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Planet Football Executive Summary

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“ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad.

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Planet Football Executive Summary

  1. 1. Strategies for International Success In collaboration with: PLANET FOOTBALL
  2. 2. Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad. Today’s technology means that audiences are no longer limited to regions; they have access to content on a global scale. The growth of a global middle class, urban migration and increasing mobile accessibility allow sports rights owners and brands to expand far beyond their traditional base. But many have struggled to adapt to this new environment and found it difficult to identify the right path to international growth. Significant international expansion requires new forms of engagement, new products, new markets, and often new employees or partners. Finding the right balance between the traditional and the new is no easy task for any organisation - and certainly not for stakeholders rooted in their local communities. A certain tension will always be there when it comes to determining why, when, where and how international expansion should (best) take place to ensure success in the decades ahead. But how much stability and how much change is required to get the balance right? It is clear from our report that every sports organisation needs to seek change if it is ambitious. The process of international expansion is an unstoppable force and the status quo is not an option. Embracing the new realities and engaging with the new opportunities is a strategic imperative for all decision-makers in the industry. We would like to thank all contributors and organisations who helped to make this report possible. We hope that you will enjoy reading it as much as we have enjoyed researching and developing it. “ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” WHY, WHEN, WHERE AND HOW THE PATH TO INTERNATIONAL EXPANSION Discover the international Pre-Season Tours 2017/2018 on the Global Map William Gaillard, Senior Advisor Sport Dominic Grainger, Chief Executive Officer Nicholas MacGowan, Managing Director
  4. 4. Alexander Bielefeld, Manager, Burson-Marsteller STRATEGIC IMPERATIVES12WHICH HELP DRIVE YOUR INTERNATIONAL ACTIVITIES Executive Summary UNDERSTAND THAT YOUR AUDIENCE IS CHANGING Centennials are digital, mobile and social natives. They are your audience of today and tomorrow so don’t be afraid of the new and engage BE STRATEGIC PLAY THE LONG GAME Sport often suffers from an inherent tendency to think short-term. Instead set out a longer-term vision and put structures in place to deliver DEFINE YOUR OVERARCHING PURPOSE People are looking to live a broader purpose through the organisations for whom they work and with whom they engage EMBRACE THE NEW BROADCASTING REALITIES Take part in the new opportunities of the digital age and communicate directly with your fans IDENTIFY YOUR GROWTH MARKETS Domestic markets will always be key but as they are close to saturation stakeholders need to carefully select future growth markets to stay competitive NEVER FORGET YOUR (LOCAL) IDENTITY Increasing fan engagement from across the world makes the relationship between the club and its location ever more important MANAGE SPORTING AND COMMERCIAL EXPECTATIONS Commercial strategies need to be aligned with sporting needs by the coaching and medical staff DEVELOP YOUR OWN PROGRAMME International strategies need to be tailored to the identity, capacity and expectation of each individual organisation and ensure presence and engagement all year long PLAN YOUR INTERNATIONAL TOURS International tours need to be planed as an integrated part of a wider market access and engagement strategy ATHLETES WILL DRIVE YOUR ENGAGEMENT People engage with people rather than organisations. It is the athletes and fans who create authentic interactions BUILD OUTSIDE THE BOX PARTNERSHIPS New and creative partnerships at local and global level are essential to allow for authentic and credible engagement THERE IS NO STATUS QUO IN SPORT The process of internationalisation and trans-nationalisation of football will vigorously run its course since there is no force on the horizon that could even temporarily divert it 3 INTERNATIONALISATION AT A GLANCE Alexander has a deep understanding of sports business and governance. He advises a wide range of international sport clients, is involved in EU sport governance and is leading on award winning multi-market campaigns. He is currently a candidate of MESGO IV, the Executive Master in European Sport Governance.
  5. 5. Why international sponsors demand more from rights-holders Andreas Sigl, Managing-Director, Burson-Marsteller Geneva Making Fans your Number 1 Stakeholder Kevin Ashby, Senior Editorial Manager, UEFA The Preparation of International Tours Julian Neuburger, Head of International, Match IQ US Fan Demand for European Football Telecasts Georgios Nalbantis & Prof. Dr. Tim Pawlowski, University of Tübingen Pre-Season Tours as Part of an Integrated Fan Strategy Kristian Gotsch, Director Client Services, Two Circles The Internationalisation of the Player Market Dr. Raffaele Poli, Head of the Football Observatory, International Centre for Sports Studies (CIES), Neuchâtel The Changing Power of Players’ Image Rights Jonas Baer-Hoffmann, Director Policy, World Players’ Union (FIFPro) Executive Summary: 12 Strategic Imperatives Alexander Bielefeld, Manager, Burson-Marsteller Engaging with Young People Dominic Grainger, CEO EMEA, GroupM and CEO, The WPP Sports Practice INTERNATIONALISATION AT A GLANCE Burson-Marsteller The WPP Sports Practice Match IQ ABOUT US INSIDE Strategic Communications Playing the Long Game Prof. Raymond Boyle, School of Culture and Creative Art, University of Glasgow The Evolution of Sports Media Rights Mark Lichtenhein, Chairman, Ladies European Tour The Power of Purpose Geoff McDonald, Senior Adviser EMEA Corporate Purpose Practice, Burson-Marsteller How Football can Change the World Jürgen Griesbeck, CEO and Founder, streetfootballworld Defining Expectations Nicholas McGowan von Holstein, CEO and Founder, Match IQ How Football Gaming can help Grow the Sport Ronnie Hansen, Senior Consultant, TSE Consulting, a Burson-Marsteller Company 12 34 62 64 68 72 76 80 86 38 42 46 50 52 56 16 18 2 6 92 93 94 PERSPECTIVES BY STAKEHOLDERS STRATEGY, PURPOSE AND EXPECTATIONS FAN ENGAGEMENT AND NEW MARKETS Trans-nationalisation and its Impact on Competition William Gaillard, Senior Adviser Sport, Burson-Marsteller The Globalisation of Leagues Nathalie Boy de la Tour, President, LFP Possible future evolutions in the Internationalisation of Football Alex Phillips, Head of Europe-Asia Relations, UEFA, seconded to AFC The Club and its City Umberto Gandini, CEO, AS Roma Authenticity - The Key Driver for Development of Barça Francesco Calvo, Chief Revenue Officer, FC Barcelona A Unique Programme Wolfsburg United Andreas Kruse, Head of International Sponsoring, VfL Wolfsburg ESports - a Big Step Towards the Club’s Future Tim Reichert, Head of e-Sports, FC Schalke 04 5PLANET FOOTBALL ©ASRoma 22 26 30
  6. 6. Centennials are digital, mobile and social natives. As the most diverse generation ever they seek experience, passion and engagement. The same behaviors make centennials elusive to marketers. Two thirds use ad blocking software and 84% prefer ‘dark sharing’ social networks (Snapchat, Whisper, iMessenger). They are cautious with their time, their money and their data. They would rather pirate stream than pay for subscription TV which creates an imperative for brands to attach their narrative to things about which they actually care. CENTENNIALS ARE DIGITAL, MOBILE AND SOCIAL NATIVES. By Dominic Grainger, CEO EMEA, GroupM and CEO, The WPP Sports Practice ENGAGING WITH YOUNG PEOPLE The sports industry is rich in opportunity for rights owners and brands to take advantage of the truly global market of passionate, engaged sports fans. The growth in the global middle class, increased urban migration and growing mobile accessibility is allowing sports rights owners and brands to expand beyond their traditional, local audience bases – appealing to new geographies and demographies in the pursuit of broader long term brand relationships. Centennial audiences – the future lifeblood of any competitive industry – will represent 40% of consumer purchasing power by 2020 and are a key target in this expansion. Dominic is the CEO of GroupM Europe, Middle East and Africa since 2008 and also serves as the CEO of The WPP Sports Practice, the global entry point to WPP’s collective sports services and expertise. The good news is that, validated by the US Center for Digital Future, Centennials actually like ads with their sport more than any other generation. They are also the most informed sports fans in history, even if the sports they are informed about aren’t the traditional ones (they prefer e-Sports, Action Sports, Ultimate Fighting Championship (UFC) and sports content like Dude Perfect) and they are not just consuming them on traditional marketing channels like linear TV or VOD. They live stream, watch pirated highlights on YouTube, short form content on Snapchat or alternative ‘secondary’ content – talk shows, reality shows, documentaries – all on mobile devices. ‘Live’ is at the center of the experience but not the whole experience. They are ambivalent towards valueless interactions, but aware of their importance to marketers and open to transactions from which they gain emotional, financial or social value. To take advantage of this, a shift in marketing strategy from attracting eyeballs to building fan groups is required. Fans can no longer be viewed as just a revenue source. Building robust relationships through deep engagement will allow more effective commercialisation. Uber’s recent in-car content partnership with Manchester United demonstrates how to deliver value whilst forging deeper relationships. CREATING RELEVANT AND AUTHENTIC INTERACTIONS FOR AN ENGAGING GENERATION 7 INTERNATIONALISATION AT A GLANCE AND THE CHANGING FACE OF SPORTS MEDIA “Fans can no longer be viewed as just a revenue source.”
  7. 7. Effectively commercialising those relationships in an age of cable cutting is difficult but ultimately rewarding. Centennials demand customised, editable content they can interact with. If brands and rights owners don’t provide this, they will find it elsewhere. The guarded approach major rights owners are taking toward access to their media assets is unlikely to bear fruit. Looser controls on content and more engagement on relevant social channels will help drive affinity. Accepting that ring-fencing valued content will not deliver results, shared commercial models that leverage centennials proclivity towards co-creation can flourish – driving both revenue and engagement. Fans are now end users, influencers and distributers. Partnering with them to deliver authentic, scalable content will help generate organic reach, bypassing expensive media buys. Ultimately, the source of good content concerns young audiences less than it’s quality and accessibility. More skinny, direct-to-consumer offers that are flexible and provide a more involving experience (choice of commentators, camera angles, replays etc.) will be welcomed. Working with athletes and owned talent to develop engaging, authentic content stories is also essential in appealing to an audience who increasingly relate more with stars than teams. Partnering with brands to deliver this will create a world of more profitable content packages. Looking internally, leveraging owned data, merchandise and content assets into fit-for-purpose sponsorship inventory will help deepen revenue streams and satisfy brands demanding more accountability. As content aggregators like DAZN follow in the footsteps of Netflix and Amazon – disrupting the content distribution model – advanced technology is helping turn rights owners into broadcasters with sellable media inventory. The LA Clippers retention of their digital broadcast rights is just the tip of the rights-owner-as-broadcaster iceberg. A conscious focus on utilising emerging technologies (virtual reality, over-the-top streaming) and loosening controls over content is helping the NBA appeal to young audiences in Asia. Providing access to iconic talent and engaging with centennials on native social channels has unlocked significant audience growth. For brands, making the shift from sponsor to rights holder offers considerable commercial advantage. Establishing equity in emerging, put popular, niches like e-Sports may allow brands to build new revenue streams and own a more direct relationship with fans. No longer do brands have to be stuck on the outside, looking in. With the advances in broadcast and content distribution technology, they can begin to take more ownership of the sports platform that was so attractive from the beginning. A SHIFTING BROADCASTING REALITY The same old strategies aren’t working. Centennial consumers are fundamentally different. They demand more value from their interactions and more meaningful experiences. In an interconnected world where local and global markets are increasingly indistinguishable, brands and rights owners must work harder to provide them with this. Marketing Directors should view this necessary shift as an opportunity to broaden appeal, access new markets, build revenue streams and create more effective sponsorships. Embracing innovative technology and new commercial models are the solutions. Partnering with fans and key influencers to publish more authentic content stories are the methods. Doing all this requires a degree of bravery, an acceptance of new risk and a willingness to abandon accepted wisdom. But change is needed. How quickly it happens will determine the shape of the sports landscape for years to come. ADAPTING TO A NEW SPORTS LANDSCAPE “The same old strategies aren’t working. Centennial consumers are fundamentally different.” “ Embracing innovative technology and new commercial models are the solutions. Partnering with fans and key influencers to publish more authentic content stories are the methods.” 9 INTERNATIONALISATION AT A GLANCE
  8. 8. IN COLLABORATION WITH MATCH IQ GmbH Friedensallee 120 D-22763 Hamburg The WPP Sports Practice WPP plc. 27 Farm Street London W1J 5RJ, UK PLANET FOOTBALL Strategies for International Success EMEA Sports Square de Meeus 37 B-1000 Brussels +32 2 7436611