Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009

Dubai Sports Council
Recommendations for the Football Clubs of Dubai
Marketing recommendations
May 2009

Agenda
• Introduction
• A report, what for?
• The global context of this marketing report
• Improve Clubs & Fans marketing policy
• Overall analysis
• Concrete solutions for year 1
• Potential opportunities for year 5
• Improve Clubs & Venues marketing policy
• Overall analysis
• Potential opportunities for year 5
• Improve Clubs & UFL marketing policy
• Mutual understanding

Market Study
Instruction Manual

• Dubai Sports Council has conducted this marketing study
in order to firstly analyze the consumer insights (UAE fan
consumption behaviors & visualization of the UFL) &
secondly try to put in place a generic master-plan to bring
more people in the stadium.
• This study will provide to all Dubai club’s marketing
department with know-how and marketing insights
regarding the current issue of a lack of attendance in Dubai
stadia.
• However, the role of each club to develop its own
business model & marketing strategy to promote its brand
and its entertainment service (sport spectacle called UFL
games)
Introduction

• To develop the business model of the football club, Dubai
clubs need to recruit people with marketing education &
solid experience within the entertainment / service
business sectors.
• The business football model needs a proper strategic,
marketing & communication planning over a period of 2-3
years (middle term vision) & one over 5-10 years (long
term).
• Human resources, know how & expertise will be a
determinant success factors in the football industry.
Therefore, the top-management of each Dubai clubs has
two main responsibilities:
- INTERNALLY: Recruitment of the right experts
- EXTERNALLY: Contracting with the right third parties
Introduction

• The European football business models to be followed
(if we are considering the scale of the Dubai Clubs) are:
- Olympique Lyonnais = 20 years ago, the club was an
average Ligue 2 club and then has become a European Tenor.
- Lille LOSC = Strong leadership from an average Ligue 1
club to the European Championship Leagues competition
- Villarreal = In only 8 years, the average Spanish club
became a competitive club in the European stage.
- Athletico Madrid = The club got a 10 years strategic plan
that allows him to bounce back among the top Primera Liga
Clubs
- Udinese = Average Italian Calcio club with the best
management of the last five years.
- Schalke 04 = Average German Bundesliga club with the
best management of the last three years
• The best practice in Southern American football business
model is Athletico PR (Brazil)
Introduction

• The construction of a solid business model & marketing
schemes for each Dubai Clubs will require some years.
• Only dedication & consistency will allow the Dubai clubs
to become commercially successful. Thus, the top-
management of the Dubai clubs must invest not exclusively
in the sport sector but “equally” into the marketing actions
& the management team.
• In 2000, the first business choice of Florentino Perez (Real
Madrid’s President / Spanish Business Man of the year
2002) was actually to recruit Jose Angel Sanchez –
previously the SEGA Marketing Director for the European
Zone… only then, he contracted the Portuguese Luis Figo…
Introduction

Market Study
Introduction

Global Context
New Etisalat Pro League Format
Key words: AFC, Asian Champions League, Mohamed Bin Hammam
• When the Asian Football Confederation (AFC) released its
Strategy for the development of professional football in
Asia last year, the proposal demanded that, by October
2008, any football federation intending to compete in the
Asian Champions League, would be expected to have a
professional league. It also stipulated that each of the
leagues' clubs would be commercial entities. Nations who
failed to meet the criteria would be dismissed
• In the Gulf region, as Oman, Syria, Qatar and Bahrain fell
foul of the Confederation's requirements, the United Arab
Emirates made moves to satisfy the conditions. By May,
AFC President Mohamed bin Hammam had inspected and
assessed the UAE Football Association and announced he
expected the Emirates to meet the criteria by October
2008. That's where the idea of a new professional football
league came from.

Global Context
First Step of Football Professionalism
Key words: Quality of Football, Long term Value, Strategies
• The newly named UAE Etisalat Pro League (UFL) was
indeed officially created in June 2008 to meet this
requirement. Its main objective is indeed to support the
launch of the new professional league and improve the
quality of football and build a long-term value for the UFL.
As the appointed CEO, Romy Gai proposed the revision of
technical regulations, the outsourcing of venue
management and the development of new marketing
strategies
• One of the most important things they first introduced
was a completely new venue management system for the
whole league as it was the weakest part of the federation
in the past has been organising match day activities. In that
extend, they hired a company called MindSpring which is a
Switzerland-based company formed by employees of
T.E.A.M. Marketing, the agency that, along with Uefa,
created the concept of the Champions League, Europe's
premier domestic football competition

Global Context
First Step of Football Professionalism
Key words: Champions League, Case study, European Benchmark
• They are actually using exactly the same model: Same
way of organising meetings, same way of organising the
police, stewards and first aid, the same way of organising
how we accredit the media…" (see the presentation: the
European benchmark with a special focus on the UEFA
Champions League study case)

Global Context
Lack of attendance in Dubai stadiums
Key words: Performance, Education, Cultural standards
• The second main objective was to perform better in
terms of attendance in the stadium. The current weakness
of the League in terms of sport quality standard is
definitely one explanation (see qualitative research report
conducted by Synovate)
• In fact, the educational and cultural standards of players
are on the decline compared to that of the 1960s and
1970s. The guest speakers blamed the situation on the
shrinking role of the social and cultural activities in sports
clubs.

Global Context
Lack of attendance in Dubai stadiums
Key words: Economy, TV channel, Marketing policy
• While the country took giant strides in the sphere of
economy and development over the past decades, it was
regression that happened in sports, particularly football.
• However, the sport performance cannot be the sole
explanation. The failure in attracting crowds is also due to a
lack of marketing expertise within the UAE football clubs
and a strong competition with TV channels that broadcast
European and Emirati football on regular basis.
• In fact, since almost ten years, TV broadcasters such ART,
Al Jazeera Sport, Dubai Sport Channel, Showtime are
bringing to the Dubai audiences the best existing football
spectacle in the world
• Based on an international benchmark of the European
existing football leagues, this study will highlight the
current assets (strengths & weaknesses) of the new
professional Emirati league and bring its expertise and
recommendations to gradually improve Dubai Clubs’
marketing policies.

Global Context
Definition of the Marketing Objectives
Key words: Clubs, Fans, Venues, UFL
• We will focus our attention on three main scopes of work
that aim to rationalize and optimize the interactions of the
following stakeholders:
Objectives
> Scope of work #1 > Improve Clubs & Fans
>Scope of work #2: > Improve Clubs & Venues
> Scope of work #3: > Improve Clubs & UFL
• From the definition of these scopes of work, a list of
recommendations will be dressed according the level of
marketing priorities.

Global Context
Definition of the Marketing Schedule
Key words: Marketing priorities, Schedule, Activation
• Moreover, these listed marketing priorities need to be
implemented in a very strict time schedule. Three stages
can be identified. The first level of marketing priorities
refers to a year 1 activation program, the second to a year
3, and the third to a year 5.
• For each, classification according to the level of priority
> Level 1 > Year 1
> Level 2 > Year 3
> Level 3 > Year 5

Market Study
Improve Clubs & Fans marketing policy

Improve
Clubs & Fans marketing policy
CLUBS / FANS
1 - PROMOTION 2 - DATABASE
3 – CRM
PROGRAMME
4 – SEGMENTATION
+ AVERAGE TICKET
5 - STADIUM

Clubs & Fans:
Synovate qualitative research insights
> Giving fans the chance to interact with the clubs will greatly increase their support and
willingness to attend games
• Local fans want to be able to buy brochures, magazines, leaflets- information about the matches, the games and
the players
• Any form of social interaction with the teams, entertainment and music at the stadium is requested
• The internet is a major way for fans to feel part of the football community (Using websites to promote
merchandising as well as competitions (e.g. to find the best fan) will really keep interest high)
• Competitions and prizes (e.g. for the best fan, or for guessing a correct score etc) are really appreciated
• Merchandise (e.g. flags, t-shirts, water bottles etc) could all be sold at the stadium and would encourage
attendance
> Women attending games is a sensitive subject
> However, local fans are keen to welcome Expats to the stadium
CLUBS / FANS

Improve
> Level 1 > Year 1
Level of priority 1
• Develop the brand equity towards different hard fans
• Increase the level of promotion towards potential T.A.
• Work with marketing tools to create a database of fans
• Develop co-marketing with clubs’ sponsors
• Create a ticketing policy adapted to the TA
• Develop new concepts of entertainment on match-day
CLUBS / FANS

Improve
> Level 1 > General Understanding
Curiosity /
Brand
• The Dubai Clubs have
brands that they must
valorize to their different
target audience
• A sport brand should be
positive and dynamic and
reflect education & sporty
values
Curiosity /
Business
• Dubai clubs are involved in a
local competition for entertainment.
Not only with sport spectacles
• It is an obligation for them to
communicate better and reach
frequently their current customers +
potential audiences all year long
CLUBS / FANS
• Dubai Clubs are located in a
cosmopolitan city
• Primarily target audience is
obviously the UAE nationals
• Several kinds of purchasing
power imply different
marketing services
Curiosity /
People
• Dubai Clubs have not
implemented a media
buying strategy in their
annual budget
• Their communication is
often more tactical than
strategical – The ROI is really
limited
Curiosity /
Communication

Improve
> Level 1 > Understand your different Target Audiences
KEY INSIGHT Dubai is a young cosmopolitan city with old football brands
IMPLICATION
Needs to define precisely who the target audience of
each club (commercial geographic zone) is and reach them frequently

Improve
NEED &
WANT
Need
•Better information about his club
• Better access to the stadium
• Better service during the games
Want
• To know more about his team
• Win some special prizes
• To feel part of a real community
Need
•Information about the UFL league
• Information about your club
• Get a good service
Want
•To have a good entertainment in Dubai
• Share your passion /
Not only the football games but the
experience
COMMERCIAL
ZONE
TARGET
AUDIENCES

REACH
THEM
OFFER
THEM
TARGET
AUDIENCES
Services
• Services must be a adapted according
to your target audiences & their
purchasing powers
• Declination of your marketing proposals
such as airline company Etihad airways
with diamond, pearl packages
• Working with your sponsors to see which
benefits they can delivers to your fans +
potential one (your prospects)
Media
•Dubai Sports Channel
• Arabic Newspaper Sport pages
• Arabic Radio
• SMS campaign
Social Venues
• Schools, Universities
• Government places
• Café and terrace
Data-Base
•Find different data-base and use them
• Create your own one
• Etc
Others
• Family campaign (father / son)
• Websites Football / sports / Social
• Malls – Direct marketing
• Co marketing with your current sponsors
• Etc
TBD with each club
Improve

KEY INSIGHT
The Dubai Clubs' Brand needs to be more valorised towards
their different target audiences during the whole year
IMPLICATION
Needs to create a clear marketing strategy & implement a
communication strategy to respond to the initial MKT objectives
Improve

KEY INSIGHT Each club is a brand such as Nike, Emirates, Emaar
IMPLICATION
Needs to understand the marketing mechanism to valorise your brand
Your brand should rely less & less on sporting results but on
concentrate in values
Improve
> Level 1 > Develop the Brand Equity

Improve
> Level 1 > Develop the Brand Equity
• It is necessary to understand the importance of your
brand. People of your target audiences are linking values to
each Dubai club.
• Therefore, the marketing department must analyse how it
can gradually improve the value of his brand towards his
target audience and the future one
• Good values are: Education, Social, History, Charity,
Development of the Youth, etc
• The marketing case study of the FC Barcelona and their
sponsor UNICEF is a concrete example of this new trend.
Please note that this deal is strategic & not only a pure one
off marketing action
• See Slide 16 – European Football Benchmark

Improve
> Level 1 > Your Promotion towards your target audiences
KEY INSIGHT
Understand that there are 3 or 4 important moments
in the football season for the communication
IMPLICATION
Needs to understand that the communication of the club aims to recruit
the fans (End / Beginning of the season)
and promotes the important football games

Improve
> Level 1 > Your Promotion towards your target audiences
End of the
Season
Beginning of
the Season
Important
Game - Derby
Final &/ or
Derby
Only example of Media buying plan for one year for one football club
Alternative between peaks of communication and smaller spending
Each marketing department needs a media buying budget / every year
Media Spending AED

Improve
> Level 1 > Create a Fans Data-base, make it Alive
KEY INSIGHT Many Dubai clubs have fans, followers and sympathisers
IMPLICATION
Needs to create a Data-base and a relationship marketing
strategy with all these captive audiences

Improve
• There are multiple ways and channels to create a DATA-
base of fans / football consumers
• Gradually, the European football clubs have designed on-
line solutions to generate and amplify their initial data-
base of annual season tickets holders (and also reach international
followers if any) - but meanwhile, they also implemented a
strong on-line CRM programme (rewards, on-line gaming,
draws, etc).
• To create a solid DATA-base with a middle term vision,
you have to make sure that you know how to segment it in
different categories such as: FANS, FOLLOWERS, SYMPATHISERS
& PROSPECTS
• Each club must interact regularly with their DATA-base
contacts & if possible adapt their message / their content
in function of the sub-categories > Relationship Marketing
Program

Improve
Stakeholder
identification
Explain
Behaviour
Analyse
Behaviour
Generic
Strategy
formulation
& application
Specific
Programmes
For
stakeholders
INTEGRATIVE
STAKEHOLDER
PROGRAMME
• All the Dubai clubs marketing department must undertake a marketing analysis of the fans
(consumers) behaviour – the way that they differently spend their time, their money, ... with
the club
• The easiest way is to use the six phases of the stakeholder management process adapted
from Freeman - 2006
• The scheme below is the first step to build a business modelling or relationship marketing
program

Improve
> Level 1 > Develop Co-marketing with your Sponsors
KEY INSIGHT All Dubai Clubs have strong local sponsors
IMPLICATION
Needs to create a program of activation with the sponsors
that will generate more potential fans & followers – CRM campaigns
WIN/ WIN
Your fans must benefit from your sponsors
Your sponsors must benefit from your fans

Improve
• All the sponsors of the club should provide benefits to
your current fans & potential one. Your sponsors are
interesting to reach your fans (macro-economic models)
• Each club must develop a sponsorship program
(activation) with their own sponsors towards their fans.
Those activations can be draws that will be benefit to your
fans + sponsors (increase ROI + reach ROO)
• Multiply the co-marketing activities with your sponsor(s).
Dubai clubs could use their database, their platforms of
communication, other to be invented ...
• This marketing actions should not be tactical but clearly
planned in collaboration with your sponsor(s) at the
beginning of each season

Improve
CO-MARKETING
BETWEEN CLUBS &
SPONSORS
1 - Club and Sponsors become partners when they are
working mutually coordinated and reciprocally accepted –
it is a middle term process to establish that requires time
and dedication from the club
2 – Aim to develop a partnership in which club and brand
gain value (not only financially or exposure)
3 – All their mutual initiatives are consciously planned,
organised and controlled by the marketing departments of
the club and the sponsor(s)
4 – The final objective is the improvement of customer
satisfaction (‘offer more at a lower cost’) with the
cooperation of the club & their sponsors

Improve
> Level 1 > Create a Ticketing Policy
KEY INSIGHT
A ticketing policy will not replace a clear Entertainment
service policy within the Dubai Stadiums
IMPLICATION
Needs to create a scheme of services inside of the stadium
(values) & also gather the fans near to each other in the stadium

Improve
> Level 1 > Create a Ticketing Policy
• It is necessary to understand the importance of the
wellness of the spectator in the stadium. Fans are not
buying a football ticket only to cheer their team but for
their own entertainment.
• Therefore, the marketing department must analyse how it
can gradually improve the experience of the fans / ticket
holders.
• Values are: Price vs. Offer, Price vs. Spectacle, Price vs.
Hospitality programme, etc
• The marketing case study of the future Doha stadiums is
showing a Taylor-made stadium business solution around
lounge and hospitality program - See the picture

Improve
> Level 1 > Entertainment on Match-day
KEY INSIGHT Fans are now paying to access a spectacle
IMPLICATION
Needs to create a program of entertainment BEFORE & DURING the
Etisalat Pro League football games

Improve
> Level 1 > Year 1
Marketing Department will
work to improve the services
within the stadium
Marketing Department
will set up an annual
communication plan
Creation of a customer DATA-BASE
Annual Program of Activation
Inside + Outside Stadium

Improve
> Level 2 > Year 3
Level of priority 2
• Develop products & services within the stadium
(merchandising, transport, catering offer, and hostesses)
• Develop hospitality lounges in the stadium
• CSR policy (charity, community programme)
CLUBS / FANS

Improve
> Level 2 > Develop Products & Services in the Stadium
• After increasingly the number of spectators (up 30% to
50% from year 1), the marketing department will have to
concentrate on how increase the match day spending per
spectators
• Several solutions are already available in the Europeans
and US markets such as:
- Merchandising shop
- Catering / restaurants
- Competitions and Drawings
- Co-business actions with clubs sponsors
- Etc
• Merchandising policy will refer to the “Pareto Business
Model” = 80/20 = 20% of the merchandising products are
generating 80% of your revenues

Improve
> Level 2 > Develop Hospitality Lounges
• The hospitality Lounge business service can be organised
internally (in house) or externally by a specialized
organisation (outsourcing)
• The Hospitality Lounges business service is linked to your
corporate sales (companies, institutions, sponsors, etc). It is
part of a global sponsorship package and / or it is
considered as a new revenue stream for the club
(please note that most of the Dubai Clubs have the capacity to develop / to
build VIP lounges within their current stadium)

Improve
> Level 2 > Develop a CSR policy
A football club must play a social role in its society.
Currently, brands & sponsors are looking to develop
societal actions in their annual marketing / communication
plan (called “Green Marketing Actions” due to the sustainable development
concept)
• In its community:
A football club must work with its direct community &
multiply partnership with schools, colleges and other youth
organisations (short term application)
• Charity Organisation:
A football club could partner with local or international
charity program such as Dubai Care or Red Crescent and
include it in his company profile or sponsorship package
(middle term vision)
The principle is to associate these societal values to the
brand equity of the club.
Gregory Bolle

Improve
> Level 2 > Year 3
Products / Services for
The B2B target audience
Corporate / Sponsors
Products / Services for
the B2C target audience
Fans / Followers
Increase the Commercial Revenues of the Club
Link it with Societal Marketing Actions
Gregory Bolle

Improve
> Level 3 > Year 5
Level of priority 1
• Renew stadia / create new ones
• Limit the number of sponsors
(real involvement with clubs)
• Create a business community (‘Club businesses’)
• Working on the non-match day in the stadium (concerts,
sport events, shows…)
CLUBS / FANS

Market Study
Improve Clubs & Venues marketing policy
Gregory Bolle

Improve
Clubs & Venues marketing policy
CLUBS / VENUES
1 – ACCESS /
PARKING
2 -
WELCOMING /
CASHIER
3 –
ENTERTAINMENT
4 – REMODELLING
STADIUM
5 - NEW
STADIUM

Clubs & Venues:
> There are key factors which can prevent fans from attending games
• Timings & location of the games
• Traffic & parking
• Lack of facilities at the stadium
• Secondary Influence: Price
> Developing and improving the stadiums will encourage fans to go to the live games
• Old seating
• Lack of hygiene and not enough toilet facilities
• No smoking allowed
• No beverages or snacks offered in the stadium
• No big screens, can not watch replays
• No entertainment or music
CLUBS / VENUES

Improve
> Level 1 > Year 1
Level of priority 1
• Optimize access to stadium
• Improve the welcoming conditions in the stadium
• Create a clear space for the ticket sales
• Catering offer (snack & beverages)
CLUBS / VENUES
Gregory Bolle

Improve
• In the sport marketing, US Football & NBA were the first
professional leagues to understand the importance of the
stadium as a stream of revenue. In the end of 80’s, their
stadiums were developed not such as a place to attend
sport spectacle but as a whole “entertainment venue”
(where the fans / spectators will come along their family and increase their
average spending: Shop, Picture park, Parking, Showrooms, Museum,
Restaurant, etc)
• In Europe, the English Clubs (private entities) were the
first to invest in those new stadiums at the end of the 90’s.
(Old Trafford – Manchester United was one of the first one to switch to this
business model; Emirates Stadium – Arsenal is one of the most known
“Naming Stadium” business model that co-financed its stadium with a brand/
sponsor)
• German & Portuguese clubs integrated those heavy
investments with the organization of the international
events: UEFA Euro 2004 & FIFA World Cup 2006 (see slides 19
& 20 – European Benchmark PowerPoint presentation) - % financed by
the States / % financed by Private funds / % financed by the
club

Improve
• Each Dubai stadiums are generating revenues for the
clubs. However, few professional clubs of Dubai have
considered to undertake a marketing study about how to
increase their stadium revenues.
• As any trade organization, the Dubai club marketing
department must get a clear idea of the following items
mentioned below and work gradually on it.
-Understand their stadium’s “Commercial Zone” & get a clear
consumer insight research (see qualitative + quantitative researches operated
by CARAT / Synovate & Financed by Dubai Sports Council);
- Optimize the existing stadium revenues;
- Identify the additional stadium revenues (period of 2 years);
- Develop the whole stadium business model

Improve
• Dubai Clubs have stadiums / venues to accommodate
other events than purely UFL games (20 000 capacities).
•For instance, the Dubai Tennis Stadium is organizing
concerts and other entertainment that targets other Dubai
communities: Indian, English & Iranian.
• Al Nasr Club is organizing (internally or externally) AC Milan
football camps during the Dubai school holidays. Those
camps are generating extra revenues for the club and bring
new comers to the Al Nasr Stadium (Same principle that the Al
Nasr ice-skating venue).
• The marketing case study of the Stade De France is a
concrete example of this new trend. Please note that this
stadium (80 000 capacities) do not welcome any football
resident club since 11 years & therefore, must diversify
their business portfolio to generate revenues for their
private owners: Bouygues & Vinci.
Gregory Bolle

Improve
> Level 1 > Optimize the access to the stadium
KEY INSIGHT
CARAT / SYNOVATE researches prove that non-Emirati cannot localize
mentally & geographically the Dubai stadiums
IMPLICATION
Needs to work hand to hand with the RTA organization to
create dedicated football stadium road signs
(can be applied with the Dubai Tourism Authority’s maps)

Improve
> Level 1 > Improve the Welcoming in the Stadium
KEY INSIGHT
The Dubai Clubs have not set-up a clear welcoming strategy
to greet their fans / sympathisers
IMPLICATION
Needs to define a better hospitality program
& create a welcoming service

Improve
> Level 1 > Improve the Welcoming in the Stadium
• Welcome fans / sympathizers every two weeks must be
considered as a service.
• The Dubai Clubs must integrate in their organization, a
football stadium manager that will manage several aspects
of the stadium welcoming conditions. Those conditions
should be segmented & indentified with the marketing
department of the club.
• Those conditions would be set-up according to the value
of your football tickets. We can imagine several services
such as Hostess (VIP section) / Valet parking (adapted to VVIP, VIP,
Corporate and Regular Ticket holders) / Waiter / Security agents /
etc.
• All the staff will be external of the football club. However,
they should be all trained by the Stadium Manager and
wear the logo of the football club.
Gregory Bolle

Improve
> Level 1 > Create a unique Ticket Office
• To generate more revenues, (for the time being) the club must
create a unique Ticket Office to invite the sympathizers to
understand clearly the club sales process (even a non season
ticket holder must recognize the Ticket Office)
• This Ticket Office can offer other payment services such
as:
- Catering vouchers;
- Merchandising products;
- Parking tickets;
- Other Dubai events tickets;
- Etc (to be determined by each mkt dept)…
• This ticket office should be part of your sponsorship
strategy (which includes visibility, direct marketing, etc…)

Improve
> Level 1 > Improve the Catering Offer in the stadium
• The whole idea is to double the average spending of the
fans / sympathizers within the stadium. Therefore, the club
marketing department must create a business deal with a
catering company.
• However, due to the Dubai benchmark, it is extremely
important that the quality of the catering match with the
fans’ expectations.
• Therefore, the quality of the catering should not be
limited to the VVIP or VIP fans must be applied for the
mass market too. The catering would be an important asset
to improve the general atmosphere of the stadium & thus,
recruit new sympathizers in your venue.
• Note: Each marketing department should undertake a micro marketing study
around their current catering offer

Improve
> Level 1 > Year 1
Create a unique selling point
for the club / Improve the
catering offer around
the Games
Improve the Access +
Improve the Welcoming
before / during / after
the Games
Improve the Stadium Experience of your Fans
Develop Commercial Offers
with a commitment to the quality
Gregory Bolle

Improve
> Level 2 > Year 3
Level of priority 2
• Ensure entertainment before, during & after game
• Create an atmosphere in the stadium
• Creation of VIP lounges & corporate boxes
CLUBS / VENUES

Improve
> Level 2 > Ensure Entertainment in the Stadium
• The spectacle offered by the UFL league is not yet
considered as better than the one during the amateurism
period – before September 2008 (see the qualitative and
quantitative researches CARAT / Synovate – Financed by Dubai Sports
Council).
• The Dubai clubs must for the 2 or 3 seasons take into
consideration the fact that the fans / sympathizers are
paying to get 2 or 3 hours of entertainment.
• The Stadium manager & the marketing department must
organize regularly entertainment events before / during /
after the UFL games. Those activities must be interactive
with the attendance.
• Those entertainment occasions should be planned in
advance & organised in a way to be profitable (at least without
any costs) = Co-marketing / Dinner / etc…

Improve
> Level 2 > Create a Festive Atmosphere in the stadium
• Any stadium in the world is a place of exchanges and a
gathering of people around a passion, sport entertainment,
concert, … Stadia are considered as a place of freedom
where the people are expressing their enthusiasm freely
• In Dubai, the federal laws are restricting the freedom
within the Dubai stadiums such as smoking or drinking
alcoholic beverages – In addition, socially, Emirati women
are not coming to the football stadiums which are male
oriented venues. (see the qualitative and quantitative researches
CARAT /
Synovate – Financed by Dubai Sports Council).
• Therefore, the marketing department must ensure that
the people (current fans / sympathizers) are creating social links
within the stadium and therefore, will make sure that the
fans are gathering closed to each others in the stands.
• All of them must have an enjoyable experience.
(Marketing wise: coming back in the stadium + word of mouth)
Gregory Bolle

Improve
> Level 2 > Develop Hospitality Lounges
• Same notices that Clubs & Fans
• The hospitality Lounge business service can be organised
internally (in house) or externally by a specialized
organisation (outsourcing)
• The Hospitality Lounges business service is linked to your
corporate sales (companies, institutions, sponsors, etc). It is
part of a global sponsorship package and / or it is
considered as a new revenue stream for the club
(please note that most of the Dubai Clubs have the capacity to develop / to
build VIP lounges within their current stadium)

Improve
> Level 2 > Year 3
Improve the General
Atmosphere of the Stadium
(Goodies, Draws, Lounges,...)
Create Entertainment
occasions for the UFL
Games
Increase the Positive Experience of the Fans
Passion / Gathering / Feelings…
Stadium = Socio- Emotional Platform
Gregory Bolle
Gregory Bolle

Improve
> Level 3 > Year 5
Level of priority 3
• Build a new stadium (see Juventus or Doha innovative project)
• Non-match day offer (concerts, shows, expositions, …)
CLUBS / VENUES

Market Study
Improve Clubs & UFL marketing cooperation

Improve
Clubs & UFL marketing policy
CLUBS / VENUES
1 – COMPETITION
ITSELF
2 -
PROMOTION /
HEROES
3 – UFL
SPONSORS
4 – WORK WITH
TV / MEDIA
5 - COMMITTEE
TO BE SET UP
Gregory Bolle

Clubs & UFL:
> Local fans have noticed a marked improvement in the UAE football league in recent years
• Local football fans claim that the UAE football league has been consistently improving over recent years
• Footballers, while certainly not seen to be as skilled as international players, are seen to have improved
somewhat in terms of skill and professionalism
• The league has developed in terms of the players themselves and their attitudes, as well as more media,
advertising and sponsorship
• There is a feeling that fans, players, managers and all those behind the scenes are becoming more and more
devoted to the game and therefore the level of professionalism is increasing
> Spontaneous suggestions for improving the level of the UFL are all based around Local Players
• More training- lectures and intensive courses, allowing them to train abroad or play against stronger teams
• Financial incentives for players (to increase their commitment)
• Honouring ceremonies to show winners respect
• Remove players who are not performing; punish players who are disrespectful, lazy or uncommitted
• To Local fans, a Football Academy is an excellent way to push the standard of the UFL
CLUBS / UFL

> Level 2 > Year 3
Level of priority 2
• Sponsorship activation (clubs +
league sponsors) for the fans interest
• Create rivalry between clubs in
the media
• All star game + awards every
month.
• Interaction fans/ stars, VIP/stars
• UFL school days
CLUBS / UFL
> Level 1 > Year 1
Level of priority 1
• Create a UFL website (Arabic &
English)
• Interlink between Dubai clubs’
website & UFL website
• Close relationship between the
UFL and the clubs (co-marketing & co-
branding)
• Create UFL stars in the media
CLUBS / VENUES
> Level 3 > Year 5
Level of priority 3
• DSC, UFL and Dubai clubs should
meet regularly
• Creation of a dedicated committee
to rule their relation
CLUBS / VENUES
Improve

Improve
> Level 1 > Mutual Understanding
• The season 2008-2009 has been successful for the
development of the UFL pro league in the U.A.E. Building a
successful professional football league is a matter of
several years. This year was about launching a new brand &
improve the global organization of the UFL competition.
• Dubai Clubs and the UFL management teams must work
together to improve and enhance the potential of growth
of the UFL competition in Dubai.
• The creation of a UFL committee within Dubai Sports
Council allows to underline Dubai clubs’ needs and find
opportunities to collaborate together with the UFL
management team. (See slide 9 of the PowerPoint presentation
European Benchmark)

Improve
> Level 1 > Year 1
Improvement of the UFL’s
format and brand +
Co-marketing with clubs
Better and More
Initiatives from
the Dubai Clubs
Increase the Average Attendance in Dubai Stadiums
“Virtuous Marketing Circle”
More Revenues Generated
Within Stadiums
Gregory Bolle
Gregory Bolle

Recommendations for the Football Clubs of Dubai
Gregory Bolle
Managing Director
CARAT Sponsorship MENA
g.bolle@carat-me.com / 050 435 4846
Sebastien Sayegh
Executive Account Manager
CARAT Sponsorship MENA
s.sayegh@carat-me.com / 050 103 3886
Gregory Bolle

Carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009

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