My final presentation done on Implementation of an Effective Plan to Regain Milwaukee Bucks Fans in the Wake of the 2011 NBA Lockout

2. Executive
Summary Rational
NBA
Legal
Lockout
Climate
History
Agenda Model
Adaptation
Financial Mission &
Climate Vision Strategic
& Tactical
Org. Recommendations
Processes
Structure

3. The issue:
The NBA locked out it’s players for 140
days. Players couldn’t access team - Revenue sharing (BRI)
facilities, contact staff members, or - League claimed they were losing money
workout with team trainers. - Wanted players to take a pay cut.
Most importantly, no games could be - Which caused a disagreement.
played .
Executive
Summary
What is the Collective Bargaining When these lockouts occur:
Agreement (CBA)? - What can be done to win fans back?
A legal contract between the league and the - What would it take?
Players Association that setup rules.
- Make it cheaper or cost effective?
- How well do fans react to the resolution?

4. • Started in1946 with 11 • Unionized and formed in
teams, known as Basketball 1954
Association of America • Gained 1st victory in 1964
• Currently @ 30 • Has been the CBA rep for the
• Divided into 2 conferences players since its inception
• Eastern
• Western
NBA NBPA
CBA Bucks
• Established in 1970
• New agreements • 1st game played 1968
followed • 1971 Champions
• 1973, 1976 & 1980 • 2 NBA Finals
• 1976 CBA “Oscar • 8 Conference Finals
Robertson” • 13 Division Champs

6. Basketball
Operations • Finance • Comm. Relation
• President • Public Relations
• GM
• Game Ops.
• Ticket Sales
• VP Operations • Assist. GM • Suite Sales
• Interactive
• VP Alt. Governor • Coaching Staff • Corporate & Marketing
• Player personnel Broadcast Sales • Info Technology
• Scout Director • Broadcast • Administration
Exec. Staff • Directors of
Basketball Ops. Business Business
• Athletic Trainer Operations
• Managers Operations
• Medical advisors Cont.

7. Minimum Salaries Maximum Salaries
Years in 2005-06 2006-07 2007- 2008-09 2009-10 2010-11 2011-12* Years in Defined 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
NBA** 08 NBA** maximum
salary
0 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
0 $398,762 $412,718 $427,1 $442,114 $457,588 $473,604 $490,180 25% of cap* 000 000 250 000 500 750
63
1 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
1 $641,748 $664,209 $687,4 $711,517 $736,420 $762,195 $788,872
25% of cap* 000 000 250 000 500 750
56
2 $719,373 $744,551 $770,6 $797,581 $825,497 $854,389 $884,293 2 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
10 25% of cap* 000 000 250 000 500 750
3 $745,248 $771,331 $798,3 $826,269 $855,189 $885,120 $916,100 3 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
28 25% of cap* 000 000 250 000 500 750
4 $771,123 $798,112 $826,0 $854,957 $884,881 $915,852 $947,907
4 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
46
25% of cap* 000 000 250 000 500 750
5 $835,810 $865,063 $895,3 $926,678 $959,111 $992,680 $1,027,42
41 4 5 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
25% of cap* 000 000 250 000 500 750
6 $900,498 $932,015 $964,6 $998,398 $1,033,3 $1,069,5 $1,106,94
6 $9,000,000 or $12,000, $12,455, $13,041, $13,758, $13,520, $13,603,
36 42 09 1
25% of cap* 000 000 250 000 500 750
7 $965,185 $998,967 $1,033, $1,070,118 $1,107,5 $1,146,3 $1,186,45
7 $11,000,000 $14,400, $14,946, $15,649, $16,509, $16,224, $16,324,
930 72 37 9 or 30% of 000 000 500 600 600 500
cap*
8 $1,029,8 $1,065,9 $1,103, $1,141,838 $1,181,8 $1,223,1 $1,265,97 8 $11,000,000 $14,400, $14,946, $15,649, $16,509, $16,224, $16,324,
73 18 225 03 66 6 or 30% of 000 000 500 600 600 500
cap*
9 $1,035,0 $1,071,2 $1,108, $1,147,523 $1,187,6 $1,229,2 $1,272,27 9 $11,000,000 $14,400, $14,946, $15,649, $16,509, $16,224, $16,324,
00 25 718 86 55 9 or 30% of 000 000 500 600 600 500
cap*
10+ $1,138,5 $1,178,3 $1,219, $1,262,275 $1,306,4 $1,352,1 $1,399,50 10+ $14,000,000 $16,800, $17,437, $18,257, $19,261, $18,928, $19,045,
00 48 590 55 81 7 or 35% of 000 000 750 200 700 250
cap*
Financial Climate

8. Start Year End Year Milestones
1970 1973 First CBA. Increased minimum salaries; Playoff
pool; Per diem.
1973 1976 Arbitration.
1976 1979 Suit blocking NBA/ABA merger settled; Limited
free agency (with team compensation).
1980 1983 No-trade clauses eliminated.
1983 1987 Salary cap; "Bird" rights.
1988 1994 Unrestricted free agency; Length of draft
reduced.
1994 1995 Temporary "No-strike, No-lockout" agreement.
1995 2001 Ended 1995 lockout. Rookie scale contracts. Not
actually signed until 1996, and re-opened in
1998.
1999 2005 Settled 1998-99 lockout. Maximum salaries;
Mid-Level exception; Escrow & luxury tax.
2005 2011 Luxury tax in effect every season; Reductions in
contract lengths & raises. Ended 2011 lockout.

9. Fan Initiative
Fan-
Friendly Retention
Plan
Fan Concierge

10. • Increase season
tickets by 2%
• Increase
nonrenewal clients
• Action
Plan has 6 specific goals
by 2%
• Increase
New retention plan is
• Reaction
to enhance retention
Ambassador Club
• Feedback investments by 2%
• Increase “Rookie”
• Repeat clients by 2%
• Increase or adjust
promotions/events
about:
by 2%
• Increase Kids Club
membership by 2%

11. Greater responsiveness to community needs in
terms of programs offered, the promotion of the
Bucks; areas of particular strength, and area
workforce development
Respond more effectively to the needs of ticket
holders and partners
Develop a youth foundation
Creation and maintenance of trust between staff
members, management, and the executives
Establish adequate and effective communication
throughout the office
Recruit and retain an effective workforce and
promote high morale
In the construction of rebuilding fans/consumer relationships, the strategic
and tactical planning process has to follow a logical sequence of
preventative measures.

12. Coordination of the effective implementation plan
Assessment of staff member morale and
addressing the issues of the lockout revealed,
using such methods as surveys, focus groups, and
informal feedback
Implementation of staff development in order to
contribute to the upkeep of staff morale and a
positive organizational climate
Refinement of participatory league policies and
practices to ensure that the opportunity exists for
participation by all staff members
Organization of policies and practices that promote outstanding
personnel morale and organizational climate involves the following.

13. October 2012 – Develop all policies and
procedures pertaining to retention plan and
relationship development for comments two
weeks before the regular season meeting
February 2013 – Approves all policies and
procedures, and immediately start implementing
them
2012/2015 – Update policies and procedures
based on experience and recommendation from
the retention management team
To begin in the 2013/14 season includes the development of action
plans, including objectives, timelines, criteria employed to evaluate
progress, assignments of responsibility, and retention plans.

14. March 2012 – Analyze the current retention,
relationship development, and start recruiting
employees for any new functions
April 2012 – Appointment of new employees and
resources for the office
March 2012 – Create retention suggestions
template on creative ways on how to increase fan
base
2012/2015 – Run training programs for the staff in
various areas of sales and customer service
During this process it is very important to have exceptional
communication from leadership such as regularly emailing reports
and meetings.

15. Develop and distribute a draft strategic
communications plan for review by July 2012
• Finalize communications plan and distribute by December 2012.
• Continue to update plan as needed throughout five years ending 2017
Develop guidelines, templates and samples for
writing e-mail scripted messages to be used as a
tool by staff by November 2012
Discuss and develop list of regular/routine events
and communication service and review other types
of face-to-face meeting opportunities for new sales
leads by July 2012
Develop and implement communications
worksheet to ensure proper review of game night
Fan’s Concierge Service by October 2012
Develop and publishing newsletter for new ticket
holders, sponsorships, and corporate partners by
December 2012
In the evaluating process the focus is on improving fan retention
management, training and communication channels with ticket
holders.

16. Enhance
staff and
Increase Increase employee
public Enhance Alter involvement relations
awareness the team’s public with the and
of the team image perception community motivation
To continue investing more valuable time and resources into
staff training in the theme of client/fan/consumer relationship
building/developing. There is no doubt that this type of
investment will lead to higher rates of retention. Strategic and
tactical processes, goals and objectives for the Milwaukee
Bucks franchise have been suggested to try to rebound and
regain fans from the devastating 2011 NBA lockout.

17. s s

18. References
http://www.theatlanticcities.com/jobs-and-economy/2011/10/7-cities-most-
lose-nba-lockout/371/
http://www.wsws.org/articles/2011/nov2011/bask-n24.shtml
http://webfiles.uci.edu/lcoon/cbafaq/salarycap.htm
http://thurj.org/social-science/2011/04/2304
http://www.nytimes.com/2011/11/07/sports/basketball/nba-needs-a-
drastically-different-model.html?pagewanted=all