The document discusses opportunities and threats for sports marketing organizations from the rapid growth of social media and Web 2.0. It provides an overview of social media, examples of how social media is being used in non-sports marketing contexts, and key things to remember about social media. It also discusses how social media can be used for sports marketing, provides a case study of its use by Euroleague, and discusses developing and implementing a social media strategy and measuring performance.

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Sports Marketing 2.0
‘The times they are a changing’
Dr. Jim Hamill
jim.hamill@energise2-0.com
www.energise2-0.com
www.twitter.com/drjimhamill

2. Sports Marketing 2.0
• 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 marketing)
– Key things to remember about social media
– Social media and sports marketing
– Sports Marketing 2.0: Euroleague Case Example
– Sports Marketing 2.0: strategy development, implementation
and performance measurement
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3. Social Media
A Quick Overview
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6. Web 2.0/Social Media
An Overview
»Applications
»Features and Characteristics
»Implications
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7. 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 – Rich Blogs or Weblogs
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 Characteristics Mobile Web; Internet Telephony
Operations, Internal Processes and HRM Twitter
Communities and Networks
Openness
Sharing
Peering
Hosted Services – online
applications; the Internet as the
platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global

8. Social Media in Plain English
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9. How important has it become?
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10. The Social Media Revolution
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11. Potential Business Benefits
of Social Media
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12. Business Benefits
• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management
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13. 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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14. 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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15. Social Media in Action
Quick Examples
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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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22. 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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23. The Customer Experience
of the Brand
Tripadvisor
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24. 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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27. 11 Million Views
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28. United Breaks Guitars
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29. Crowdsourced NPD
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30. www.skittles.com
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31. The rules of the game have changed
The 5 key things to remember
about Social Media
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32. 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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33. 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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36. The Connected Customer
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37. 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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39. 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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40. Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare
(www.slideshare.com) ENERGISE2-0.COM

41. Do You Listen?
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42. 5. The End of Business as Usual
New ‘mindsets’, new business
approaches and new performance
measures are required
NOT a broadcast medium. Its
about listening to and engaging
with customers, partners, your
community, your tribe
This is something we are not very
good at doing. We prefer telling
people how good we are
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43. 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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44. 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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45. 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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46. The ‘6Is’ Approach
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47. 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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48. Social Media and
Sports Marketing
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49. 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
• Euroleague case evaluation
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50. ‘Football is nothing
without the fans’
Jock Stein
Manager of Celtic FC
1965 to 1978
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51. 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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52. 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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53. '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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54. Use of ‘External’ Social Media
• Social Networking Sites: Sports Marketing Organisation
becomes a ‘community aggregator’ - ‘Talk with rather than at
fans’ - actionable customer insights
• 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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55. Progress Made
• Evaluation of the Web 2.0 progress made by the top
20 football teams in Europe (2008 study)
• Top European Football Clubs – Facebook/Twitter
League Tables, 2012
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56. 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

57. External 2.0
• Social Network Sites
– facebook
• Multimedia Sharing Sites
– Youtube, flickr
• Podcast Sites
– Itunes
• Twitter
• Linkedin
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58. 2008 Results – very limited progress
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59. 2008 Results – very limited progress
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60. 2012 Update
Top European Football Clubs –
Facebook/Twitter League Tables, 2012
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61. Some Useful Links
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62. Some Useful Links
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63. EPL Clubs – High Numbers
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64. But Little ‘Engagement’
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65. Few ‘Replies’
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66. 67% are ‘Replies’
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67. Emerging ‘Best Practice’
Examples in Sports Marketing
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68. Fan Community Takeover
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69. Community Ownership and Management
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70. Fan Ownership – the Future?
• Could fan/community ownership be the model for other
bigger Clubs?
• Why not? – it’s the people’s game; level of debt is not
sustainable
• New Business Models required
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71. Examples
Chelsea – www.chelseafc.com
First Club to really ‘engage’ online
Old version of the site – check out the
new one
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85. Celtic FC on Facebook
www.facebook.com/celticfc
Small domestic league with limited global
TV coverage but with a global fan base
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86. 166,000 ‘Likes’
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87. Euroleague Case Evaluation
How effective are Euroleague
using social media – internally and externally?
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88. Web Site - little evidence of SM
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89. Its under fun
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90. 130,469 Twitter Followers
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91. twtrland score – high engagement
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92. Live Score Updates
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93. 114,000 Facebook ‘Likes’
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94. Use of QR Codes
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95. 45m YouTube Views
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96. Limited Use of Google +
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97. Mobile
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98. Euroleague
What ‘Buzz’ is being created?
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99. Social Mention
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100. Social Mention
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101. Topsy
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102. Shows Trend in ‘Mentions’
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103. Fewer ‘mentions’ than SPL?
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104. Influence
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105. Social Media Strategy
Development
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106. ‘Social Media Planning Pays’
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107. Use a Simplified Balanced Scorecard
• Will ensure that the social media actions and initiatives you
take are fully aligned with and supportive of your overall
business goals and objectives; that KPIs are agreed for
monitoring and evaluating social media performance,
business impact and ROI; and all key success factors are
considered, especially the organization, people and resource
aspects critical to successful strategy implementation
• A Scorecard approach can also be very useful for internal and
external communications – a simple framework to present
social media goals, objectives, key actions and initiatives to
colleagues, partners and other stakeholders
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108. Social Media Balanced Scorecard
• Not ‘paralysis by analysis’. By providing an agreed framework
to follow, the Balanced Scorecard considerably speeds up
strategy development and implementation
• The steps involved can be captured in a Social Media Strategy
Map
• Five key questions to address……
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109. Social Media Balanced Scorecard
• What is the overall social media vision for your organization?
• What are the key objectives and targets to be achieved?
• Who are your customers?
• Key Actions and Initiatives
• Organisation, Resource and People Issues
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110. 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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111. ‘Be Customer Led’
Three key questions:
• Who are our customers, who do we wish to engage with?
• Where do we find them ‘hanging out’ on social media?
• How can we best engage and energise them?
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112. www.mashable.com
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113. Thank You
Questions
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114. Continue the discussion at
www.energise2-0.com
On Twitter
www.twitter.com/drjimhamill
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115. www.energise2-0.com
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