Presentation slides for the forthcoming workshop on 'Sports Marketing 2.0', Treviso, Italy

1. ENERGISE2-0.COM
Sports Marketing 2.0
‘The times they are a changing’
Dr. Jim Hamill
jim.hamill@energise2-0.com
@drjimhamill December, 2012

2. A conversation
not a broadcast
presentation
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3. Agenda
• Morning
– ‘Lecture’ and class discussion
• Afternoon
– Group work and group presentations
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4. Group Work
Groups of 4/5 students
Taking a sports marketing organisation of
your own choice, evaluate the progress
made in adopting Web 2.0/social media and make strategic
recommendations for improvement.
Your evaluation should cover use of Web 2.0/social media
on their own web site and the extent of their involvement
in external Web 2.0/social media sites
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5. Agenda
• Opportunities and threats for sports marketing organisations
from the rapid growth of Web 2.0/social media
• Content
– Social media – an overview
– Social media in action – examples (non-sports)
– Key things to remember about social media
– Social media and sports marketing
– Social media in action - examples (sports marketing)
– Sports Marketing 2.0: strategy development, implementation
and performance measurement
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6. Continue the conversation at
www.energise2-0.com
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7. www.energise2-0.com
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8. Let’s start with a
few questions?
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9. Social Media: The State of Play
Where are sports marketing
organisations (SMO) with
social media?
What progress has been
made?
Where are they going?
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10. What road are they on?
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11. Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to
problems down the line - resourcing,
content, customers, performance
measurement, business impact and ROI
A broadcast mentality prevails…….
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12. Is there something fundamentally
wrong with our approach to
Social Media?
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13. Something Wrong…..
Are we using social media as just another PR/marketing
channel for broadcasting messages AT customers telling
them how good we are?
Is anyone listening
anymore?
Have the rules of business
changed?
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14. Be Social
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15. Be ‘Customer Led’
Talking WITH rather than
AT your customers is the
core foundation of a
successful social media
strategy
The basis of a good
conversation is
to listen first
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16. Social Media
A Quick Overview
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19. Web 2.0/Social Media
An Overview
»Applications
»Features and Characteristics
»Implications
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20. Business/Marketing 2.0
Impact – Wikibusiness Web 2.0 Applications
Mindset Open source
Business Intelligence Online Applications/ Web Services
Customer Insight and Understanding Social/ Prof Network Sites
Customer Interaction Social Content – Social Bookmarking
Enhanced Customer Experience – Blogs or Weblogs
Rich Internet Applications Wikis
Reputation Management Podcasts/ Vodcasts
Sales and Marketing Virtual Realities
Product Development and R&D e.g. Mash Ups
engage and co-create RSS Feeds
IT/Software/Applications Mobile Web; Internet Telephony
Operations, Internal Processes and
Characteristics Twitter
HRM
Communities and Networks
Openness
Sharing
Peering
Hosted Services – online
applications; the Internet as
the platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global

21. Social Media in Plain English
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22. How important
has it become?
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23. The Social Media Revolution
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24. Potential Business Benefits
of Social Media
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25. Business Benefits
• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management
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26. Business Benefits
• Improved Sales and Marketing
• Identify and network with high value, high growth prospects
• Product Development and R&D e.g. engage and co-create
• Internal cost savings
• Improved Operations and Internal Processes
• Increased ROI
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27. Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Operations/ Internal Processes (open source and hosted
apps)
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28. The rules of the game have changed
The 5 key things to remember
about Social Media
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29. 1. It’s a Revolution
A fundamental and revolutionary change
in online behaviour, expectations and
the online customer experience.
The end of the ‘read only’ internet
Content generated by the network for
the network
We are no longer passive consumers of
content/brand messages
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30. 2. It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?
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31. The Connected Consumer
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32. 3. Power Shift
Social media empowers
customers, empowers the network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online
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34. 4. Declining Effectiveness
Declining effectiveness of traditional
approaches to sales and marketing
Does anyone listen any more?
We are no longer passive sheep
waiting to be ‘driven’ to your web site
If you treat us like sheep, we will tell you
to ‘flock off’.
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35. Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare (
www.slideshare.com) ENERGISE2-0.COM

36. Do You Listen?
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37. 5. The End of Business as Usual
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38. The End of Business as Usual
‘Winners’ will be those organisations who fully utilise
the interactive power of Web 2.0 technology for
engaging with and energising customer and
network relationships
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39. New Performance Measures
• Business success depends on the quality of your customer
base; the strength of the relationship you have with quality
customers; and your ability to leverage that relationship
• In a social media era, business success depends on the
– Quality of your network
– Relationship strength
– Ability to leverage
The 6Is Approach
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40. Performance Measurement
 Involvement – network/community numbers/quality, time spent,
frequency, geography
 Interaction – actions they take – read, post, comment, reviews,
recommendations
 Intimacy – affection or aversion to the brand ; community sentiments,
opinions expressed etc
 Influence – advocacy, viral forwards, referrals and recommendations,
social bookmarking
 Insight – customer insight
 Impact – business impact
Social Media Monitoring Tools –Audit, Assess,
Impact
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41. The ‘6Is’ Approach
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42. Bob Dylan
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’
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43. A note on
Inbound Marketing
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44. Inbound Marketing
Spread your content as widely
as possible to get found
Pull people to your
web site, blog etc
Flood your ‘funnel’ with
suspects
Analyse and Convert
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45. Inbound Marketing
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46. Inbound Marketing
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47. What’s wrong with this approach?
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48. Drowning in an Sea of Noise
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49. Our Response
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50. The Customer Manifesto
We are not sales suspects,
prospects or leads. We do not
want to be converted
We are no longer an ‘audience’
We are people. In fact,
‘We Are The People’
We are your customers and
we are King! Social media
empowers us. We control the
Information Age.
Welcome to our world, not yours! ENERGISE2-0.COM

51. The Customer Manifesto
Don’t treat us like passive sheep
waiting to be driven to your web site or blog
Use social media to deliver exceptional
Customer Experiences
That way, we will become brand
advocates and ‘spread the word’ for you
Our network will listen more to us than you
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52. We are the Children of the Revolution
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53. Social Media in Action
Quick Examples
(Non Sports Marketing)
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54. ENERGISE2-0.COM
In a Web 2.0 Era, the Brand Becomes the
Customer Experience of the Brand
A quick ‘personal experience’
Dubai Hotel

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60. From the web site
• This 5-star hotel and residence offers European hospitality with an
unmistakable French touch. The hotel consists of 318 beautifully
appointed guest rooms/suites, while the residence offers 112 fully
furnished and equipped deluxe Studios and 1-3 bedroom
apartments.
• The ultimate in comfort, we offer 318 luxuriously elegant rooms
and suites.
• Take a trip. Escape. Go and visit somewhere new and see if we are
there… Give in to that irresistible wanderlust. Discovering and
staying in the most exceptional hotels in the world has become the
modern-day Graal, a game, a quest…
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61. The Customer Experience
of the Brand
Tripadvisor
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62. From Tripadvisor
• It's getting old, the rooms are unappealing and it will never be more
than a business hotel
• Being a Sofitel hotel we expected something quite 'flashy'
unfortunately we were let down. The rooms, although comfortable
and clean, were not of the standard we expected and were
definately not what we expected after looking at the photos on the
hotel's website.
• Booking my stay via the Sofitel website after a pleasant experience
at several other Sofitel locations over the past 2 years with my new
job I was looking forward to a 5 star luxury stay after a stressful
business trip. My expectations were reasonable, however certainly
not met by this hotel
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65. 11 Million Views
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66. United Breaks Guitars
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67. 10.2 Million Views
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68. Crowdsourced NPD
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69. 266,555 on Facebook
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70. 1.6 Million Twitter Followers
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71. www.skittles.com
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72. Social Media and
Sports Marketing
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73. Sports Marketing 2.0
• Business benefits for sports marketing organisations
(SMO)
• What progress has been made? How well are sports
marketing organisations utilising the power of Web 2.0
for building community and network relationships with
their tribe?
• Emerging ‘best practice’ examples
• Social media strategy development
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74. ‘Football is nothing
without the fans’
Jock Stein
Manager of Celtic FC
1965 to 1978
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75. Social media and sports
marketing
A marriage made in
heaven?
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76. A Marriage Made in Heaven
Social Media Sports Fans
• Information ‘pull’ rather than • The ‘Tribe’
‘push’ • Passion
• User generated content • Loyalty
• Openness • Commitment
• Sharing • Desire
• Collaboration • Involvement
• Interaction • Community
• Communities • Belonging
• Networking • Family
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77. Business Benefits to SMO
• Enhanced marketing effectiveness
• Marketing efficiency
• Improved ROI
• Relationships and networking effects – engage and
energise – increased fan loyalty and commitment
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78. 'Internal' Use of Social Media*
• Increased visits to the official site
• Increase ‘stickiness’ (length) of site visits
• Divert traffic from unofficial fanzine sites
• Increased advertising revenue
• Increased e-commerce sales for the official site
• Actionable customer insight, knowledge and understanding
• A channel for responding to customer comments and
feedback
• Enhanced online customer experience
• Build community and leverage network effects - engage,
energise
* Use of social media on the SMO’s own web site
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79. Use of ‘External’ Social Media
• Social Networking Sites: Sports Marketing Organisation becomes a
‘community aggregator’ - ‘Talk with rather than at fans’ -
actionable customer insights
• Blog – for ‘telling the story’
• Multimedia Sharing Sites - a very powerful marcoms channel
leveraging networking and ‘word of mouth’ effects
• Podcast Sites: Provides the SMO with a rich media channel for
maintain on-going dialogue with customers/fans
• Virtual Reality: ‘virtual stadium’ allowing fans to interact with each
other in a virtual space
• Mapping Tools: - satellite images of the Stadium etc. Can enhance
the online customer experience leading to increased site visits,
advertising revenue and e-commerce sales
• Mobile apps
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80. What progress
has been made?
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81. Progress Made
• 2008 Study – evaluation of the Web 2.0 progress
made by the top 20 football teams in Europe
• 2011/2012 update
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82. Internal Use (own web site)
• UGC (User Generated Content)
– text, images, video, wiki
• User FOD (Feedback, Opinion, Discussion)
– blog, forum, ratings, favourites, online chat
• RIA (Rich Internet Applications)
– widgets, mash-ups, podcasts/vodcasts
• Folksonomies
– social tagging, social bookmarking, tag cloud
• Feeds
– content feeds in and out
• Community
– site community
• External Links
– to other 2.0 sites ENERGISE2-0.COM

83. External 2.0
• Social Network Sites
– facebook
• Multimedia Sharing Sites
– Youtube, flickr
• Podcast Sites
– Itunes
• Twitter
• Linkedin
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84. 2008 Results – very limited progress
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85. 2008 Results – very limited progress
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86. 2012 Update
Top European Football Clubs –
Facebook/Twitter League Tables,
2011/2012
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87. Some Useful Links
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88. Some Useful Links
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89. October 2011
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90. October 2011
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91. EPL Clubs – High Numbers
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92. Few ‘Replies’
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93. 67% are ‘Replies’
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94. Progress?
Good progress in channels being
used and number of ‘followers’/
‘fans’
But are they using it in the right
way?
Fan engagement or broadcasting?
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95. Broadcasting or Engagement?
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96. Twitter Profiles
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97. Column 6 – only 6% are ‘replies’
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98. Stats from twtrland.com
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99. A Broadcast Mentality
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100. Is fan engagement enough?
What about fan ownership?
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101. Fan Ownership?
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102. Crowd Power
• The ‘crowdsourcing’ movement - could this help to break
down barriers to fan ownership of clubs?
• ‘Crowdfunding’ is the collective cooperation, attention and
trust by people who network and pool their money and other
resources together, usually via the Internet, to support a
‘common cause’. Why can’t football clubs be funded this way
through an online community membership scheme?
• ‘Crowdsourcing’ could also provide a solution for
decentralised, democratic fan control
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103. Crowd Power
• Rather than a decision-making structure where total power
lies with a small wealthy elite, in a crowdsourcing model
power would lie with the community (or crowd)
• Mass collaboration, rather than leading to anarchy, will often
result in better decision-making building on the collective
intelligence of the crowd.
• Why does control have to be in the hands of a small number
of oligarchs when the collective intelligence of the masses will
always be greater than that of the few?
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104. Emerging ‘Best Practice’
Examples in Sports Marketing
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105. Ebbsfleet Utd 2007 Fan Takeover
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106. MyFootballClub.co.uk
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107. Examples
Chelsea
www.chelseafc.com
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108. Standard Home Page
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109. The Shed
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110. Chat
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111. Fan Blog
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112. Images
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113. Player Ratings
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114. Pick the Team
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115. Rumours
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116. Facebook – 7.6 million
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117. Youtube
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118. Twitter
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119. Flickr
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120. Many other interesting developments
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121. Others
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122. A good site
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123. Run by a Celtic Supporter 
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124. Mission Control – Fan Management
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125. Euroleague Case Evaluation
How effective are Euroleague
using social media – internally and externally?
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126. Web Site - little evidence of SM
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127. Its under fun
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128. 130,469 Twitter Followers
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129. twtrland score – high engagement
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130. Live Score Updates
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131. 114,000 Facebook ‘Likes’
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132. Use of QR Codes
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133. 45m YouTube Views
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134. Limited Use of Google +
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135. Mobile
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136. Euroleague
What ‘Buzz’ is being created?
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137. Social Mention
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138. Social Mention
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139. Topsy
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140. Shows Trend in ‘Mentions’
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141. Fewer ‘mentions’ than SPL?
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142. Influence
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143. ‘Getting There’
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144. Practical Advice
and Next Steps to
Avoid the Road to
Nowhere
‘Social Media Planning Pays’
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145. ‘Getting There’
• Get more involved
• Learn more
• Develop a strategy
• Implement
• Monitor performance and business impact
‘Be Customer Led’
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146. Get more involved and
learn more
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147. Develop a Strategy
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148. Social Media Strategy
and Action Plans
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149. Social Media Strategy and Action Plans
• Use a simplified Balanced Scorecard approach to social media
strategy development and implementation
• Will ensure that your future social media actions and
initiatives are fully aligned with and supportive of agreed
business goals; that KPIs are agreed for evaluating on-going
social media performance, business impact and ROI; and that
all key success factors are considered, including organization,
people and resource aspects
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150. Develop a Strategy
• What is the overall social media vision for your organization?
• What are the key objectives and targets to be achieved?
• Who are your customers?
• What are the key actions and initiatives you need to take?
• Organisation, resource and people issues
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151. Social Media Strategy Map
Brief statement of your overall 2.0/Social Media Vision and Mission
Strategic Objectives
Strategic Objectives
KPIs / Targets KPIs / Targets
KPIs / Targets KPIs / Targets
Customer Perspective
Customer Customer Customer Customer
Group 1 Group 2 Group 3 Group 4
Internal Management Perspective
2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media
Initiative 1 Initiative 2 Initiative 3 Initiative 4
- Objectives - Objectives - Objectives - Objectives
- KPIs - KPIs - KPIs - KPIs
- Targets - Targets - Targets - Targets
- Actions - Actions - Actions - Actions
Organisation Perspective
Organisation Resource People
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152. Key Questions to Address
• What is the overall social media vision for your organisation?
• What are the key objectives and targets to be achieved from
social media? Are these fully aligned with and supportive of
your overall business goals and objectives?
• Who are your customers? Where do you find them ‘hanging
out’ on social media? How can you best engage with them?
• What are the main Social Media Actions and Initiatives you
need to take – short, medium and longer term?
• What generic social media strategy should you follow
(number of channels used/ depth of engagement in each
channel)?
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153. Key Questions to Address
• For each priority Social Media Channel, what are your core
objectives for that channel; what KPIs will be used for
measuring on-going channel performance; what are your
targets for each KPI; what key tasks are needed to achieve
these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’
for Social Media? ‘Be social before doing social! Is the right
organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media activities? What
balance has been agreed between internal and external roles
and responsibilities?
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154. Key Questions to Address
• Who is the Social Media Champion?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’,
‘Customer Response Times/Quality’ and ‘Legal’ aspects?
• Performance evaluation and business impact
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155. Potential Business Benefits
of Social Media
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156. Business Benefits
• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management
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157. Business Benefits
• Improved Sales and Marketing
• Identify and network with high value, high growth prospects
• Product Development and R&D e.g. engage and co-create
• Internal cost savings
• Improved Operations and Internal Processes
• Increased ROI
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158. Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Operations/ Internal Processes (open source and hosted
apps)
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159. ‘Be Customer Led’
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160. Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media to deliver an
exceptional customer experience at all stages of the
customer life cycle?
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161. www.mashable.com
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162. Who Are Your Customers?
• Your Social Media Strategy should be aimed at building a
‘quality’ customer base i.e. a strong online network of high
value, high growth potential customers providing your
company with a strong foundation for achieving sustained
growth and profitability
• First step:
– Undertake a detailed Customer Mapping and
Segmentation Analysis to identify your ‘Most Valuable’
and ‘Most Growable’ customers (actual and potential)
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163. Strategically position your customers
on a Customer Value Matrix based on
Customer Attractiveness
Probability of Success
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164. Customer Value Matrix
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165. Strategic Implications
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166. Quality Customer Growth Programme
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167. Business Benefits of this Approach
• Concentration of effort and resource on `quality’ customers – your
‘Most Valuable’ and ‘Most Growable’ customers
• Improved value delivery to existing high value customers. Build
learning relationships with them allowing you to better service their
emerging needs and wants through highly customised and
personalised products and services
• Maximise customer retention, loyalty and advocacy; ‘Up’ and
‘Cross’ selling opportunities
• Maximise customer profitability and lifetime value
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168. Business Benefits of this Approach
• Acquiring new `quality’ customers becomes easier because you
have got it right for existing customers
• Cost savings and improved marketing/sales efficiency through
targeting limited resources on `quality’ customers (actual and
potential)
• Building sustained customer and competitive advantage through
customer differentiation and brand advocacy
• Erection of loyalty barriers preventing your competitors from
stealing your `best’ customers
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169. Social Media Monitoring
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170. Monitoring the Conversations
• Use Social Media Monitoring Tools to identify where your
customers ‘hang-out’ online and to monitor the conversations
relevant to your brand – also for measuring the ‘buzz’ about
your brand
• No or low cost tools such as Google Alerts, Yahoo Pipes, Social
Mention, Topsy, IceRocket, Blogscope, Blogpulse and
ViralHeat
• More expensive and sophisticated tools such as Radian6,
Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
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171. Social Media Monitoring
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172. The Customer Experience
Use Social Media to enhance the
customer experience at all stages of the
Customer Life Cycle
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173. Customer Lifecycle
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174. Action Plans
Key issues in implementing your
social media strategy
– Channel Action Plans
– Performance Measurement
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175. Channel Action Plans
• Once your Social Media Strategy has been agreed, brief
Action Plans should be developed for each priority SM
channel
• Cascade the Balanced Scorecard approach to each priority
channel e.g. Twitter, Facebook, Linkedin etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear
statement of…..
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176. Channel Action Plans
• Vision
• Channel Objectives
• KPIs and Targets
• Customers
• Key Channel Actions and Initiatives for ‘getting there
• Organisation, resource and people issues
• Tools and applications
• Performance measurement
• Do’s and Don’t’s
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177. Performance Measurement
To ensure that your Social Media activities deliver high ROI, it is
important to monitor, measure and evaluate your social media
performance on an on-going basis. Key questions to address:
•What social media performance measures and KPIs should be
used – both in terms of the overall ‘buzz’ created and measures
for individual channels?
•What tools/software will be used to assist performance
measurement?
•What reports will be produced, for who and how frequently?
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178. Performance Measurement
Should be undertaken at three main levels:
•Individual social media channels
•Overall ‘buzz’
•Business Impact
Using the 6Is approach
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179. Organization, Resource and People Issues
• Organization, resource and people issues sit at the bottom of
your SM Balanced Scorecard NOT because they are the least
important issues to address. In fact, the exact opposite is
true. The success of your social media strategy is very much
dependent upon appropriate decisions being made in the
areas listed below:
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180. Organization, Resource and People Issues
• Do we have the right organisational ‘culture’ and ‘mindset’
for Social Media? ‘Be social before doing social!’ Is the right
organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media activities?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’,
‘Customer Response Times/Quality’ and ‘Legal’ aspects?
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181. In Summary……..‘Social Media
Planning Pays’
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182. Thank You
Questions
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