1) Television has had a huge financial impact on sports, driving up the cost of broadcasting rights tremendously since the BBC paid £15,000 for the 1948 Olympics rights.
2) American television networks alone spend around $20 billion annually on sports rights, with deals for events like the Super Bowl costing billions.
3) This influx of money has changed sports by making top athletes among the highest paid entertainers and influencing decisions about league structures and schedules to maximize television exposure and revenue.
Study of Super League Australia- Media Nexus, An under-represented /studied subject in management but a huge business potential.Applicable to all Sports Leagues Industry in US, Europe, or Asia.
The likely consequences of Brexit on the British TV industry include:
1) Loss of funding from the EU Media Program which supports film and TV production, distribution, and development in Britain and Europe. This will significantly impact the British film industry.
2) British TV shows may no longer qualify as European productions under EU quotas, reducing their appeal to European broadcasters and the prices paid for them.
3) Visas and work permits for European executives, cast and crew working in Britain as well as Brits working in Europe could become more difficult, impacting international co-productions.
The Business Winners & Losers of an NFL LockoutSteering Imc
Since their last work stoppage in 1987, the NFL has enjoyed great prosperity turning itself into a $9B dollar juggernaut and making millionaires out of its players. None of this growth would have been possible without the money generated from the sales of television rights, advertising dollars and a host of other, closely aligned commercial interests. The business of football extends well beyond the field. Of course while fans will be broken-hearted, it is the companies and industries with the greatest exposure to the NFL which may have the most at stake in this fight.
The document discusses sports broadcasting in Latin America. It notes that the global value of sports broadcasting rights reached $55.2 billion in 2022, with 4.5% ($2.4 billion) in Latin America. In Brazil, national football league broadcasting rights generated around $270 million in 2019. The document outlines how broadcasting rights are traditionally sold through free-to-air TV or pay-TV, but new over-the-top services are changing the model and intensifying competition. Collective selling of exclusive broadcasting rights packages has typically been the dominant model. The application of competition law to collective selling is also discussed.
222019 Internal Analysis Strengths, Weaknesses, and Competi.docxvickeryr87
2/2/2019 Internal Analysis: Strengths, Weaknesses, and Competitive Advantage
https://edugen.wileyplus.com/edugen/courses/crs12076/ebook/c03/dyer9781119411697c03xlinks.xform?id=c03-sec-7026 1/10
CASE 3
ESPN in 2015
Continued Dominance in Sports Television?
“If you're a fan, what you'll see in the next minutes, hours, and days to follow may convince you, you've gone to sports heaven.”
—Lee Leonard, September 7, 1979. The first on-air words at ESPN
John Skipper, president and CEO of ESPN since 2012, sat at his desk and intently reviewed comments by Bob Iger, Disney CEO, and his direct boss,
during last night's earnings call: “I'd like to address an issue that has been receiving a fair amount of interest and attention these days and that's the
rapidly changing media landscape especially as it relates to ESPN. We are realists about the business and about the impact technology has had on how
product is distributed, marketed, and consumed. We are also quite mindful of potential trends among younger audiences, in particular many of whom
consume television in very different ways than the generations before them … ESPN is the number one brand in sports media and one of the most
valuable brands in all sports and among the most popular, respected and valuable brands in media, by consumers, advertisers, and distributors. This is
supported by the fact that in the first calendar quarter of this year alone, 83% of all multichannel households turn to ESPN at some point.”
As Skipper looked up, his eyes focused on ESPN's newest building at the sprawling 200-plus acre Bristol, Connecticut campus, DC-2. DC-2 was
ESPN's 18th building and featured the state of the art in television broadcasting, with 194,000 square feet, 114 television screens and monitors, 1,100
miles of copper wire, the ability to broadcast SportsCenter in 4 K, 8 K, 3-D, and even a floating “CableCam” that treated visitors to an NFL playing
field experience. He reflected on the vast size of ESPN's current campus, remembering that ESPN originated from temporary trailers on a less than a
single acre in 1979.
Skipper's mind raced forward, wondering if and how this new investment would pay off in a world with almost overwhelming technological risk to
media companies. When sports news traveled instantaneously over Twitter and social media, and with the rise of free video streaming, Skipper
wondered about ESPN's relevance, competitive advantage, and revenue stream. Was ESPN ready for the next wave of disruption? How could ESPN
maintain and grow its dominant position in sports programming?
The Beginning
The idea that gave birth to ESPN hatched over two days, May 30–31, 1978. Bill Rasmussen, an ex-collegiate baseball player and sports nut, had just
been fired as the communications director for the New England (Hartford) Whalers hockey club. As Bill and his son Scott sat around the house the
night of May 30, Bill discussed a vague set of ideas about using the new technology of cable TV to broadcast .
The document discusses media coverage of sport from the 1980s to today. It notes that media coverage has expanded significantly, with more outlets now covering more sports. Television now includes dedicated sports channels like Sky Sports, and the internet allows 24/7 access to sports news and information. However, increased commercialization has also influenced sports as schedules are altered for TV and sponsorship deals are prominent. Overall, the relationship between sport and media is now highly codependent, with each influencing and benefiting the other.
Study of Super League Australia- Media Nexus, An under-represented /studied subject in management but a huge business potential.Applicable to all Sports Leagues Industry in US, Europe, or Asia.
The likely consequences of Brexit on the British TV industry include:
1) Loss of funding from the EU Media Program which supports film and TV production, distribution, and development in Britain and Europe. This will significantly impact the British film industry.
2) British TV shows may no longer qualify as European productions under EU quotas, reducing their appeal to European broadcasters and the prices paid for them.
3) Visas and work permits for European executives, cast and crew working in Britain as well as Brits working in Europe could become more difficult, impacting international co-productions.
The Business Winners & Losers of an NFL LockoutSteering Imc
Since their last work stoppage in 1987, the NFL has enjoyed great prosperity turning itself into a $9B dollar juggernaut and making millionaires out of its players. None of this growth would have been possible without the money generated from the sales of television rights, advertising dollars and a host of other, closely aligned commercial interests. The business of football extends well beyond the field. Of course while fans will be broken-hearted, it is the companies and industries with the greatest exposure to the NFL which may have the most at stake in this fight.
The document discusses sports broadcasting in Latin America. It notes that the global value of sports broadcasting rights reached $55.2 billion in 2022, with 4.5% ($2.4 billion) in Latin America. In Brazil, national football league broadcasting rights generated around $270 million in 2019. The document outlines how broadcasting rights are traditionally sold through free-to-air TV or pay-TV, but new over-the-top services are changing the model and intensifying competition. Collective selling of exclusive broadcasting rights packages has typically been the dominant model. The application of competition law to collective selling is also discussed.
222019 Internal Analysis Strengths, Weaknesses, and Competi.docxvickeryr87
2/2/2019 Internal Analysis: Strengths, Weaknesses, and Competitive Advantage
https://edugen.wileyplus.com/edugen/courses/crs12076/ebook/c03/dyer9781119411697c03xlinks.xform?id=c03-sec-7026 1/10
CASE 3
ESPN in 2015
Continued Dominance in Sports Television?
“If you're a fan, what you'll see in the next minutes, hours, and days to follow may convince you, you've gone to sports heaven.”
—Lee Leonard, September 7, 1979. The first on-air words at ESPN
John Skipper, president and CEO of ESPN since 2012, sat at his desk and intently reviewed comments by Bob Iger, Disney CEO, and his direct boss,
during last night's earnings call: “I'd like to address an issue that has been receiving a fair amount of interest and attention these days and that's the
rapidly changing media landscape especially as it relates to ESPN. We are realists about the business and about the impact technology has had on how
product is distributed, marketed, and consumed. We are also quite mindful of potential trends among younger audiences, in particular many of whom
consume television in very different ways than the generations before them … ESPN is the number one brand in sports media and one of the most
valuable brands in all sports and among the most popular, respected and valuable brands in media, by consumers, advertisers, and distributors. This is
supported by the fact that in the first calendar quarter of this year alone, 83% of all multichannel households turn to ESPN at some point.”
As Skipper looked up, his eyes focused on ESPN's newest building at the sprawling 200-plus acre Bristol, Connecticut campus, DC-2. DC-2 was
ESPN's 18th building and featured the state of the art in television broadcasting, with 194,000 square feet, 114 television screens and monitors, 1,100
miles of copper wire, the ability to broadcast SportsCenter in 4 K, 8 K, 3-D, and even a floating “CableCam” that treated visitors to an NFL playing
field experience. He reflected on the vast size of ESPN's current campus, remembering that ESPN originated from temporary trailers on a less than a
single acre in 1979.
Skipper's mind raced forward, wondering if and how this new investment would pay off in a world with almost overwhelming technological risk to
media companies. When sports news traveled instantaneously over Twitter and social media, and with the rise of free video streaming, Skipper
wondered about ESPN's relevance, competitive advantage, and revenue stream. Was ESPN ready for the next wave of disruption? How could ESPN
maintain and grow its dominant position in sports programming?
The Beginning
The idea that gave birth to ESPN hatched over two days, May 30–31, 1978. Bill Rasmussen, an ex-collegiate baseball player and sports nut, had just
been fired as the communications director for the New England (Hartford) Whalers hockey club. As Bill and his son Scott sat around the house the
night of May 30, Bill discussed a vague set of ideas about using the new technology of cable TV to broadcast .
The document discusses media coverage of sport from the 1980s to today. It notes that media coverage has expanded significantly, with more outlets now covering more sports. Television now includes dedicated sports channels like Sky Sports, and the internet allows 24/7 access to sports news and information. However, increased commercialization has also influenced sports as schedules are altered for TV and sponsorship deals are prominent. Overall, the relationship between sport and media is now highly codependent, with each influencing and benefiting the other.
The media firm got involved in organizing rugby league to gain the exclusive broadcasting rights, seeing the sport as a valuable media property. This led to a conflict between media companies News Limited and Optus Vision over the rights to televise rugby league, resulting in News Limited establishing a breakaway Super League competition in an attempt to gain control of the broadcasting rights. The case study demonstrates the sports-media nexus and how media firms' involvement in sports organizations can be driven by the commercial value of sporting events and competitions.
The document discusses the growth of eSports and its opportunities for business. It notes that eSports has 148 million enthusiasts globally, is a multi-billion dollar industry, and is growing rapidly in viewership and revenue. Major brands and investors are getting involved in eSports through team ownership and sponsorships. The document predicts continued professionalization and mainstream acceptance of eSports in 2017 and beyond.
The document summarizes different types of live and non-live entertainment in the UK. It discusses how the live entertainment sector hit a record £17 billion in revenues in 2017 and was predicted to grow by another £400 million in 2018. It also outlines various live entertainment events like concerts, musicals, and sports and describes how the non-live entertainment sector includes movies, music and video streaming, television, video games, and over-the-top video. Revenues from these non-live sectors like music streaming, video games, and over-the-top video are also rapidly growing.
The sports industry generates hundreds of billions of dollars annually in the United States alone. Major professional sports leagues like the NFL, NBA, NHL and MLB bring in around $17 billion combined each year. However, the total size of the sports industry, including equipment, apparel, gambling, facilities and more, is estimated between $400-425 billion annually in the US. The sports sector employs over 1.5 million Americans directly and is constantly evolving as consumer tastes, popular sports, and new technologies change over time. Sports broadcasting is also evolving with new media like the internet, DVRs, and mobile devices impacting how fans watch events. The global recession negatively impacted the sports industry starting in 2008 through reduced ticket and equipment sales
The document provides an overview and analysis of the cable television industry and the cooking channel market. It discusses key industry trends such as increasing demand for niche programming and lifestyle content. It profiles major competitors in the cable television space such as Food Network, Travel Channel, Discovery Communications, Bravo, and BBC America. Market research findings are also presented showing viewer demographics, television viewing and cooking habits, and perceptions of major networks like Food Network. The document serves as a marketing plan and competitive analysis to support the launch of a new Cooking Channel.
This document provides a history of broadcast television from its origins to modern developments. It discusses early pioneers in TV technology in the 1920s-1930s and the first public demonstrations. TV growth slowed during World War 2 but expanded rapidly in the postwar years. By the 1950s, networks and popular shows defined the industry. Regulations and technological changes affected broadcasting throughout its development. New distribution methods now supplement traditional broadcast models.
ASY1 Media C1SB Industry BBC and public service broadcastingKBucket
The document provides information about the BBC, including its history, funding, and role as a public service broadcaster in the UK. It discusses:
- The BBC's origins in the 1920s and key developments in its history.
- How it is primarily funded by the television licence fee, which most UK households paying £150.50 per year.
- The BBC's public purposes as outlined in its royal charter, including to inform, educate, entertain, support learning, reflect UK culture and communities.
- Current debates around the licence fee model and criticisms of the BBC having a monopoly, with some arguing it is an outdated system.
1. The document discusses different channels of distribution for sports and entertainment marketing and how technology has affected these channels. It provides details on various distribution methods for movies, music, and live events over time as technologies changed.
2. New technologies like HDTV, satellite radio, and the internet have blurred lines between media and created new distribution opportunities through platforms like podcasts and file sharing. However, piracy remains a challenge.
3. Marketers must adapt to changing technologies to distribute content and stay aware of regulations and consumer behaviors as new options emerge.
The TV license fee grants access to BBC channels and services across different platforms. Most of the £147 annual fee goes towards BBC TV programming, with smaller portions funding radio, the BBC website and apps, local TV stations, and S4C. The BBC employs over 35,000 people, making it the largest broadcaster in the world, and produces popular, widely watched news and entertainment programming while aiming for impartiality. However, some accuse the BBC of political bias from both left and right perspectives at different points in its history.
The BBC is the oldest and largest broadcaster in the world, founded in 1922. It is publicly funded by television license fees paid by UK households. The BBC operates numerous national television and radio stations in the UK and produces television and radio programming. It is a public service broadcaster governed by the BBC Trust to ensure it fulfills its mandate to inform, educate, and entertain.
"Welcome to the second edition of PwC’s1 outlook for the global sports market. In this edition we provide revenue forecasts at a global and regional basis over the five years to 2015, and also drill down into key segments with projections for gate revenues, sponsorship, media rights and merchandising." - pwc
This document discusses distribution channels for sports and entertainment marketing. It covers how distribution has evolved over time with changes in technology, from live events to various media platforms. New technologies have blurred lines between information, communication and entertainment media. The document provides examples of different distribution methods like movies, music and radio/TV and how they have adapted to new formats and technologies like the internet, podcasts, HDTV and digital broadcasting.
Sports broadcasting has evolved significantly from early radio broadcasts to today's globalized landscape. In the early days of radio in the 1920s, radio was how fans experienced live sports coverage of games they couldn't attend. Television further expanded sports broadcasting beginning in the 1930s by adding video to the experience. Today, the internet and streaming have made sports coverage available internationally on an unprecedented scale, democratizing how fans watch their favorite teams and athletes anytime, anywhere. Sports broadcasting is now a major global industry and economic driver.
The National Consumers League is calling on legislators to adopt pro-consumer legislation that could slow the rising cost of cable and satellite television bills. The FANS Act, sponsored by U.S. Senator Richard Blumenthal (D-CT), would condition professional sports leagues’ antitrust exemptions on agreements to reduce programming blackouts and increase opportunities for fans to access sports over the Internet.
The document discusses how distribution channels for sports and entertainment have adapted over time to new technologies and consumer needs. It compares traditional live events distribution through venues to newer media distribution using radio, television, and internet platforms. It also outlines some of the key entities involved in the distribution of these industries like leagues, NCAA, and describes challenges around costs, access and technology changes.
The NFL Network is a specialized channel offered with some cable as well as satellite business that is owned by the National Football League. Visit : https://www.nflnewsz.com/
The document provides an overview of the history and current state of media. It discusses how media has evolved from ancient times through the developments of print, radio, television and cable. Today's media world includes print, broadcast and other categories with newspapers and magazines in print, radio and television in broadcast. Networks, syndication and cable television are discussed. Consumers are immersed in a media-saturated culture and shifting their time across platforms. Large media conglomerates are pursuing branding strategies to differentiate themselves in the competitive landscape.
This document summarizes the partnership between Westwood One, a major radio network, and Toyota to communicate Toyota's messaging to consumers. Some key points:
- Westwood One reaches over 190 million Americans weekly through radio programming, allowing them to deliver Toyota's messages at scale.
- They provide both national programming as well as local content tailored to specific markets, helping Toyota speak to consumers throughout their daily lives.
- Integration opportunities exist within Westwood One's portfolio of popular brands like sports, news, and entertainment programming to embed Toyota messaging within valued content.
- Additional activation avenues include events, traffic and weather sponsorships, digital platforms, and in-store radio networks to reach consumers across multiple touch
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
The media firm got involved in organizing rugby league to gain the exclusive broadcasting rights, seeing the sport as a valuable media property. This led to a conflict between media companies News Limited and Optus Vision over the rights to televise rugby league, resulting in News Limited establishing a breakaway Super League competition in an attempt to gain control of the broadcasting rights. The case study demonstrates the sports-media nexus and how media firms' involvement in sports organizations can be driven by the commercial value of sporting events and competitions.
The document discusses the growth of eSports and its opportunities for business. It notes that eSports has 148 million enthusiasts globally, is a multi-billion dollar industry, and is growing rapidly in viewership and revenue. Major brands and investors are getting involved in eSports through team ownership and sponsorships. The document predicts continued professionalization and mainstream acceptance of eSports in 2017 and beyond.
The document summarizes different types of live and non-live entertainment in the UK. It discusses how the live entertainment sector hit a record £17 billion in revenues in 2017 and was predicted to grow by another £400 million in 2018. It also outlines various live entertainment events like concerts, musicals, and sports and describes how the non-live entertainment sector includes movies, music and video streaming, television, video games, and over-the-top video. Revenues from these non-live sectors like music streaming, video games, and over-the-top video are also rapidly growing.
The sports industry generates hundreds of billions of dollars annually in the United States alone. Major professional sports leagues like the NFL, NBA, NHL and MLB bring in around $17 billion combined each year. However, the total size of the sports industry, including equipment, apparel, gambling, facilities and more, is estimated between $400-425 billion annually in the US. The sports sector employs over 1.5 million Americans directly and is constantly evolving as consumer tastes, popular sports, and new technologies change over time. Sports broadcasting is also evolving with new media like the internet, DVRs, and mobile devices impacting how fans watch events. The global recession negatively impacted the sports industry starting in 2008 through reduced ticket and equipment sales
The document provides an overview and analysis of the cable television industry and the cooking channel market. It discusses key industry trends such as increasing demand for niche programming and lifestyle content. It profiles major competitors in the cable television space such as Food Network, Travel Channel, Discovery Communications, Bravo, and BBC America. Market research findings are also presented showing viewer demographics, television viewing and cooking habits, and perceptions of major networks like Food Network. The document serves as a marketing plan and competitive analysis to support the launch of a new Cooking Channel.
This document provides a history of broadcast television from its origins to modern developments. It discusses early pioneers in TV technology in the 1920s-1930s and the first public demonstrations. TV growth slowed during World War 2 but expanded rapidly in the postwar years. By the 1950s, networks and popular shows defined the industry. Regulations and technological changes affected broadcasting throughout its development. New distribution methods now supplement traditional broadcast models.
ASY1 Media C1SB Industry BBC and public service broadcastingKBucket
The document provides information about the BBC, including its history, funding, and role as a public service broadcaster in the UK. It discusses:
- The BBC's origins in the 1920s and key developments in its history.
- How it is primarily funded by the television licence fee, which most UK households paying £150.50 per year.
- The BBC's public purposes as outlined in its royal charter, including to inform, educate, entertain, support learning, reflect UK culture and communities.
- Current debates around the licence fee model and criticisms of the BBC having a monopoly, with some arguing it is an outdated system.
1. The document discusses different channels of distribution for sports and entertainment marketing and how technology has affected these channels. It provides details on various distribution methods for movies, music, and live events over time as technologies changed.
2. New technologies like HDTV, satellite radio, and the internet have blurred lines between media and created new distribution opportunities through platforms like podcasts and file sharing. However, piracy remains a challenge.
3. Marketers must adapt to changing technologies to distribute content and stay aware of regulations and consumer behaviors as new options emerge.
The TV license fee grants access to BBC channels and services across different platforms. Most of the £147 annual fee goes towards BBC TV programming, with smaller portions funding radio, the BBC website and apps, local TV stations, and S4C. The BBC employs over 35,000 people, making it the largest broadcaster in the world, and produces popular, widely watched news and entertainment programming while aiming for impartiality. However, some accuse the BBC of political bias from both left and right perspectives at different points in its history.
The BBC is the oldest and largest broadcaster in the world, founded in 1922. It is publicly funded by television license fees paid by UK households. The BBC operates numerous national television and radio stations in the UK and produces television and radio programming. It is a public service broadcaster governed by the BBC Trust to ensure it fulfills its mandate to inform, educate, and entertain.
"Welcome to the second edition of PwC’s1 outlook for the global sports market. In this edition we provide revenue forecasts at a global and regional basis over the five years to 2015, and also drill down into key segments with projections for gate revenues, sponsorship, media rights and merchandising." - pwc
This document discusses distribution channels for sports and entertainment marketing. It covers how distribution has evolved over time with changes in technology, from live events to various media platforms. New technologies have blurred lines between information, communication and entertainment media. The document provides examples of different distribution methods like movies, music and radio/TV and how they have adapted to new formats and technologies like the internet, podcasts, HDTV and digital broadcasting.
Sports broadcasting has evolved significantly from early radio broadcasts to today's globalized landscape. In the early days of radio in the 1920s, radio was how fans experienced live sports coverage of games they couldn't attend. Television further expanded sports broadcasting beginning in the 1930s by adding video to the experience. Today, the internet and streaming have made sports coverage available internationally on an unprecedented scale, democratizing how fans watch their favorite teams and athletes anytime, anywhere. Sports broadcasting is now a major global industry and economic driver.
The National Consumers League is calling on legislators to adopt pro-consumer legislation that could slow the rising cost of cable and satellite television bills. The FANS Act, sponsored by U.S. Senator Richard Blumenthal (D-CT), would condition professional sports leagues’ antitrust exemptions on agreements to reduce programming blackouts and increase opportunities for fans to access sports over the Internet.
The document discusses how distribution channels for sports and entertainment have adapted over time to new technologies and consumer needs. It compares traditional live events distribution through venues to newer media distribution using radio, television, and internet platforms. It also outlines some of the key entities involved in the distribution of these industries like leagues, NCAA, and describes challenges around costs, access and technology changes.
The NFL Network is a specialized channel offered with some cable as well as satellite business that is owned by the National Football League. Visit : https://www.nflnewsz.com/
The document provides an overview of the history and current state of media. It discusses how media has evolved from ancient times through the developments of print, radio, television and cable. Today's media world includes print, broadcast and other categories with newspapers and magazines in print, radio and television in broadcast. Networks, syndication and cable television are discussed. Consumers are immersed in a media-saturated culture and shifting their time across platforms. Large media conglomerates are pursuing branding strategies to differentiate themselves in the competitive landscape.
This document summarizes the partnership between Westwood One, a major radio network, and Toyota to communicate Toyota's messaging to consumers. Some key points:
- Westwood One reaches over 190 million Americans weekly through radio programming, allowing them to deliver Toyota's messages at scale.
- They provide both national programming as well as local content tailored to specific markets, helping Toyota speak to consumers throughout their daily lives.
- Integration opportunities exist within Westwood One's portfolio of popular brands like sports, news, and entertainment programming to embed Toyota messaging within valued content.
- Additional activation avenues include events, traffic and weather sponsorships, digital platforms, and in-store radio networks to reach consumers across multiple touch
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Everyone knows the power of stories, but when asked to come up with them, we struggle. Either we second guess ourselves as to the story's relevance, or we just come up blank and can't think of any. Unlocking Everyday Narratives: The Power of Storytelling in Marketing will teach you how to recognize stories in the moment and to recall forgotten moments that your audience needs to hear.
Key Takeaways:
Understand Why Personal Stories Connect Better
How To Remember Forgotten Stories
How To Use Customer Experiences As Stories For Your Brand
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
Tired of the perpetual tug-of-war between your sales and marketing teams? Come hear Demandbase Chief Marketing Officer, Kelly Hopping and Chief Sales Officer, John Eitel discuss key insights from their new book, “Yes, It’s Your Fault! From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.”
They’ll share their no-nonsense approach to bridging the sales and marketing divide to drive true collaboration — once and for all.
In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
Key Takeaways:
Current consumer landscape; Steps to mapping an effective consumer journey; Understanding the value of personalization; Integrating mapping and personalization for success; Brands that are getting It right!; Best Practices; Future Trends
Build marketing products across the customer journey to grow your business and build a relationship with your customer. For example you can build graders, calculators, quizzes, recommendations, chatbots or AR apps. Things like Hubspot's free marketing grader, Moz's site analyzer, VenturePact's mobile app cost calculator, new york times's dialect quiz, Ikea's AR app, L'Oreal's AR app and Nike's fitness apps. All of these examples are free tools that help drive engagement with your brand, build an audience and generate leads for your core business by adding value to a customer during a micro-moment.
Key Takeaways:
Learn how to use specific GPTs to help you Learn how to build your own marketing tools
Generate marketing ideas for your business How to think through and use AI in marketing
How AI changes the marketing game
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
Google Ads Vs Social Media Ads-A comparative analysisakashrawdot
Explore the differences, advantages, and strategies of using Google Ads vs Social Media Ads for online advertising. This presentation will provide insights into how each platform operates, their unique features, and how they can be leveraged to achieve marketing goals.
2. Introduction
• Various countries are mentioned
throughout the case, with a specific
focus on America, United
Kingdom and Australia
• Covers the development of paid
broadcasting rights of televised sports
from 1948
• The impact that sports popularity and
immediacy have on the advertising
industry
• The interaction of professional
athletics association and global
communication companies
3. Introduction(Cont)...
• The complexity of the relationship between
broadcasters, content providers and
advertisers including BBC, NBC, ESPN,
FOX and others…
• The positive and negative effects of that the
money involved in the industry has on
sports, broadcasting rights and
advertisements
• Recent change and initiatives that may
impact on the future of televised sport and
advertising
4. Key statistics
• In 1948, the BBC paid £15,000 (£27,000 in
today's money) for the right to telecast
the Olympic Games
• In contrast, the rights to the 1996
Summer Olympics in Atlanta raised $900
million
• In addition, the NBC network paid $3.6
billion to acquire the American television
rights to the Olympics
• The average number of Americans
watching the Super Bowl was 94 million,
according to Nielsen Media Research.
• The top eight television programs in
America are all sporting events.
5. Key statistics
(Cont…)
• It is estimated that American
television firms spend around $20
billion annually on sports rights
• The money that television has
brought into professional sport has
put some of the top players among
the world’s highest-paid entertainers
• A study in South Korea by Spectrum,
found that live games get 30 percent
of the audience while recordings get
less than 5 percent.
6.
7. Sports Takes Over
The Television
Broadcast
• Relation between sports and television
is more popular and immediacy.
• Stephen Wenn, of Canada, put money
and the television had a more enormous
impact on the Olympic games including
their time and location.
• For Instance: Asian Olympic picture
poses a problem for the American
network, Viewers learn the result on the
morning news.
8. a) The money that television has brought into professional
basketball has put some of the top players among the world’s
highest paid entertainers.
b) Rugby has begun to be reorganized to make it more
television-friendly..
c) American football draw the largest audiences, television has
also promoted the popularity of sports that stir more local
passions: rugby league in Australia, cricket in India, table
tennis in China, snooker in Britain.
d) What is less often realized is that sport is also changing television. To assuage the hunger for sports, new
channels are being launched at a tremendous pace.
e) In America, ESPN, a cable network owned by Capital Cities/ABC, started a 24- hour sports news network in 1997;
in Britain, BskyB channel.
9. a) In particular, sport suggests an answer to one of the
big problems that will face television companies in
the future.
b) How can viewers, comfortable with their old analog
sets
c) Create an exclusive chance to watch a desirable
event, or to use the hundreds of channels that
digital television provides to offer more variety of
sports coverage than analog television can offer.
d) points out Richard Burton, a sports marketing
specialist. In the next few years, the main new
outlet for sports programs will be digital television.
10.
11. Business of
Broadcasting
• In America, sports accounts for around 15 percent
of all television program spending, for some, it’s
much larger.
• Amount a channel willing to pay for broadcasting
• In America, $20 billion is spent on sports
rights per year.
• One of the biggest sporting coups in
the USA was purchased by FOX the
right to a year of national football
league right for about $4 billion.
• Rights for Baseball, Basketball, and
Iced Hockey are also in the $1 billion
range.
12. Business of
Brodcasting(Cont.)
• Kirch Media Group struck a deal to broadcast
the 2002 and 2006 soccer world cup finals.
• $2.2 billion for the right of broadcasting
the soccer finals outside America.
• Consumer surplus.
• The viewers are willing to pay more.
• Subscription Television and pay TV
• Viewers are charged for each event, the
television company will directly collect the
value viewers put into being able to watch.
13. Popular Events
Remained free
• First Reason
• Those who own the rights to
sporting events are rarely just
profit maximizers. They also
have an interest in keeping the
appeal of their sport as broad as
possible. They may therefore
refuse to sell to the highest
bidder.
• Second Reason
• The economics of televising
sports means that the biggest
revenues are not necessarily
earned by tying up exclusive
rights.
14. Giants and
Profit
Overall sports contribute 10% of all
television ad income in America
The national networks are by far the biggest
buyers of sports rights in the United States.
Major sports rights are held by NBC alone
than by any other organization in television
history.
Networks are currently asking and receiving
about $3M for a 30-second spot during the
Super Bowl.
The biggest growth in revenues from
showing sports will increasingly come from
subscriptions or pay-per-view
arrangements.
15. Giants and Profit
(Cont.)
In America, DirectTV and Primestar, two digital
satellite broadcasters, have been tempting
subscribers with packages of sporting events
from distant parts of the country. "
In Germany, DF1, a satellite company jointly
owned by Kirch and BSkyB, has the rights to
show Formula One racing.
In Italy, Telepiu, which launched digital satellite
television in 1997, offers viewers a package in
September that allows them to buy a season
ticket to live matches played by one or more
teams in the top Italian soccer leagues.
Most skillful of all at using sports rights to
generate subscription revenue is BSkyB. It signed
an exclusive contract with the English Premier
League that has been the foundation of its
success which remarked £5 billion profit of the
business’s capital value of £8 billion.
16. Comparison of Sports
With Hollywood
• Huge profit coming from
broadcast is consumed by
players not by clubs or the
bodies just like Hollywood
actors.
• Market for sportsmen is well
developed and cost of
players is rising.
• But in movies, they have
per-subscriber deals but in
sports they don’t.
17. Future of Sports
• Now Sports Clubs and Leagues will deal
directly with Cable and Satellites, and setup
their own pay-television systems.
• British Soccer People are trying to build a
sports market like American Local Sports
Networks (Ex. Madison Square Cable
Network).
18. WINNER TAKE ALL
• The cost in televising a championship game
or an ordinary game is quite similar but size
of audience and revenue generated change
the entire game.
• That’s why, top players will earn vastly
more than those slightly less good, who
play to smaller crowds.
19. The Referee’s Whistle
• Money is the key player which alters sports.
• The Rubgy League which was played in
summer was switched to winter as the
broadcaster won the contract for 87
million.
• Having a huge sum of money, want to
create a rugby super league allowing the
best teams to play against eachother.
• Even creating a European soccer league was
possible.
20. Exclusive Pay-Television
• The big sporting bodies have generally held out
against selling exclusive pay-television rights
• Regulators have helped them, intervening in some
countries to limit exclusive deals with pay-television
groups.
• Some Countries passed a law to stop subscription
channels tying up exclusive rights to some big events,
such as the Wimbledon tennis championship.
21. Monopoly
• The real monopolists are not the
media companies, however, but
the teams.
• But most countries have only one
national soccer league, and a
public that loves soccer above all
other sports and it differs from
country.
• The players and clubs hold most of
the cards as television company
depend on them.
By the 90s the channels that were broadcasting sports events were thriving and they could clearly see the return on investment on the right to broadcasting sports events.
they could also see that this is not the maximum result in this endeavor. So they started to look into more methods to gain more profit. Also when the giants in the business start to gain more profit new channels stepped into the market and competition began for the right to broadcast. As a result of that the bidding wars for the right to broadcast became more fierce.
$2.2 billion for the right of broadcasting the soccer finals outside America.
(Six times greater than the amount paid in 1990,1994,1998)
And this made the consumers worry that their favorite sports show or event might only be available on subscription television, especially in Europe. In practice these were seems unnecessary although there were more sports events on subscription television
especially outside America’s vast advertising market,
the most popular events are remaining freely available and will be for many years to come, and there are two reasons for this.
First, Those who own the rights to sporting events are rarely just profit maximizers. They also have an interest in keeping the appeal of their sport as broad as possible.
Second, The economics of televising sports means that the biggest revenues are not necessarily earned by tying up exclusive rights. They can profit from advertising. Television maximizes the audience and advertisers were willing to pay a huge premium to get their brand out in the field because sports gathered the world's most desirable audience an advertisers' point of view young men with cash and sporting events draw the highest concentration in this category.