The document discusses a study conducted by the Confederation of Golf in Ireland (CGI) and a student from Maynooth University to determine how effectively Irish golf clubs are utilizing social media as a marketing tool. The study found that while social media use is widespread, golf clubs are not strategically using it or providing training to staff. Key recommendations included developing social media templates and training workshops to help clubs create social media strategies and policies, and establish roles and guidelines for social media management. Providing education can help overcome barriers to social media adoption related to skills, time constraints, and privacy/security concerns. The study suggests clubs would benefit from training members and staff on social media best practices.
Social Media is the 21st century’s ‘Word of Mouth’ for Communications and Marketing.
For any club, a successful Social Media Strategy gives stakeholders a reason to talk about your product, and a platform to make it easier for that conversation to take place.
Social Media offers clubs a cost-effective and complimentary platform to address many areas of operation including Public Relations, Customer Service, Loyalty Building, Networking, Leadership and Customer Acquisition.
Old Dominion University Marketing 311 Class: Leveraging Social Media MarketingErica Campbell Byrum
The document provides an overview of social media marketing presented by Erica Campbell from ForRent Media Solutions. It discusses key statistics about social media usage and demographics. It then outlines the benefits of social media marketing and how ForRent is leveraging different social media platforms like Facebook, YouTube, and Foursquare for marketing purposes. Examples are given of other brands' social media strategies. Tips are provided for social media engagement and staying up to date on trends.
Are you leveraging customer conversations in social media to inform strategies and guide the creation of marketing programs? Learn how in our webinar “How to Create a Cultural Model for Effective Social Media Management.” See how the largest brands in the world work across their organization to develop a communications and an engagement framework that incorporates their audience and their brand identity.
Join us to hear how marketing professionals can interact with brand advocates, create an environment that inspires dialogue, and build a brand narrative through shared stories and customer interactions. Social media marketing programs excel when marketers create experiences that capture and reinforce the positive relationship—and feelings—customers already have with their brands. In this compelling, 60-minute webinar, we’ll show you how to:
Create a social presence that resembles your customers’ real world experience with your brand
Develop customer connections based on shared interests and passions
Integrate your brand’s marketing objectives into social media programs
Discover the right balance of brand or product content vs. user generated content
And more
- Global esports revenue was $865 million in 2018 and is projected to reach $1.79 billion by 2022. Over 380 million people watch esports worldwide.
- More than half of the esports audience is between ages 21-35, while 27% is between 10-20. 43% of esports enthusiasts have a household income of about $75k.
- The WMU esports website aims to expand social media links, add a value proposition and drive traffic to events. Analytics show users spend 2 minutes on site and the landing page has a 33.8% bounce rate.
Women with children are more likely to use social networks like Facebook than the average adult. The fastest growing Facebook segment is women over 55, whose usage increased 175% in the last three months. User engagement on social networks is often associated with promotions and deals, but highly connected individuals are more interested in learning about company culture, values, and policies.
This document provides an overview of key topics in social media and public relations. It begins with learning objectives around social media strategy and tools. It then covers trends in social media like the rise of mobile usage and visual content. Examples are given of how celebrities, reporters and companies are using social media. Challenges and opportunities of social media for PR are discussed. A 4-step approach to social media engagement is outlined as listen, connect, add value and measure. Finally, various social media monitoring and management tools are listed.
Social Media is the 21st century’s ‘Word of Mouth’ for Communications and Marketing.
For any club, a successful Social Media Strategy gives stakeholders a reason to talk about your product, and a platform to make it easier for that conversation to take place.
Social Media offers clubs a cost-effective and complimentary platform to address many areas of operation including Public Relations, Customer Service, Loyalty Building, Networking, Leadership and Customer Acquisition.
Old Dominion University Marketing 311 Class: Leveraging Social Media MarketingErica Campbell Byrum
The document provides an overview of social media marketing presented by Erica Campbell from ForRent Media Solutions. It discusses key statistics about social media usage and demographics. It then outlines the benefits of social media marketing and how ForRent is leveraging different social media platforms like Facebook, YouTube, and Foursquare for marketing purposes. Examples are given of other brands' social media strategies. Tips are provided for social media engagement and staying up to date on trends.
Are you leveraging customer conversations in social media to inform strategies and guide the creation of marketing programs? Learn how in our webinar “How to Create a Cultural Model for Effective Social Media Management.” See how the largest brands in the world work across their organization to develop a communications and an engagement framework that incorporates their audience and their brand identity.
Join us to hear how marketing professionals can interact with brand advocates, create an environment that inspires dialogue, and build a brand narrative through shared stories and customer interactions. Social media marketing programs excel when marketers create experiences that capture and reinforce the positive relationship—and feelings—customers already have with their brands. In this compelling, 60-minute webinar, we’ll show you how to:
Create a social presence that resembles your customers’ real world experience with your brand
Develop customer connections based on shared interests and passions
Integrate your brand’s marketing objectives into social media programs
Discover the right balance of brand or product content vs. user generated content
And more
- Global esports revenue was $865 million in 2018 and is projected to reach $1.79 billion by 2022. Over 380 million people watch esports worldwide.
- More than half of the esports audience is between ages 21-35, while 27% is between 10-20. 43% of esports enthusiasts have a household income of about $75k.
- The WMU esports website aims to expand social media links, add a value proposition and drive traffic to events. Analytics show users spend 2 minutes on site and the landing page has a 33.8% bounce rate.
Women with children are more likely to use social networks like Facebook than the average adult. The fastest growing Facebook segment is women over 55, whose usage increased 175% in the last three months. User engagement on social networks is often associated with promotions and deals, but highly connected individuals are more interested in learning about company culture, values, and policies.
This document provides an overview of key topics in social media and public relations. It begins with learning objectives around social media strategy and tools. It then covers trends in social media like the rise of mobile usage and visual content. Examples are given of how celebrities, reporters and companies are using social media. Challenges and opportunities of social media for PR are discussed. A 4-step approach to social media engagement is outlined as listen, connect, add value and measure. Finally, various social media monitoring and management tools are listed.
In this workshop, we explored 3 facets of corporate social media strategy: (1) using social media for online reputation management, (2) social media for SEO, and (3) enterprise level social media API integration, such as using Facebook Connect.
Social Business - Why Change is Imperative, Who’s Getting It Right, How They...Sean Moffitt
The document discusses social business and the importance of change. It outlines four laws of the connected internet: awesomeness, socialness, authenticity, and being customer-driven. Great engaged brands connect through visual content, communities, and transparency. To succeed, companies must strategize engagement through a FLIRT model, maintain wikibrands, and avoid digital deafness. The future will be shaped by trends in personalization and thought leadership.
This document discusses wikibrands, which are brands that engage customers through participation and social media. It provides 10 factors for success with wikibranding: 1) requiring a culture change, 2) focusing efforts, 3) using appropriate language and content outreach, 4) providing incentives and motivations for participation, 5) establishing rules and rituals, 6) choosing tools and platforms, 7) managing communities, 8) adapting to the life stage of the community, 9) using metrics and measurement, and 10) internalizing the change throughout the organization. The document emphasizes that wikibranding requires a shift to more collaborative and authentic engagement with customers.
Wave 6 - The Business of Social | UM | Social Media TrackerUM Wave
Wave 6 - the business of social, shows how meeting different consumer needs delivers different outcomes for brands. For example some will create loyalty whilst others are better at driving sales. Therefore, actually knowing where consumer and brand objective meet is the key to the long-term success of social strategy.
Find the latest Wave, "Wave 7 - Cracking the Social Code" here http://www.slideshare.net/Wave7
Slides from the January 24th 2014 Facebook for Small Business Class held at the Guilford Technical Community College Small Business Center in Greensboro, North Carolina. Instructor - Mitch Miles
www.about.me/mitchmiles
This document provides a brand audit of Facebook. It outlines Facebook's brand heritage from its origins as "Facemash" in 2003 to becoming "Facebook" in 2005. The brand identity, architecture, positioning, and core challenges are examined. Facebook's brand is positioned as allowing users to stay connected to friends and family through customizable profiles. However, its core challenge is brand revitalization as younger users find Facebook uncool and associate it with information overload. Recommendations include creating new associations to attract younger users, bolstering connections with friends/family, and neutralizing negative associations through streamlining the user experience.
Launching Talent on Chinese Social MediaMailman Group
Discover how Mailman, supported by Mailman's social media technology, KAWO, can help your brand grow a Chinese fanbase and expand commercial opportunities in China.
Social media engagement and word-of-mouth recommendations are increasingly important for the travel and tourism industry. The document discusses how people's social networks influence their travel decisions and how brands can utilize social media to influence word-of-mouth. It also examines how the internet has impacted word-of-mouth conversations and how brands can provide resources to customers before, during, and after these conversations. Finally, it outlines strategies for travel brands to engage customers on social media through content creation, customer service, and thought leadership in order to build brand awareness and positive word-of-mouth.
This document summarizes the findings of a survey of over 2,700 professionals about staffing and practices related to social media. Key findings include:
1) 65% of respondents handle social media tasks in addition to other duties rather than having a dedicated social media team. Teams of 3 or fewer people handle social media exclusively for many organizations.
2) Measurement of social media efforts is an area of dissatisfaction, with 69% unhappy with their methods.
3) Budgets and salaries for social media positions show wide variation and most did not increase in 2012-2013.
4) Facebook is the dominant social media platform used, while ownership of social media efforts is spread across marketing, PR and communications departments
Decoding Monetization Methods For Dating AppsInMobi
Swipe right - the new age dating gesture, has permeated the mobile world. Today, users end up spending almost 90 minutes of their day sifting through myriad potential partners, in search of the perfect match. This is greater than the average time spent by a user on traditional social networking sites, creating an alternate social network that is distinctly different from its older cousin.
How can mobile developers building dating apps tap into this growing opportunity? Dating apps enjoy long user engagement sessions and access to deep user data, presenting a unique opportunity for monetization that is yet to be realized fully. Recently, players like Starbucks and 20th Century Fox launched cheeky, innovative advertising campaigns on dating apps - lighting the way for several other advertisers. Even developers who are not building dating apps, can learn from the mechanics of this app category.
Join this webinar to :
Learn best practices around designing the app experience for your dating app
Get a comprehensive overview of monetization methods for dating apps
Learn how to leverage mobile advertising effectively to maximize user engagement & revenues
Learn how other app categories too can benefit from the mechanics of successful dating apps
Even if you can’t make the presentation, do sign-up and we will send you a recording of the webinar.
The document compares TaylorMade Golf's Web 1.0 and Web 2.0 marketing strategies. Web 1.0 involved impersonal emails and links to product pages, which lacked engagement. Web 2.0 ideas suggested include sharing product demo videos, scientist blogs about products, developing fan pages and viral campaigns to better connect with consumers and influence sales through their social networks. Participating in Web 2.0 marketing allows first mover advantage, lower costs than traditional marketing, and higher customer satisfaction.
My Streets My Eats Mobile Food Strategy Meetingfoodtruckfreak
The document discusses a strategy meeting agenda focused on introducing an ordinance to create a new Mobile Food Facility license that would allow for on-site food preparation from vehicles. The current rules only allow for pre-packaged foods. The proposed ordinance would establish requirements for food safety, vehicle standards, and commissary support for the Mobile Food Facilities.
This document outlines a digital marketing plan for Carolina National Golf Club with the following objectives:
1. Increase website traffic, dwell time, and page views through search engine optimization and improvements to website navigation.
2. Increase brand awareness through blogging, social media, and pay-per-click advertising.
3. Increase rounds booked and overall revenue by integrating an online tee time booking system.
The plan details strategies for back-end and front-end website optimizations, content creation, and connecting with review and local listing sites. Metrics like website traffic, search referrals, and online bookings will track the plan's effectiveness.
This document provides information about Diana DeLucia's photography project titled "Golf Club WORLD: Behind the Gates of 12 of the Finest Golf Clubs in the World." The project features photographs and interviews from 12 exclusive golf clubs around the world. It includes sponsorship opportunities for companies and testimonials from those involved in the project.
Effective Digital Strategies for Your Food Business. This presentation gives no-brainer and free resources you can use in doing digital marketing and social media marketing for your food business.
Golf Clubs Presentation Proposal Development Program 2016Lee Bromley
It's Time! Time to develop golf and your membership base for the future. Not only will you ensure your membership is solid for years to come, your club can play a big role in social development and address the social and socio-economic issues facing South Africa.
In this workshop, we explored 3 facets of corporate social media strategy: (1) using social media for online reputation management, (2) social media for SEO, and (3) enterprise level social media API integration, such as using Facebook Connect.
Social Business - Why Change is Imperative, Who’s Getting It Right, How They...Sean Moffitt
The document discusses social business and the importance of change. It outlines four laws of the connected internet: awesomeness, socialness, authenticity, and being customer-driven. Great engaged brands connect through visual content, communities, and transparency. To succeed, companies must strategize engagement through a FLIRT model, maintain wikibrands, and avoid digital deafness. The future will be shaped by trends in personalization and thought leadership.
This document discusses wikibrands, which are brands that engage customers through participation and social media. It provides 10 factors for success with wikibranding: 1) requiring a culture change, 2) focusing efforts, 3) using appropriate language and content outreach, 4) providing incentives and motivations for participation, 5) establishing rules and rituals, 6) choosing tools and platforms, 7) managing communities, 8) adapting to the life stage of the community, 9) using metrics and measurement, and 10) internalizing the change throughout the organization. The document emphasizes that wikibranding requires a shift to more collaborative and authentic engagement with customers.
Wave 6 - The Business of Social | UM | Social Media TrackerUM Wave
Wave 6 - the business of social, shows how meeting different consumer needs delivers different outcomes for brands. For example some will create loyalty whilst others are better at driving sales. Therefore, actually knowing where consumer and brand objective meet is the key to the long-term success of social strategy.
Find the latest Wave, "Wave 7 - Cracking the Social Code" here http://www.slideshare.net/Wave7
Slides from the January 24th 2014 Facebook for Small Business Class held at the Guilford Technical Community College Small Business Center in Greensboro, North Carolina. Instructor - Mitch Miles
www.about.me/mitchmiles
This document provides a brand audit of Facebook. It outlines Facebook's brand heritage from its origins as "Facemash" in 2003 to becoming "Facebook" in 2005. The brand identity, architecture, positioning, and core challenges are examined. Facebook's brand is positioned as allowing users to stay connected to friends and family through customizable profiles. However, its core challenge is brand revitalization as younger users find Facebook uncool and associate it with information overload. Recommendations include creating new associations to attract younger users, bolstering connections with friends/family, and neutralizing negative associations through streamlining the user experience.
Launching Talent on Chinese Social MediaMailman Group
Discover how Mailman, supported by Mailman's social media technology, KAWO, can help your brand grow a Chinese fanbase and expand commercial opportunities in China.
Social media engagement and word-of-mouth recommendations are increasingly important for the travel and tourism industry. The document discusses how people's social networks influence their travel decisions and how brands can utilize social media to influence word-of-mouth. It also examines how the internet has impacted word-of-mouth conversations and how brands can provide resources to customers before, during, and after these conversations. Finally, it outlines strategies for travel brands to engage customers on social media through content creation, customer service, and thought leadership in order to build brand awareness and positive word-of-mouth.
This document summarizes the findings of a survey of over 2,700 professionals about staffing and practices related to social media. Key findings include:
1) 65% of respondents handle social media tasks in addition to other duties rather than having a dedicated social media team. Teams of 3 or fewer people handle social media exclusively for many organizations.
2) Measurement of social media efforts is an area of dissatisfaction, with 69% unhappy with their methods.
3) Budgets and salaries for social media positions show wide variation and most did not increase in 2012-2013.
4) Facebook is the dominant social media platform used, while ownership of social media efforts is spread across marketing, PR and communications departments
Decoding Monetization Methods For Dating AppsInMobi
Swipe right - the new age dating gesture, has permeated the mobile world. Today, users end up spending almost 90 minutes of their day sifting through myriad potential partners, in search of the perfect match. This is greater than the average time spent by a user on traditional social networking sites, creating an alternate social network that is distinctly different from its older cousin.
How can mobile developers building dating apps tap into this growing opportunity? Dating apps enjoy long user engagement sessions and access to deep user data, presenting a unique opportunity for monetization that is yet to be realized fully. Recently, players like Starbucks and 20th Century Fox launched cheeky, innovative advertising campaigns on dating apps - lighting the way for several other advertisers. Even developers who are not building dating apps, can learn from the mechanics of this app category.
Join this webinar to :
Learn best practices around designing the app experience for your dating app
Get a comprehensive overview of monetization methods for dating apps
Learn how to leverage mobile advertising effectively to maximize user engagement & revenues
Learn how other app categories too can benefit from the mechanics of successful dating apps
Even if you can’t make the presentation, do sign-up and we will send you a recording of the webinar.
The document compares TaylorMade Golf's Web 1.0 and Web 2.0 marketing strategies. Web 1.0 involved impersonal emails and links to product pages, which lacked engagement. Web 2.0 ideas suggested include sharing product demo videos, scientist blogs about products, developing fan pages and viral campaigns to better connect with consumers and influence sales through their social networks. Participating in Web 2.0 marketing allows first mover advantage, lower costs than traditional marketing, and higher customer satisfaction.
My Streets My Eats Mobile Food Strategy Meetingfoodtruckfreak
The document discusses a strategy meeting agenda focused on introducing an ordinance to create a new Mobile Food Facility license that would allow for on-site food preparation from vehicles. The current rules only allow for pre-packaged foods. The proposed ordinance would establish requirements for food safety, vehicle standards, and commissary support for the Mobile Food Facilities.
This document outlines a digital marketing plan for Carolina National Golf Club with the following objectives:
1. Increase website traffic, dwell time, and page views through search engine optimization and improvements to website navigation.
2. Increase brand awareness through blogging, social media, and pay-per-click advertising.
3. Increase rounds booked and overall revenue by integrating an online tee time booking system.
The plan details strategies for back-end and front-end website optimizations, content creation, and connecting with review and local listing sites. Metrics like website traffic, search referrals, and online bookings will track the plan's effectiveness.
This document provides information about Diana DeLucia's photography project titled "Golf Club WORLD: Behind the Gates of 12 of the Finest Golf Clubs in the World." The project features photographs and interviews from 12 exclusive golf clubs around the world. It includes sponsorship opportunities for companies and testimonials from those involved in the project.
Effective Digital Strategies for Your Food Business. This presentation gives no-brainer and free resources you can use in doing digital marketing and social media marketing for your food business.
Golf Clubs Presentation Proposal Development Program 2016Lee Bromley
It's Time! Time to develop golf and your membership base for the future. Not only will you ensure your membership is solid for years to come, your club can play a big role in social development and address the social and socio-economic issues facing South Africa.
Social media is defined as activities that integrate technology, social interaction and the sharing of words, images, videos and audio. While conversations online are easy, using social media for business purposes can be difficult due to the many channels, people, and conversations happening simultaneously. To create a successful social media strategy, one should listen to existing conversations, create target personas, set specific goals, join in conversations thoughtfully, measure return on investment, and adapt based on analysis. Social media cannot replace core marketing, public relations, or solve business issues alone overnight.
In the last decade, Leitrim has transformed itself as a food production hub and food tourism destination with enormous appeal to locals, visitors, and investors. Through this, the first Leitrim Food Strategy 2017- 2021, we look towards the future to embrace new and innovative ways to think and act, so that together, our businesses, institutions and residents can reinforce and grow Leitrim’s position as leader for food, as a food county we can all be proud of.
This Food Strategy has been careful to play to the strengths of County Leitrim. The focus is on being locally relevant, pragmatic, scalable and implementable. #tasteletitrim
The document discusses various approaches to NGO marketing such as the organisation development approach, market development approach, and micro markets approach. It outlines some of the key challenges NGOs face in marketing such as small enterprise size, lack of market access, and information asymmetry. The document also provides examples of different models used by NGOs and suggests ways to address common issues such as through comprehensive SWOT analyses and by freeing entrepreneurs from programmatic constraints.
The document provides tips for effective marketing strategies for golf clubs, covering creating a website, using email marketing, developing an internet marketing plan, implementing customer loyalty programs, attracting business groups, public relations, search engine optimization, monitoring existing advertising, and improving the club's image. The key recommendations are to work with specialists for the website, use analytics to track traffic, develop an email database, assign a marketing budget, cross-promote with other sites, and leverage members' professional skills to reduce costs.
This document provides a content strategy for a restaurant's social media plan. It recommends posting pictures of food to showcase menu items, sharing cooking tips and recipes, running food-related contests on holidays, promoting restaurant offers, celebrating special occasions with fans, sharing food facts, and showing photos of happy employees to humanize the brand. Examples of specific social media posts are also provided, such as highlighting seasonal ingredients, promoting breakfast, and engaging customers with questions and contests. The overall goal is to build an online community around food to attract new customers.
The document provides 10 ideas for improving golf in 2015, including reducing the frequency of new equipment releases which frustrate customers, making club joining fees more flexible to attract new members, offering family memberships, publishing average round times to help golfers plan their day, using social media and digital marketing to promote clubs, partnering with business networking groups to bring in new players, and designating times for informal "big hole" golf to allow for quicker rounds. The overall suggestions aim to reduce barriers to playing golf and better market clubs and courses to players.
United Way of Pierce County is located in Tacoma, Washington. Their mission is to tackle tough challenges in the community and help children succeed. They have a social media presence on Facebook, LinkedIn, YouTube, Twitter and Pinterest but lack engagement. Their social media strategy aims to increase donations, brand awareness and social media followers through goals, objectives and tactics on Facebook and Twitter over 6 months. They will analyze results and adjust tactics as needed to effectively implement their strategy.
Online marketing strategy of Food PandaRohit Kumar
Foodpanda is an online food delivery service operating in over 40 countries. It allows users to order food from local restaurants via its website or mobile app. The presentation discusses Foodpanda's business goals of becoming the market leader in every market. It analyzes Foodpanda's competitors, conducts a SWOT analysis, and outlines strategies for marketing through social media, mobile apps, and promotional campaigns.
This document provides a summary of the key findings from the 2013 edition of Marketing General Incorporated's annual Membership Marketing Benchmarking Report. The report is based on a survey of 695 associations conducted between January and February 2013. Some of the main findings include:
- Over 52% of associations reported an increase in membership in the past year, compared to 31% reporting a decline.
- 63% reported an increase in new member acquisition and 35% reported an increase in membership renewal rates.
- The top challenges to membership growth were insufficient staff, attracting/retaining young members, and perceptions of the association.
- Most associations aim to increase member engagement and acquisition/retention. Social media sites like Facebook
The Secret Sauce For A Successful Health Club Marketing Strategy In 2014Bryan K. O'Rourke
This content addresses secrets for developing a successful health club marketing strategy. Prepared by Bryan O'Rourke, Kelli Hatton and the owners of Gold's Gym
An article I undertook pertaining to on line marketing strategy for audiology practices. The article appeared in Audiology Practices, the official publication of The Academy of Doctors of Audiology
Women pro soccer case study solution-atul & group groupAtul Gurav
1. The document lists the names of several individuals and provides information about a women's professional soccer league that struggled to sustain itself.
2. The league faced challenges including having fewer sponsors than expected, high operating expenses, low player compensation, and needing to pay for television broadcasts while having a small audience.
3. A new CEO with experience in professional sports was hired to help lead the league.
The document is a consumer behavior audit of the LPGA Tour conducted by Bears United. It analyzes the LPGA's fans, sponsors, and athletes. For fans, it finds that the core demographic is older and financially well-off. It recommends targeting women under 35 and their families by promoting the Girls Golf program to make golf more affordable and accessible. It also finds that the LPGA lacks television viewership and social media followers compared to the PGA Tour. It suggests the LPGA improve its social media presence, especially on platforms popular with women, to grow its fan base.
“ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad.
The document summarizes a study on how fans in the United States perceive the social media marketing strategy of Liverpool Football Club (LFC). A survey of 271 LFC supporters in the US found that most respondents can be classified as "minglers" who prefer discovering information on LFC's social media pages. There was no significant correlation found between respondents' level of interactivity on social media and their perception of LFC's interactivity. The study recommends that LFC improve engagement with US supporters by focusing on transforming "minglers" into advocates who spread positive word of mouth, and making content more relevant and interactive for the US market.
This document provides an overview and analysis of sponsorship marketing trends from 2018 to 2030 based on research from Ganizani Consulting. Key trends discussed include the growth of digitalization and its impact on sponsorship opportunities, sponsors' increasing demands for measurable returns on investment, the rise of influencer marketing, and growing interest in cause sponsorships from brands. The report also examines shifts in media consumption habits and the challenges they pose to traditional sports revenue and sponsorship models.
This document provides an overview and analysis of sponsorship marketing trends from 2018 to 2030 based on research from Ganizani Consulting. Key trends discussed include the growth of digitalization and its impact on sponsorship opportunities, sponsors' increasing demands for measurable returns on investment, the rise of influencer marketing, and growing interest in cause sponsorships from brands. The document also examines issues like the disruption of traditional media distribution models and their effect on sports properties' revenue streams. Global and regional sponsorship spending projections are given for different markets and industries.
The document provides an overview of global marketing trends in 2013 based on a survey conducted by the International Federation of DMA's across 12 countries. Key findings include:
1) Marketing budgets increased in 2013 after several years of declines, with over 40% of respondents reporting higher budgets. Digital channels like social media, search, and email saw the largest budget increases while traditional channels like TV and radio saw decreases.
2) Marketers are evaluating and shifting budgets to channels that can demonstrate business metrics like lead generation, conversion, and return on investment. Social media is unique in being evaluated on both awareness and business goals.
3) Around half of respondents linked their marketing activities to increased company revenues over the past year,
This document discusses using social media, specifically Facebook, to engage alumni of universities. It analyzes demographic data of current alumni Facebook users, noting that the majority are younger and located in Florida cities. The summary suggests expanding content for older alumni and those outside Florida to broaden the audience. A three-month plan proposes an alumni challenge to raise donations and engage alumni through activities around athletic games. The conclusion emphasizes that social media can help schools remain connected to alumni and increase the value of their education.
Dana R Zezzo - VP of Sales for ProTowels Etc conducted a Social Media workshop for the promotional products online distributor Leaderpromos in Columbus, OH. The goal was to help account excutives understand the power that social media had in building customer relationships.
Dana Zezzo gave a presentation on using social networking for promotional professionals. He discussed how Pro Towels Etc. has utilized social media like Facebook and LinkedIn to brand their company and generate more business opportunities. Zezzo explained that social networking allows companies to continuously connect with current and potential clients through regular online engagement and conversations to turn them into sales. He emphasized the importance of balancing social media use between personal and professional networking without directly selling to build relationships and trust over time.
IMC 641 Social Media Plan for Fish With Kyle Flyfishing Guide ServiceStephanie Marchant
Final project for IMC 641 designing a social media marketing plan for Kyle Burrell, fly fishing guide in Atlanta, GA and Pinedale, WY. There are many things in social media that can be quantified: followers, likes, fans, retweets, comments, click-through rates, referrals to the FWK website, traffic coming from targeted geographic, etc. It is finding the correct mix of these items that allow for measurement of how to leverage word-of-mouth to drive brand credibility, and, ultimately new clients.
Dana Zezzo discusses how social networking can benefit promotional professionals. He explains that consumer buying habits have changed, with more research done online. Social networking allows frequent touches with clients to strengthen relationships. It can also help warm up cold calls and turn prospects into customers or sales. The key is using social networking to create conversations about your brand through relevant and transparent content.
Can Social Media Contribute to Golf Club Business DevelopmentCarla Reynolds
This thesis examines how golf clubs in Ireland can effectively use social media to develop membership and customers. The author conducted interviews with managers at nine randomly selected golf clubs and distributed a survey to club members. Key findings included that age, privacy concerns, lack of structure, training and resources inhibit social media use. The author concludes that training golf club staff is essential to developing social media use, and recommends the Confederation of Golf in Ireland implement strategies like training to help clubs grow sustainably through social media.
Under Pressure: Navigating Extreme Association TrendsEvent Garde LLC
Scott Oser and Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation during the ASAE Great Ideas Conference on Sunday, March 9, 2014, at the Hyatt Regency in Orlando.
This document is a digital audit and planning portfolio for the Lady Musgrave Trust charity. It begins with an introduction to the charity and its vision of helping homeless women and children in Queensland. It then conducts a digital media audit of the charity's current online presence, including an analysis of its website, social media accounts, digital strategy and content. Next, it analyzes the charity's target audience, products and competitors. It identifies key consumer insights about the target audience. Finally, it provides recommendations to establish consistency across social media, develop a search engine marketing plan and establish a new website to better reach the target audience and compete in the saturated charity market.
Athletic departments need to align their digital, social, and mobile strategies with business goals. A strategic, innovative, and integrated social presence is needed rather than tactical one-off campaigns. An audit of the current social media presence is required to evaluate status, growth opportunities, and future direction. Expanding the definition of who is considered a sports fan can help engage the millions of casual fans currently being missed.
Similar to SM marketing in Golf clubs - Factsheet (20)
1. Social Media Marketing in Golf Clubs: Can Social Media
contribute to golf club business development?
2. Social Media Marketing in Golf Clubs: Can Social Media contribute to golf club business
development?
The Confederation of Golf in Ireland (CGI) teamed up with Carla Reynolds, MS.c student from
Maynooth University to specifically outline if golf clubs are currently utilizing Social Media (SM) as a
marketing tool and if so, how effectively are they using it. The CGI were interested in finding out if
they should provide training and recommendations to Golf Clubs outlining good practice in social
media, as previous research suggested that clubs may find this useful.
The aim of this research was to - establish how golf clubs can effectively use SM to develop their
membership and customer base.
Objectives:
1. To identify how golf clubs are currently using SM
2. To detect if golf club SM “administrators” have a SM plan or policy in place
3. To establish what members and potential customers want/need from SM interaction and
establish if clubs are currently meeting those needs.
John Roche, Director of Golf and Business Development commented on the reasoning behind the
research:
“A key remit of the Confederation of Golf in Ireland is to grow the game of golf on the island of Ireland and
part of the strategy is to provide a wide range of support services to Golf Clubs. Much of the efforts focus on
both participation and business support. Communication is key to membership growth and retention as
indeed marketing is to membership and club development. Through various CGI surveys clubs have identified
social media as an area of key interest. The research undertaken by Carla Reynolds will be key in the
formulation of CGI support offerings to club. Merely providing generic social media information to Golf Clubs
is not sufficient. We need to understand the use of social media and how it relates to golf and golf clubs.
Typical Irish Golf Club have a broad demographic of players both Males and female, young and old and as
such we have to understand how the application of social media relates to this diverse audience. We will also
use the research to help demystify some of the issues surrounding social media such as privacy and security.
CGI will use the recommendations to develop social media toolkits and templates to assist our clubs. We will
also develop social media and marketing workshops for clubs. The research will prove invaluable in insuring
our support offerings are fit for purpose and targeted at the areas needing support.“
3. With a large number of people partaking in golf across the country (and
growth in younger players, particularly girls u18, along with increased use of
SM as a whole in Ireland, it seems that the use of SM in golf clubs should be
common practice, however at a glance it seems that this is not the
case.
SM marketing strategies are increasingly important as simply presenting
products or services in an ad-hoc way will not target your markets needs and
is likely to fail; enterprise SM needs to be embraced in order for an
organisation to succeed and build a positive online reputation.
Many sporting organisations (Golf Australia for example) state that SM as part
of an over-arching marketing strategy can assist to enhance participation,
increase engagement and improve sustainability through new income streams.
However, the Irish NGB’s of golf do not (at present) provide any structured
guidelines on using SM to golf clubs.
Numbers declining in certain areas has been identified as being down to the
marketing of golf clubs and the game of golf in general.
SM is growing among all demographics, especially among women.
Users under 50 are most likely to use a SM platform however there has been
huge growth in the number of older adults who are going online, using email
and setting up SM profiles.
Facebook still remains the most popular platform, however sites such as
Instagram and Twitter are catching up and these platforms may be useful to
access a sub section of the market; younger consumers for example.
Each brand (golf club) should develop its own goals and metrics in order to
gauge its success.
Key Findings
4. Study Methodology
Paul O’Neill – Westport Golf Club commented at the
interview stages:
“Certainly Irish Golf needs to promote its image. It really has to be
far more customer service orientated. The days of members
maintaining is gone, the footfall especially here in Ireland, we have
a golden generation of golfers. For example on yesterday the
leading sports story on Drive-Time yesterday was about Leona
Maguire, number 1 amateur lady in the world in the British
Amateur. Absolutely unprecedented for RTE to be leading with
ladies golf, we need to shout it from the rooftops! Unfortunately we
are competing with a lot of other sports, especially the GAA. Social
Media is a growing forum in which golfs image can be improved,
we still seem to have the reputation that it is a different type of
person that plays golf and of course it couldn’t be further from the
truth.”
5. Statistics/Findings
Demographic of Golfers in Ireland:
Men 135,260
Women 39,123
Boys (U-18) 22,224
Girls (U-18) 6,040
Biggest Social Media Platforms and number of active
users:
Facebook 1.4 billion
YouTube 4 billion views per day
WhatsApp 700 million
Messenger 500 million
LinkedIn 347 million
Instagram 300 million
Twitter 288 million
Snapchat 100 million
Pinterest 70 million
Flickr 92 million
All participants of the research (bar one) believed
that SM has a place in the golf sector with 8 out of 9
interviewees believing that it could contribute to
increasing visitor and membership revenue and 100%
believed it could contribute to positive golf
development.
44% of clubs interviewed had a marketing manager,
however in 3 of those clubs the manager was not
specific to marketing.
56% of golf clubs researched had a marketing
committee and the same figure have an annual budget
for marketing.
6. Study Results
Survey Monkey was used for the quantitative part of the research. This tool not only collects the data but also produces results and analysis. It was
an ideal method of reaching golf club memberships as the Survey Monkey link was simply sent out to all members of participating clubs and the data
flowed in. There was a 22% response rate, 10-15% would be the average response rate (as noted by Georgetown edu)
The graph below represents what golf club members would like to see
from their Golf Clubs social media pages.
Club competition results came out on top with 78.37% stating
this as one of the things they would like to see this on social
media pages.
59% of respondents stated they would like to see Professional
shop sales.
50% would like to see club deals.
46% stated they would like to see restaurant events and deals
appearing on their clubs social media pages
52% of respondents felt that the club they were a member of were
“active” on SM, however 43% had never engaged with their clubs
social media pages. The graph below represents the things that
would encourage increased engagement by members on the clubs
social media pages.
59% of respondents stated increasing the amount of
interesting news would encourage them to engage more
45% stated increasing the number of photos and videos being
shared would encourage them
31% felt that having more posts about club members would
be of interest
7. The graph below shows reasons why those respondents who were not
on SM did not engage with it. Lack of interest was the main reason
(61.57%) however security and privacy issues accounted for a significant
amount as 29.69% of respondents chose this as a reason for not
engaging on SM.
The types of SM platforms engaged in is age dependent. For those
respondents aged 18-25 Facebook (95.15%), Twitter (78.62%) and
Instagram (72.8%) are the most common. While those aged 55+ more
commonly engage with Facebook (85.88%), LinkedIn (50.59%) and
Twitter (32.35%).
Study Results
8. Age and gender: The game of golf spans across a wide demographic of players, male and
female, young and old, however the weight of older males dominates currently despite growing
efforts from minority groups.
The majority of interviewees expressed this wide demographic as an issue when it comes to
the successful use of SM in golf clubs. Email continues to be the most common use of
communication in golf clubs however it is possible that this may not be as favorable if SM was
to continue to grow, becoming widespread. Internet use is relatively widespread across all age
groups but is especially common among younger users (Duggan and Brenner, 2013).
SM use is similarly spread across age cohorts although is slightly more skewed towards users
under 50 with particular emphasis on users aged 18-29. Facebook was found to be the most
widely used platform across all demographics however other platform use varied across all
ages and genders. The large response of males and older adults is attributed to the
demographic of the game of golf (NGF, 2012; CGI Statistics, 2014). The literature suggests that
women use SM more than men (Duggan and Brenner, 2013); however results of this study
found gender use to be relatively equal suggesting that as SM is such a fast paced media it is
possible that statistics collected in 2013 are now outdated.
Recommendations
It is a difficult issue to overcome however I feel that it is not impossible and there are activities
that the CGI could recommend to clubs to help break down these barriers.
Reverse mentoring may be a way for younger staff members to enlighten older staff members
about the uses and skills involved in SM use. I believe that this could be used in a golf club
setting among members also. A reverse mentoring system in a golf club where younger
members showed older members how to use SM would empower the younger members of
the club by advising older members in relation to online activity, it would also create a
community environment in which older and younger members are working together for the
good of the club. On top of this the younger members would feel more connected to the club
in this way and would be more likely to continue their membership which would create more
revenue for the golf club while sustaining membership for future generations.
Conclusions and Recommendations
9. Privacy and security issues: Club managers fear ruining the brand image of the
club with mistakes on SM whereas members, especially older demographics fear
their personal information may be leaked and shared online. With proper education
and training however it is possible that these fears will dissipate.
The ASC express that the use of extensive risk management would allow
organisations, such as golf clubs, to reap the benefits that SM can provide (Hume,
2015).
It would be interesting to find out if the fear of SM use is limited to those who don’t
currently use it as research has found that those who use SM platforms such as
Facebook are more trusting than those who don’t (Hampton et al., 2011). It is
probable that once non-users become users, this fear will be no more if SM is used
correctly.
Recommendations
This theme may be due to lack of knowledge and practice in the area of SM on the
part of both management and members of golf clubs.
I believe that member engagement is a huge part of how successful clubs can be on
SM and therefore I recommend that CGI develop a “factsheet” to be given to golf
club members, similar to their other project posters. This factsheet would outline
the importance of SM to the golf club, how it benefits the club and how it could
benefit the members who become involved. I believe that if the members knew that
their engagement was helping the club by increasing the reach of their SM profiles
they would be much more likely to participate online.
A separate factsheet could also be developed for club managers and PGA
professionals outlining the benefits for them in using SM to develop their businesses,
therefore incorporating the whole club and allowing them to “buy in” and create a
habit of SM use within the club, growing and developing the clubs for the better.
Conclusions and Recommendations
10. Organisational structure was noticed in all clubs. With an absence of cohesion across club activities it was found that a SM policy and plan would be
needed in order to put all employees on the same page when it comes to SM marketing (Cairo, 2014).
Marketing recommendations for golf clubs were found to be far behind recommendations provided to an average business (SME Marketing, 2015). It is
important to note that SM is not a marketing replacement for current activities but when combined with a marketing strategy has the potential to boost
a brand further.
The structures and strategies were not found to be any better in clubs who had larger memberships, the clubs with the best structures in place were 2 of
the small-medium clubs, however even these clubs have a lot of scope for improvement in this area. Outsourcing was found to be a potential
consideration for golf clubs if up-skilling and training is not an option.
Recommendations
I recommend that the CGI develop a sample SM strategy template to which they can give to clubs. This template would allow clubs to clearly define their
aims and objectives for SM use in conjunction with the overall aims and objectives of the business. Further research may be necessary before this could
be rolled out fully in order to provide exact details of the content of this strategy. It might be considered to pilot this strategy template in a number of
clubs that have already taken part in this research which would allow the CGI to collect feedback through their analytics for future projects.
Secondly, it would be beneficial to develop a Beginners Guide SM “toolkit” and workshop for golf club managers similar to those of England and Scottish
Golf Associations. This workshop and toolkit must be developed in coordination with the Regional Business Development Officers of the CGI with the
relevant research of this project taken into account. Content should include uses for each platform, how to set up accounts, how to engage members and
visitors, how to analyse what works well for one particular club and how to link the clubs SM marketing to the strategy and goals of the club are
important to include.
Clubs need to have a plan; if their goal for the next quarter is to increase their revenue through visitors then their SM plan for that quarter will need to
emulate that. It needs to be specific and clear in its explanation as it seems that club managers are confused by the vastness of SM currently and need
some direction on what is best for their business in the golf industry specifically.
Conclusions and Recommendations
11. The areas of budget, SM skills availability and time-management were expressed as
resources needed for SM marketing success. Although increasing SM budgets has become a trend in
the business industry (Paton, 2010), it was found that it may not be necessary to invest a vast amount
in SM in the form of boosting and promoting pages as this collects “dead likes” that are not valuable to
the 82 brand.
YouTube was found to be an exception to this as some investment in the form of video production
techniques is needed on this platform. Return on SM investment was found to not be of monetary
value but instead specific metrics must be developed by each organisation as determined by their
profile analytics (Peters et al., 2013).
SM management requires a specific set of skills that were not found to be commonly available within
golf club staff. It is concluded that SM training is needed for club managers and potentially members.
Allocating time to SM marketing activities was found to be a difficulty within golf clubs. For example;
sorting through the “noise” produced by the mass amount of information on SM and the ability for
consumers to continuously communicate with the organisation takes up a lot of time when there are
other jobs to be carried out within the business. This further establishes the need for strategies and
plans to be implemented that will provide structure to SM marketing activities.
Recommendations
To overcome this barrier I recommend that specific role descriptions are created for marketing and
SM roles in the clubs. If this is completed then clubs will know exactly what skills are needed which
can allow them to either upskill, attend the CGI workshop or find a person with these skills within the
membership of the club.
Identifying a club member who has the relevant skills to advise on SM use will be beneficial to the club
not only through the collaboration of ideas but will also save money as they do not have to source
these skills elsewhere or employ another staff member.
As a side note in terms of funding for marketing activities, sponsorship across SM platforms could be
exchanged for revenue to be used in other areas of the club. Role descriptions alongside specific
guidelines will also address the issue of time-constraints as the process will be broken down and will
not appear as daunting as it is currently perceived
12. It is concluded that training for managers and members is the over-riding issue in
most clubs. SM is very different from traditional media and this creates challenges due
to its unknown use (Qualman, 2015).
SM requires a different approach and the characteristics of each platform need to be
clearly identified before clubs decide if a certain platform will be beneficial to them
(Peters et al., 2013). All clubs agreed that training in the area of SM management would
be beneficial. It is suggested that training can reinforce policies and structures however
as the clubs studied have “ad-hoc” structures in place, this would be the first step in the
training process.
None of the clubs had formal training in SM marketing nor had they provided training
to staff on its use. More women than men felt that training for club members would be
beneficial. Further discussion as to what would be included in this training is discussed
below in the recommendations section. A reverse mentoring including younger
members training the older members as suggested by Cairo (2014) is one such example
of a training technique.
Recommendations
Having already discussed the possibility of a training workshop for club managers in the
Structure section I have further recommendations involving training for the CGI staff
themselves.
I believe that training should be provided for all staff in CGI so that they can adhere to
the best practice of SM use which they will be recommending to golf clubs across
Ireland. In particular it is important that the Regional Business Development Officers in
the company are trained in this area as this will add to the offering they can give to
clubs on first meeting them. This knowledge teamed with the CGI SM marketing toolkit
and club manager training as well as the further recommendations that have been made
will allow the use of SM to contribute to the growth of Irish Golf; the core mission of
the CGI.