The document summarizes a presentation by the Sydney Swans football club. It discusses the competitive sports market in Sydney, and the Swans' strategy to build their brand and increase loyalty over the next 3 years until 2012 when they will face more competition. Key aspects of their strategy include consolidating relationships with members, sponsors and the community; developing a strong brand identity; and emphasizing their values, heritage and creating a sense of pride and unity among fans.

1. SYDNEY SWANS PRESENTATION
Thursday 7 August, 2008

2. The Sydney Swans operate in one
of the most competitive football
markets in the world

3. Four codes compete for the attention and discretionary spending
of Sydneysiders.
The Sydney Swans also compete with a diverse array of entertainment options as
consumers become increasingly discerning of how they spend their leisure
time and entertainment dollars.
‘Sydney’s sporting options have created a fickleness which is reflected in the AFL’s own figures.
The Swans have the highest churn rate in the AFL. Each year, 22 per cent of members drop out,
meaning there is a furious chase every year to find new members’.’
Sydney Morning Herald July 2008

4. SYDNEY IS A ONE TEAM AFL
CITY UNTIL 2012
Over the next three years we need to consolidate
our relationships with:
• Members
• Sponsors
• Corporates
• The Community
In this competitive environment long-term success depends upon continuing to
build a strong and identifiable brand. One with which the general public and
corporate market can develop even stronger allegiances.

5. Quality of the products and
services offered
BRAND
EQUITY
Potential catchment areaSwans history and traditions
Competitive intensity within
potential catchment area
Success
MEDIA EQUITY SPONSORS EQUITY
CUSTOMER EQUITY
Technical resources
The more effectively we manage relationships the more valuable
the Sydney Swans brand will be
Marketing and Football
– An International Perspective

6. Why is brand EQUITY so important?

7. ‘Brand Equity determines the degree to which fans will turn into paying customers.
High degrees of customer engagement and loyalty create brand evangelists who will
attend games regardless of on-field success and who will create the ‘buzz’ within
social networks to drive membership, ticket and merchandise sales.’
Corporate sponsors will also be attracted by an association with the strong brand.
The most successful sporting clubs in the world have all developed strong brands
Manchester United, FC Barcelona, LA Lakers.
LOYALTY DRIVES SUCCESS

8. THE SYDNEY SWANS ALREADY HAVE
A STRONG, SALIENT BRAND

9. THE SYDNEY SWANS ARE
• Professional
• Innovative
• Ethical
• Inspirational
A Leader
ADOPTING BEST PRACTICE METHODOLOGY ON AND OFF THE FIELD

10. THE SYDNEY SWANS DELIVER A
BRAND BUILT ON CLUB VALUES
• Belief
• Strength
• Teamwork
• Focus
‘The Swans have an unmistakeable trademark. It is that they play
organised, patient, driven and mostly winning football, directed by the
least flappable coach in the business.’
Melbourne Age June 2008
‘Look at the brand they’ve created – not only the club, but the players.’
Colin McLeod – AFL Marketing and Communications Manager

11. The Sydney Swans OFFER
• Pride
• Unity
• Heritage
• Excitement
• Success

12. A TRULY GREAT BRAND IS BUILT UPON A
MEANINGFUL AND RELEVANT PAST

13. HERITAGE
WE MUST balance the traditions of the Football CLub
with the requirements of an evolving marketplace.
Heritage speaks of status, character, social class and history.
Tradition that is of value to present and future generations.
It speaks of inheritance, shared experiences and a common history.
‘The names: Nash, Cazaly, Skilton, Kelly, O’Loughlin. And the history: fitful, sometimes
glorious, a little ill-starred, pioneering in 1982 when it changed cities, a history unique
to the Swans and for most part cherished as such.’
Melbourne Age June 2008

14. UNITY AND PRIDE
• Since the dawn of time, we have grouped together as tribes.
• One prominent way is through identification with sports.
• We go to the game to be with others, to share the experience with our ‘tribe’.
• We wear our tribal colours with pride.
• We bathe in the reflected glory of our tribes success.
• It is this emotional appeal that drives loyalty to the Club.
STRONG TRIBES DELIVER HIGH MEMBERSHIP AND LOW CHURN.

15. THE ‘RED & WHITE FAMILY’

16. THE ‘RED & WHITE FAMILY’
Embodies heritage with modern day best practice.
Unifies all Club stakeholders with a common bond whilst maintaining
the individual integrity of each group.
• Football Department – ‘Bloods’ Culture
• Fans – ‘Live Life in Red and White’
• Members – ‘It’s in the Blood’
• Corporates – ‘Roosy’s Red and Whites’, ‘Centre Circle’
• SAFF – ‘Our Future’
Varied Executions – One Brand

17. BUILD BRAND EQUITY

18. ‘WINNING ISN’T EVERYTHING’

19. IT’S NOT JUST ON-FIELD SUCCESS
THAT KEEPS FANS LOYAL.
‘The Kings have been the most successful club in NBL history, and played off in
arguably the greatest final series of all time, yet there is not enough popular support
in Sydney to resuscitate the brand.’
Daily Telegraph July 2008

20. THE CUSTOMER
PRICING
Ticketing
INTERACTION
Membership, on-line and events
THE EVENT EXPERIENCE
Stadium, ticketing and travel
COMMUNITY
Corporate and social
Fans evaluate the value of our ‘brand’ on each of these components.
CORE PRODUCT
On-field success
COMMUNICATION
Advertising, media and promotion

21. THE KEYS TO DELIVERY
• Focus on the fans
• Maintain a strong culture
• Communicate on an emotional level
• Integrated design
• Utilise technology

22. A SENSE OF OWNERSHIP
We must make fans feel like they’re a part of something bigger than themselves,
that they’re a valued part of a family of like-minded people.
With that feeling of inclusion, will come sense the self-worth
and belonging fans crave.
‘Hawthorn has also turned their club over to its members. Volunteers invaded the club,
cats and dogs were signed up as members and the club freed itself from debt.’
Melbourne Age June 2008

23. MARKET SEGMENTATION
Identify, reward and motivate customer segments with an
aim to maintaining and/or increasing their commitment.
• New Markets
• Consumption of Media
• Match Attendance
• 3 Match Superpass
• Membership

24. Effective use of the Swans new CRM
technology is integral to developing an
understanding of our customer base and
building long-term interactive relationships.
Clubs Online efficiently manages the financial
transactions, purchasing, inventory control,
tracking, and reporting it is unfortunately
one step removed from the customer and so
communications may have little relation to
some recipients’ ‘attitudes’ or ‘values’.
There needs to be more empathy with
the customer through the collection and
interpretation of soft data through online surveys,
questionnaires, customer interaction etc.
The integration hard and soft data will enable
us to create sharper customer insight, better
strategy and effective communications.
CLUBS ONLINE

25. • Tiered structure of tangible benefits to
encourage higher value Membership sales
• Create link to Club sponsors through a
sponsor benefits program for Members
– Premiership Club
– Full Club Members
– Redback Members
– Young Bloods
– Sydneysider Members
– Country Members
– Swans Supporter Members
– Swans Squad Junior Members
Create Value for Members

26. AT THE VENUE
• An exciting and entertaining experience.
• A safe and comfortable environment.
– Market to families
• Tailor the customer experience to ensure
members feel that they are an important
part of the Club.
– A tiered structure of tangible benefits
to differentiate from single
ticket purchasers
– Parking and access
– Seating
– Food and beverage
– Promotions
• Promotions.
– Exclusivity demonstrates
Member benefits
• Mobile Hot Spots.
– ANZ Stadium
– SCG
– Pre-game / Half-time briefings
MEMBERSHIP DRIVERS

27. BEYOND THE VENUE
• Foster a sense of unity
– Social networking
– Personalise communication
• Maintain regular communication – EDM
– Provide value
– Exclusive offers on a variety
of products and events
– Exclusive insights
• Create a winning website
• Give members a voice
– Encourage two way dialogue
– Shine the spotlight
• Analytics to optimise ROI
MEMBERSHIP DRIVERS

28. COMPETITIVE INTENSITY
WITHIN THE CATCHMENT AREA
COMMUNITY
Drive Membership at the Local Club level
The Swans have a unique opportunity to drive
membership at the grass roots level through
local AFL clubs.
We are a ‘one team town’ for a very limited
time and it is vital to establish strong links at
Club and junior level.
AFL marketing activity at this level promotes
the game rather than the Swans.

29. COMMUNITY – STRATEGY
Adopt a high profile presence during local
Club registration days and offer special
memberships for junior AFL players and
their families.
A two way dialogue needs to be established
so that local AFL clubs feel closely aligned
to the Sydney Swans.
As part of the Sydney Swans Family, local
clubs should receive value added offers and
unique benefits.
This is more than a pre-emptive strike in the
battle for Sydney AFL fans.
It is the development of a highly qualified
sales channel to market the entire Sydney
Swans inventory.

30. COMMUNITY – TACTICAL
Membership Drive through local AFL Clubs
during registration process – early notices
and registration days.
Establish a unique online presence linking the
Sydney Swans to local AFL clubs.
Create a mobile marketing unit for
appearances at clubs days and major
events – funded by sponsors.

31. Corporate PARTNERS
SPONSORS
Greater Interaction with the Club
• Beyond brand exposure and hospitality
• Design a program to forge a
more interactive link with sponsors
Provide Revenue Generating Opportunities
• Leverage the supporter base with
special offers from sponsors
• Swans Member Benefits Card
Sydney SwanS
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Bookings close friday,
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DATE
friday, august 15, 2008
VENUE
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TIME
12 noon
DRESS
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PRICE
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32. THE OPPORTUNITY
• An important new revenue stream
• An opportunity to develop closer links
with a number of key corporations
One of the most marketable commodities
the Sydney Swans can offer the corporate
community is an insight into the “Bloods Culture”.
The success of the corporate culture developed
at the Sydney Swans is well documented and the
parallel between elite performance in
sport and business creates a viable new
business opportunity.
SYDNEY SWANS ELITE
PERFORMANCE PROGRAM
strength

33. • Structured program
• Twelve month commitment
The programs ability to develop into a long term
consistent revenue stream and potentially into a stand
alone business depends upon structuring annual
programs rather than a one off training day approach.
Designed exclusively for business leaders and rising
talent within the organisation.
Brand the ‘Swans EPP’ to develop a strong sense of
team. The corporation and participating staff will feel
they are a member of the ‘Swans EPP Team’ and feel
part of the Sydney Swans family.
The Elite Performance Program

34. • Development of a Corporate Culture
Program for the Organisation
• Personal Elite Development Program
at CEO level
• Executive Training Sessions at Senior
Management and Emerging Talent Levels
• Interaction with Sydney Swans
professional staff for both executive
training and fitness program
• Training from external experts who are
aligned to the Club
• Behind the Scenes insight into Game
Day Preparation
• Corporate Hospitality
• EPP Program Networking
• EPP Alumni
EPP EXECUTION
Three tiers of activity at the CEO, Senior Management
and Emerging Talent levels.
Communication about the program and special offers from the Sydney Swans will be made
available to the wider organisation to create interest in the EPP and the Sydney Swans.
Generating competition for the limited spaces on the EPP in future years will drive renewals.

35. HOW DO WE TAKE THE SWANS
BRAND TO MARKET?

36. A BRAND CULTURE
• Each and every employee must be a brand ambassador.
• Individual business units must work together.
• For the customer, every touch point must deliver a cohesive brand experience.

37. CURRENT COMMUNICATION – SILO BASED
Membership Sponsorship Ticketing Corporate
Club Swans
SAFF
MARKET

38. PROPOSED COMMUNICATION – CONSISTENT BRAND MESSAGE
MARKET
Membership Sponsorship Ticketing Corporate
Club Swans
SAFF
THE ‘RED WHITE FAMILY’

39. Committing to a long-term brand strategy
will lead to a clearly defined identity.
A unified message of Sydney Swans
brand values will promote loyalty among
customers, staff, sponsors, business
associates and all associated with
the Sydney Swans.
COMMITMENT
2008 EVENT COLLATERAL

40. If everyone embraces the
brand, the messaging and
communications can be
clearly defined.
It becomes the audience filter
through which all advertising
and promotional activity flows.
DESIGN

41. Typically companies placing a high value on
design are market leaders. An integrated
design effort results in consistency of visual
expression across all customer touch
points and delivers a unified and powerful
brand message.
“We believe that the quality
and nature of the customer
relationship and experience
is going to be the next
competitive battleground.”
Michael Dell
– CEO Dell Computers
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42. 2008 OUTDOOR

43. 2008 GUERNSEY
PRESENTATION

44. 2008 ‘LADIES LUNCH’ INVITE
2008 LADIES
LUNCH INVITE

45. CAMPAIGN INTEGRATION – 2008 MAJOR RAFFLE
ANZ STADIUM SCOREBOARD
Thank you for your support of the Sydney Swans and the TeamSWANS community program.
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MEMBERS TVC PREVIEW EDM

46. Blake Entertainment can provide the structure
to maintain an effective brand strategy by
controlling the quality and consistency of
product presentations to customers.
Quarterly workshops with key Blake,
Clemenger and Sydney Swans staff will
provide the platform for development and
implementation of brand strategy.
An on-line secure access client lounge will be
maintained to provide Sydney Swans Marketing
staff with style guides and working reference to
all current marketing material.
A BRAND AMBASSADOR
IT’S IN THE BLOOD
2008 ‘IT’S IN THE BLOOD’ MAILER

47. DIGITAL

48. Success requires a new perspective,
a new skill set, and a new role in fans lives.
FANS ARE TAKING CONTROL
• Becoming immune to
traditional advertising
• Accessing information they want
• Sharing content
• Engaging in on-line word-of-mouth
A BRAVE NEW WORLD

49. UnderstandING fans’ needs,
habits and desires
‘Since serious sports fans spend more time
online, watch more online video and shop
more online, sports sites need to integrate
the right balance of video and social features
into their destinations.’
‘Web sites should not only focus on adding social
media and video features, but should look to
create a network of local bloggers along with
developing spin-off sites.’
UTILISE TECHNOLOGY
‘To fully tap into this lucrative audience,
local sites must make a commitment to
search engine optimization and search
engine marketing,’
Jupiter Research July 2008

50. Fans are connected to technology and their
social networks around the clock.
• More people use the Internet to participate
in virtual communities than to make
purchase transactions.*
• On a typical day 38% of wired adults use a
search engine and 30% go online just for
fun or to pass the time.*
The participatory web (web 2.0) has captured the
imagination of web users the world over.
Including 15.3 million internet users in Australia,
or nearly 75% and counting.
Daemon Digital – June 2008
THE CONNECTED GENERATION
MOBILE MARKETING WILL CONTINUE TO GROW.
• By the end of 2007 mobile marketing and
advertising will be worth about $3 billion
worldwide, and up to $19 billion by 2011.*
DRIVEN BY INNOVATION, INTEGRATION AND USABILITY.

51. WHAT DO WE WANT TO ACHIEVE?
• Awareness
• Increased engagement with fans
• Access to new fans
GROW INFLUENCE IN
ONLINE COMMUNITY
SOCIAL MEDIA TOOLKIT
Influencer Outreach
Product
seeding
Customer
empowerment Inside scoops
BRAND
AMBASSADORS
Turn adorers into
advocates
BUZZ AGENTS
Incentivised/
directed buzz
BUZZ MONITORING
Inc, advocacy
tracking
REFERRAL
PROGRAMS
Customer
-get-customer
SPONSORSHIP
i.e. cause campaign
BRAND BLOGGING
DESKTOP APPs
Widgets etc
VIRAL ADVERTISING
Viral videos,
advergames, etc
BRANDED ARGs
Alternate Reality
Games
Encourage social networking

52. HOW DO WE GET STARTED?
A COMPLETE ONLINE AUDIT HIGHLIGHTING:
• What is being said about the Club?
• Who is saying it?
• Where are they communicating?
• How we can get involved in the conversation?

53. NO. OF BLOG MENTIONS

54. NEWS SERVICES
Topics related to Sydney Swans

55. FAN NETWORKS
FACEBOOK
• Almost 6,000 registered fans
• No deep link to purchase tickets
• No special offers
– Online Auctions and Swanshop
• No promotions
– 2008 Raffle
MYSPACE
• 2670 mentions

56. THE FUTURE
• Competition will intensify
• The economic downturn will continue to have an impact on discretionary spending
• Building the Sydney Swans brand will be key to growing loyalty and Membership
• Providing tangible benefits to customer segments will drive them
up the commitment chain
• Creating business opportunities will add value for Corporate partners

57. THE FUTURE
• Digital marketing will be a major weapon
• Fans will have greater influence over marketing messages
• Social networks will become more and more niche
• User-generated content will be a component on most new Web sites
• Mobile marketing will grow
• Email marketing will demand more strategy
• Access to specialised support and skills sets will be key

58. Why Blake Entertainment?
• Australia’s leading live event marketing agency.
• Blake campaigns have generated in excess of 1 billion dollars in
Australian ticket revenue.
• The personal service and industry experience of a specialist live event marketer
• Supported by the resources of Clemenger Communications, Australia’s largest
marketing services organisation.
• An established network of best in category specialist service providers.
• A highly motivated and professional team.
• An existing successful relationship with the Sydney Swans.

59. THE BLAKE ENTERTAINMENT TEAM
Scott Barton
DIRECTOR
Steve Masson
ACCOUNT DIRECTOR
Brian Jones
CREATIVE DIRECTOR
Zehan Marrisa
ACCOUNT MANAGER
Lucas Cramp
DESIGNER
Narelle Barnes
DESIGNER
Nicky Dooley
DESIGNER
Tim Parker
CHAIRMAN
Quarterly strategy meetings
Access resources of the
Clemenger Network