% Divorced
– Skews College Graduate+
– 53% HHI $100 – 250K+
• 21% $50 – 100K
– 56% with Kids in HH

15. Zip Code Cluster Analysis
Using Mosaic
• Mosaic Cluster Analysis: A7 - Affluent Suburbia-New Suburbia Families
– 776,742 households representing 11.22% of DFW households
– Young, affluent working couples with pre-school children concentrated in fast-growing, metro
fringe communities
• Demographics
Married and raising young families, this cluster can be found nestled in newly developed exurban areas
throughout the country. Young and well educated, they enjoy a median age of 31, with 28%
between the ages of 18 and 34. They own new homes with a median value of nearly $185,000. The
median income is $75,000. Over 40% derive income from interest or dividends.
• Lifestyles
The members of New Suburbia Families have crafted active, children-centered lifestyles. These families
participate in a number of team sports such as baseball, basketball and soccer, shuttling kids and
gear to activities in their SUVs and minivans. They go to kid-friendly destinations and frequent zoos,
aquariums and campgrounds. At supermarkets, they fill their grocery carts with pizza, Pop Tarts
and prepared lunch kits. This is one of the top-ranked types for owning toys, books and video
games, and residents here never met a consumer electronics device they didn’t like including cell
phones, gaming systems and home theater systems. With their relatively large families, money still
needs to be managed. They maintain that price and functionality trump style when they purchase
electronics and clothing at retailers like Target, Best Buy and Wal-Mart. Contributing to 529 college
savings plans is a priority, but this segment can be debt heavy due to first mortgages and home
equity loans.
• Media
These energetic households are only moderate consumers of most media. New Suburbia Families are
often too busy to read a newspaper or magazine, although they will sit in front of a TV to watch
network sitcoms and reality shows as well as sports and entertainment on cable channels such as
ESPN, MTV and Comedy Central. Thanks to their lengthy commutes, they exhibit high rates for
listening to radio stations that offer news and sports as well as classic rock and adult contemporary
music. When they finally wind down, many go online to trade stocks, search for jobs and check out
real estate listings.
•Customer profiling
• Direct/Targetmarketing
• Customer acquisition
modeling
• Campaign analysis
• Communication messaging &
Creative design
•Choosing store locations
• Market analysis and mapping
• Buying advertising media
• New product development
• Strategic planning

16. Zip Code Cluster Analysis
• Mosaic Cluster Analysis: H1 - Aspiring Contemporaries-Young Cosmopolitans
– 345,004 households representing 4.98% of DFW households
– Residents are young, single, college educated and earning upper-middle-class incomes as white-collar
professionals, managers and executives living in luxury apartments and condos in fast growing cities
• Demographics
Young Cosmopolitans are highly educated Generation X and Y young adults in early career stages, late baby
boomers in their mid-career strides and early baby boomers who account for less than 20%. Just 10% of the
crowd is over age 65. Predominantly white, the group’s ethnic mix includes a strong Asian presence, with a
small representation of black and Hispanic minorities. The median household income is $50,000, though
nearly 30% earn over $75,000. Only 40% of the group are married or own homes. The median home value is
$190,000. Median rent is $700.
• Lifestyles
Young Cosmopolitans households work hard and play hard. They have prosperous leisure lives, traveling frequently
for business and pleasure, and enjoying city-quality amenities such as restaurants, movies, theaters and the
night life. They like to stay fit by jogging, lifting weights, doing yoga and working out on cardio machines at
health clubs. As consumers, they patronize high-end stores like Bloomingdale’s, J. Crew and Victoria’s Secret.
They’re also big purchasers of all kinds of tech gear, including iPods, Blackberry devices and Xbox consoles.
Their desire to stay abreast of the latest styles extends to home design, and they fill their condos and
apartments with furnishings from Crate & Barrel, Pottery Barn and Ikea. The members of Young
Cosmopolitans like to look good and feel good, whether they’re on the town or at home.
• Media
These residents are computer-savvy at home and at work, the group uses the Internet to track and trade their
investments, make travel plans, purchase books and music plus visit sports and news sites. They’re avid
listeners to news/talk radio and sports shows. They watch cable programming, preferring golf and tennis
shows, CNN, CNBC, Bravo and premium cable entertainment. They read epicurean, travel, outdoor and
business or finance magazines. Frequent domestic and international vacation travelers, they also read airline
magazines. Active in sports such as tennis, golfing, cross-country skiing and cycling, they frequently shop
online or place catalog orders for their athletic apparel and equipment.

17. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Seat Location
Playoff Priority
Games are Entertaining
Discounts over Single
Game Price
Direction of Team
What Matters Most to the Season Ticket
Holder

18. GAME NIGHT VIDEOS
GROUPS / CAMPS
FAN ENGAGEMENT
EVENTS
COMMUNITY RELATIONS
PROMOTIONS / PREMIUMS
ENTERTAINMENT GROUPS
PLAYER RELATIONS
MUSIC
GAMES NEED TO BE ENTERTAINING:
CREATE A GREAT FAN EXPERIENCE

19. Theatrical moment that begins after anthem and continues until tip off…We
throw 45 of the Biggest & Best parties in the DFW Metroplex
throughout the Pre & Regular Season…Fun & Excitement!
Key Components:
• Timing: Seamless transition & flow of each element to create and
sustain emotional momentum
• Music/Audio
• Lighting: Appropriate lighting for each element
• Video Open: Quality of production as well as effectiveness of the
video (i.e. is it impactful, dynamic, emotional)
• PA Announcer & Emcees: In sync with the energy of other elements
• Live Components & Entertainment groups: Choreography and staging
• Video Direction: Clearly capturing the elements that make up the
event
GAME PRESENTATION

20. Don’t reinvent the NBA’s best
dunker…just reinvent his presentation.
Show more depth and style to his show.
MAVS MAN
Create a new character that dances,
interacts and brings fans eyes to the
floor.
A NEW COSTUME
Refresh our repertoire of props, signs
and stunts to give a new look that
fans can’t look away from.
PROPS & STUNTS
GAME PRESENTATION
ENTERTAINMENT

21. ENTERTAINMENT
Generate fan excitement pregame
on plaza and concourse
PUMP UP THE FANS
More Dancer/ManiAAC combo
routines
DANCE MASHUP
GAME PRESENTATION
Eminence Front refreshed with the
addition of orchestral elements or
a live band, lighting – Chris Kuroda-
Phish, sound, effects.
REVAMPING A CLASSIC
Brass section integration
Mavs Entertainment Camp
Band In The Stands
DRUMLINE 2.0
ARENA LIGHTING
Dramatic light show to enhance
atmosphere during introductions
and halftime

22. COMPLIMENT
SOCIAL MEDIA
KIDS CLUB
FOCUS
COMMUNITY PARTNERSHIPS
MAVS GEAR
POST-GAME EVENTS
IN-GAME PLAYER
COMMENTARY
IN-GAME HOST
ENGAGE FEMALE,
LATINO, AFRICAN
AMERICAN FAN BASES
CULTURAL OUTREACH
GAMES NEED TO BE ENTERTAINING:
CREATE A GREAT FAN EXPERIENCE

23. FAN EVENTS
Increased fan interaction and
new sponsorship opportunities
FAN JAMS
Activities for families, adults,
athletes, and fans
DEMOGRAPHIC APPEAL
Enhanced plaza party, concourse
activation, fun-run, live music
Festival de los Mavs – March ‘13
FESTIVAL ATMOSPHERE
EVENTS – FAN ENGAGEMENT
PLAYERS
Each player must, upon request, participate in at least 4 fan connection
activities each season and make a minimum of 12 appearances on
behalf of the Team and/or NBA (a minimum of 7 individual and 5 group
appearances), with a minimum of two of those appearances targeted to
Season Ticket Holders.

24. Fan Interaction Definition:
All elements designed to invite participation and/or
interaction with the fans.
Key Components:
• On-Court Opportunities
(i.e. contests, skits, high five lines)
• Video Board Opportunities
(i.e. dance cam, fan cam)
• Upper Bowl Activation – Mavs Rowdy Crowd
• In-Arena Giveaways
• Highlighting of all of the above (i.e. video board
recognition, PA announcement, spot lighting)
• Fan ritual/tradition – RPL, MFFL, Eminence Front
FAN INTERACTION

25. CUSTOMER
SATISFACTION:
Great Service leads to:
Increases in
Customer Referrals and
Ticket Renewals

26. Throughout the regular season the NBA works with each team to
conduct Flight Surveys to STH and Individual buyers. Last year the
League conducted 2 secret shops per team.
Some of the criteria that the secret shopper looked at:
• Price
• Length of wait
• Quality
• Warmth of interactions
• Courtesy & knowledge
• Upselling
CUSTOMER SATISFACTION

27. AREA OF FOCUS:
CREATE A GREAT 360 DEGREE GUEST
EXPERIENCE
SECURITY
FOOD & BEVERAGE
CONCOURSE
PARKING
EXIT
ENTRY
RETAIL
USHERS
SMARTPHONE/WI-FI

28. Throughout the regular season the NBA works with each team to conduct Flight
Surveys to STH and Individual buyers. Last year the League conducted 2 secret shops
per team.
• STH were most satisfied with the team’s ushers and least satisfied with F&B
• F&B – wait in line, Avg. price of a beer, bottle water, hot dog & pretzel, order
was correct, hot food was served hot, variety of food items and of high quality,
cleanliness, name tags visible, etc.
• Avg. length in line 3.25 minutes – high was over 8 minutes and low was less
than 2 minutes…AAC was on the high end.
• Avg. cost of a beer, H2O, Hot Dog and Pretzel was $21. High - $26 and Low -
$18…AAC and Levy Restaurants was on the high end.
CUSTOMER SATISFACTION

29. • New procedures in place for directing cash guests to available AAC facilities including
electronic displays, street level signage, and parking concierge position.
• Large print name tags distributed to box office staff and required for all events.
• AAC guest services ambassador program expanded to facilitate both entry and exit
process.
• New standards for elevator attendants in elevators.
• Entrance lobby supervisors are now clearly identifiable by new name tag design.
• Additional signage in place for guest services locations.
• Take a fresh look at menu
• Ensure monitors are visible from afar
• Create a speed line for pre-packaged items
• Turn line sideways
• ATT WIFI upgrade completed.
• Pre-game briefing emphasizes specific guest interaction requirements. All games.
• Meet with DPD Police Major to discuss police officer behavior and corrective action.
• Provide Mavericks team members AAC Dispatch phone number and call in protocol.
• Complete installation of new way finding signage on suite levels.
• Hire third-party secret shopper service to test progress of corrective steps.
• Mid-season training program and pep rally for all service related employees. Training
will emphasize common guest protocol and NBA standards.
CUSTOMER SATISFACTION
Management’s Call To Action

30. • Started to including a game day F&B coupon in
our nightly Tip-off magazine. Examples - $1.00
off a burger, $1.00 off chicken finger, Buy a
burger and get $2.00 off a soft drink, so on and
so forth. Will spur additional business and add
value to the experience.
• Developed rewards incentive program for game
day staff who go above and beyond to serve
our guests.
• Development of new comprehensive, building
wide training program addressing NBA
experience standards across all event operating
departments.
• Levy Restaurants – Adding in “A la minute”
Fresh Food Stations, new menu items i.e. BIG
BBQ Sandwich
CUSTOMER SATISFACTION
Management’s Call To Action

31. CUSTOMER SATISFACTION
Mobile Compatible, a Must!!

43. THANK YOU!
pmonroe@thebcpgroup.com
@paulmonroe1