Paul Monroe @paulmonroe1

Janimation – Full Service Production StudioThe BCP Group, LLC. – Marketing AgencyFan Jam Entertainment – Sports Entertainment

DALLAS MAVERICKSVice President Marketing & Communications (2008 – 2014)

MARKETING & COMMUNICATION TOUCHPOINTS

• Understand the Customer• The Customer is Sovereign – Understanding and

adopting to consumer motivation and behavior is Not an option, but a necessity.

• Customer Value – Primary Objectives• Develop a shared vision about the market• Determine avenues for delivering superior value• Recognize potential value of relationships with vendors,

suppliers, internal functions and competitors• Reinventing organizational processes and designs to

implement.

• Execute and Manage future strategies

CONSUMER BEHAVIOR

UNDERSTAND THE CUSTOMERSegmentation focuses on the similarities within a group while recognizing differences.

UNDERSTAND THE CUSTOMER

Overall Mavs FanDefined as Adults in the Dallas market who, in the past 12 months, have either attended

a Mavs game, watched a Mavs game on cable or broadcast TV, listened to a Mavs

game on the radio, or a fan

• 52% are 25-49• 59% Male; 41% Female• 76% White; 19% Hispanic; 20% Black• Some college education+• 60% married

• 25% never married/single• 50% of fans have HHI of $75,000 or more

1. An additional 15% of fans make $50-75K HHI

2. 63% of people with a HHI of $250,000 or more are fans

Mavs AttendeeDefined as Adults in the Dallas market who,

in the past 12 months, attended/visited a Mavs game

• 52% are 35-54• 68% Male; 32% Female• 78% White; 11% Hispanic; 19% Black• Skews college graduate+• 65% married

• 23% never married/single• 65% of attendees have HHI of $75,000 or

more1. An additional 14% of attendees

make $50-75K HHI2. 12% of people with HHI of $250,000

or more are attendees

CREATE BUSINESS GOALS• Increase season ticket sales and FSE’s (Full Season Equivalents)

(i.e. 1 – full, 2 – half or 4 – mini season ticket plans)

• Increase individual ticket sales

• Increase TV and radio ratings through advertising, station branding and promotional support

• Increase merchandise and retail sales via mavgear.com, AAC store & North Park store locations

• Continue to build database and build deeper profiles, more targeted e-mail campaigns and social pages

• Increase Hispanic audience and fan base through community involvement, Hispanic sponsors/advertisers and media partnerships

BUSINESS GOALS

• All segments of Mavs Fans shopped and/or bought sports tickets and sports apparel on the Internet– Larger percent of Attendees and Listeners shop/purchase

these items on the Internet• Internet purchases skew $500 – 2,500+ over the past 12 months

for all Mavs Fan segments • 22% of all Mavs Fans shopped at NorthPark Center in the past 3

months– 38% of all Mavs Attendees shopped at NorthPark Center

• NorthPark Center top mall for all Mavs Fans• Academy, Wal-Mart and Target top stores for all Mavs Fans

Mavs Fan Shopping

Fan Profile–Malls ShoppedNorthPark Center: top mall shopped by majority of Mavs Fans

Pop. % Covg. % Covg. I ndex %

Covg. I ndex % Covg. I ndex

MALLS I N DALLAS - SHOPPED PAST 3 MO.Collin Creek Mall 691,800 13.43 13.77 123 10.84 # 97 9.2 # 82Firewheel Town Center 884,400 17.17 10.77 111 6.87 # 71 14.17 # 146Galleria Dallas 748,800 14.54 17.09 115 22.97 * 155 17.42 * 117I rving Mall 765,000 14.86 6.06 96 17.38 # 275 9.75 # 155Mockingbird Station 575,000 11.17 3.05 * 105 4.7 # 161 6.53 # 223NorthPark Center 370,200 7.19 22.12 129 20.37 * 119 29.47 * 172Richardson Square 325,100 6.31 4.15 * 113 5.72 # 156 6.62 # 181Southwest Center Mall 388,600 7.55 5.69 145 10.79 # 274 18.09 * 460Stonebriar Centre (Frisco) 500,600 9.72 18.2 125 7.8 # 54 12.68 # 87The Shops at Willow Bend 373,400 7.25 10.24 141 5.3 # 73 8.17 # 113Town East Mall 150,400 2.92 15.33 114 26.8 * 199 24.8 * 185Valley View Center 171,900 3.34 8.93 124 18.71 # 260 12.98 # 181Vista Ridge Mall 188,400 3.66 8.72 116 9.51 # 126 10.31 # 137West Village 202,700 3.94 0.49 # 79 0.21 # 34 0.35 # 56Wynnewood Village 31,800 # 0.62 3.69 * 111 3.29 # 99 13.75 * 412

MALLS I N FORT WORTH - SHOPPED PAST 3 MO.North East Mall 552,700 10.73 11.91 111 8.29 # 77 2.79 # 26Ridgmar Mall 416,900 8.1 7.9 98 8.9 # 110 2.25 # 28Hulen Mall 487,200 9.46 8.99 95 8.04 # 85 5.83 # 62Downtown Fort Worth 204,400 3.97 3.8 * 96 6.71 # 169 2.76 # 70Camp Bowie Boulevard area 141,000 2.74 2.38 # 87 0.12 # 4 1 # 36Burleson Town Center 152,200 2.96 2.36 # 80 0.79 # 27 2.9 # 98The Shops at North East Mall 195,300 3.79 4.55 * 120 1.43 # 38 4.25 # 112

MALLS I N ARLINGTON - SHOPPED PAST 3 MO.The Parks at Arlington 722,500 14.03 15.03 107 12.01 # 86 23.2 * 165Six Flags Mall 123,900 * 2.41 2.5 # 104 3.32 # 138 4.48 # 186Lincoln Square 149,900 2.91 3.87 * 133 2.24 # 77 3.81 # 131Arlington Highlands 314,300 6.1 7.35 120 6.17 # 101 4.6 # 75

Total Mavs Fan Mavs Fan + Hispanic Mavs Fan + Black

Fan Profile–NorthPark Shopper

Mavs Fans who shop at NorthPark Center skew slightly more Male, younger, with more college education, similar HHI and more kids in the household than regular NorthPark Center shoppers

• NorthPark Shopper– 57% Female; 43% Male– Ages 35-54– 80% White; 15% Hispanic; 13%

Black; 2% Asian– 61% Married; 28% Never

Married/Single; 7% Divorced– Skews Some College+– 54% HHI $100 – 250K+

• 21% $50 – 100K– 44% with Kids in HH

• Mavs Fan NorthPark Shopper– 56% Female; 44% Male – Ages 25-44– 79% White; 14% Hispanic; 17%

Black; 2% Asian– 64% Married; 27% Never

Married/Single; 6% Divorced– Skews College Graduate+– 53% HHI $100 – 250K+

• 21% $50 – 100K– 56% with Kids in HH

Zip Code Cluster AnalysisUsing Mosaic

• Mosaic Cluster Analysis: A7 - Affluent Suburbia-New Suburbia Families– 776,742 households representing 11.22% of DFW households – Young, affluent working couples with pre-school children concentrated in fast-growing, metro fringe

communities

• Demographics Married and raising young families, this cluster can be found nestled in newly developed exurban areas throughout

the country. Young and well educated, they enjoy a median age of 31, with 28% between the ages of 18 and 34. They own new homes with a median value of nearly $185,000. The median income is $75,000. Over 40% derive income from interest or dividends.

• Lifestyles The members of New Suburbia Families have crafted active, children-centered lifestyles. These families participate

in a number of team sports such as baseball, basketball and soccer, shuttling kids and gear to activities in their SUVs and minivans. They go to kid-friendly destinations and frequent zoos, aquariums and campgrounds. At supermarkets, they fill their grocery carts with pizza, Pop Tarts and prepared lunch kits. This is one of the top-ranked types for owning toys, books and video games, and residents here never met a consumer electronics device they didn’t like including cell phones, gaming systems and home theater systems. With their relatively large families, money still needs to be managed. They maintain that price and functionality trump style when they purchase electronics and clothing at retailers like Target, Best Buy and Wal-Mart. Contributing to 529 college savings plans is a priority, but this segment can be debt heavy due to first mortgages and home equity loans.

• Media These energetic households are only moderate consumers of most media. New Suburbia Families are often too

busy to read a newspaper or magazine, although they will sit in front of a TV to watch network sitcoms and reality shows as well as sports and entertainment on cable channels such as ESPN, MTV and Comedy Central. Thanks to their lengthy commutes, they exhibit high rates for listening to radio stations that offer news and sports as well as classic rock and adult contemporary music. When they finally wind down, many go online to trade stocks, search for jobs and check out real estate listings.

•Customer profiling • Direct/Targetmarketing• Customer acquisition modeling • Campaign analysis• Communication messaging & Creative design•Choosing store locations• Market analysis and mapping• Buying advertising media • New product development• Strategic planning

Zip Code Cluster Analysis• Mosaic Cluster Analysis: H1 - Aspiring Contemporaries-Young Cosmopolitans

– 345,004 households representing 4.98% of DFW households – Residents are young, single, college educated and earning upper-middle-class incomes as white-collar

professionals, managers and executives living in luxury apartments and condos in fast growing cities

• Demographics Young Cosmopolitans are highly educated Generation X and Y young adults in early career stages, late baby

boomers in their mid-career strides and early baby boomers who account for less than 20%. Just 10% of the crowd is over age 65. Predominantly white, the group’s ethnic mix includes a strong Asian presence, with a small representation of black and Hispanic minorities. The median household income is $50,000, though nearly 30% earn over $75,000. Only 40% of the group are married or own homes. The median home value is $190,000. Median rent is $700.

• Lifestyles Young Cosmopolitans households work hard and play hard. They have prosperous leisure lives, traveling

frequently for business and pleasure, and enjoying city-quality amenities such as restaurants, movies, theaters and the night life. They like to stay fit by jogging, lifting weights, doing yoga and working out on cardio machines at health clubs. As consumers, they patronize high-end stores like Bloomingdale’s, J. Crew and Victoria’s Secret. They’re also big purchasers of all kinds of tech gear, including iPods, Blackberry devices and Xbox consoles. Their desire to stay abreast of the latest styles extends to home design, and they fill their condos and apartments with furnishings from Crate & Barrel, Pottery Barn and Ikea. The members of Young Cosmopolitans like to look good and feel good, whether they’re on the town or at home.

• Media These residents are computer-savvy at home and at work, the group uses the Internet to track and trade their

investments, make travel plans, purchase books and music plus visit sports and news sites. They’re avid listeners to news/talk radio and sports shows. They watch cable programming, preferring golf and tennis shows, CNN, CNBC, Bravo and premium cable entertainment. They read epicurean, travel, outdoor and business or finance magazines. Frequent domestic and international vacation travelers, they also read airline magazines. Active in sports such as tennis, golfing, cross-country skiing and cycling, they frequently shop online or place catalog orders for their athletic apparel and equipment.

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Seat Location

Playoff Priority

Games are Entertaining

Discounts over Single Game Price

Direction of Team

What Matters Most to the Season Ticket Holder

GAME NIGHT VIDEOS

GROUPS / CAMPS

FAN ENGAGEMENT

EVENTS

COMMUNITY RELATIONS

PROMOTIONS / PREMIUMS

ENTERTAINMENT GROUPS

PLAYER RELATIONS

MUSIC

GAMES NEED TO BE ENTERTAINING: CREATE A GREAT FAN EXPERIENCE

Theatrical moment that begins after anthem and continues until tip off…We throw 45 of the Biggest & Best parties in the DFW Metroplex

throughout the Pre & Regular Season…Fun & Excitement!

Key Components:

• Timing: Seamless transition & flow of each element to create and sustain emotional momentum• Music/Audio

• Lighting: Appropriate lighting for each element• Video Open: Quality of production as well as effectiveness of the

video (i.e. is it impactful, dynamic, emotional)• PA Announcer & Emcees: In sync with the energy of other elements• Live Components & Entertainment groups: Choreography and staging• Video Direction: Clearly capturing the elements that make up the

event

GAME PRESENTATION

Don’t reinvent the NBA’s best dunker…just reinvent his presentation. Show more depth and style to his show.

MAVS MAN

Create a new character that dances, interacts and brings fans eyes to the floor.

A NEW COSTUME

Refresh our repertoire of props, signs and stunts to give a new look that fans can’t look away from.

PROPS & STUNTS

GAME PRESENTATION

ENTERTAINMENT

ENTERTAINMENT

Generate fan excitement pregameon plaza and concourse

PUMP UP THE FANS

More Dancer/ManiAAC comboroutines

DANCE MASHUP

GAME PRESENTATION

Eminence Front refreshed with the addition of orchestral elements ora live band, lighting – Chris Kuroda-Phish, sound, effects.

REVAMPING A CLASSIC

Brass section integrationMavs Entertainment CampBand In The Stands

DRUMLINE 2.0

ARENA LIGHTINGDramatic light show to enhance atmosphere during introductions and halftime

COMPLIMENTSOCIAL MEDIA

KIDS CLUBFOCUS

COMMUNITY PARTNERSHIPS

MAVS GEAR

POST-GAME EVENTS

IN-GAME PLAYERCOMMENTARY

IN-GAME HOST

ENGAGE FEMALE, LATINO, AFRICAN AMERICAN FAN BASES

CULTURAL OUTREACH

GAMES NEED TO BE ENTERTAINING: CREATE A GREAT FAN EXPERIENCE

FAN EVENTS

Increased fan interaction andnew sponsorship opportunities

FAN JAMS

Activities for families, adults, athletes, and fans

DEMOGRAPHIC APPEAL

Enhanced plaza party, concourse activation, fun-run, live music Festival de los Mavs – March ‘13

FESTIVAL ATMOSPHERE

EVENTS – FAN ENGAGEMENT

PLAYERSEach player must, upon request, participate in at least 4 fan connection activities each season and make a minimum of 12 appearances on behalf of the Team and/or NBA (a minimum of 7 individual and 5 group appearances), with a minimum of two of those appearances targeted to Season Ticket Holders.

Fan Interaction Definition: All elements designed to invite participation and/or

interaction with the fans.Key Components:

• On-Court Opportunities (i.e. contests, skits, high five lines)

• Video Board Opportunities (i.e. dance cam, fan cam)

• Upper Bowl Activation – Mavs Rowdy Crowd• In-Arena Giveaways

• Highlighting of all of the above (i.e. video board recognition, PA announcement, spot lighting)

• Fan ritual/tradition – RPL, MFFL, Eminence Front

FAN INTERACTION

CUSTOMER SATISFACTION:

Great Service leads to:

Increases in Customer Referrals

and Ticket Renewals

Throughout the regular season the NBA works with each team to conduct Flight Surveys to STH and Individual buyers. Last year the

League conducted 2 secret shops per team.

Some of the criteria that the secret shopper looked at:

• Price• Length of wait• Quality

• Warmth of interactions• Courtesy & knowledge

• Upselling

CUSTOMER SATISFACTION

AREA OF FOCUS:CREATE A GREAT 360 DEGREE GUEST EXPERIENCE

SECURITY

FOOD & BEVERAGE

CONCOURSE

PARKING

EXIT

ENTRY

RETAIL

USHERS

SMARTPHONE/WI-FI

Throughout the regular season the NBA works with each team to conduct Flight Surveys to STH and Individual buyers. Last year the League conducted 2 secret shops

per team.

• STH were most satisfied with the team’s ushers and least satisfied with F&B

• F&B – wait in line, Avg. price of a beer, bottle water, hot dog & pretzel, order was correct, hot food was served hot, variety of food items and of high quality, cleanliness, name tags visible, etc.

• Avg. length in line 3.25 minutes – high was over 8 minutes and low was less than 2 minutes…AAC was on the high end.

• Avg. cost of a beer, H2O, Hot Dog and Pretzel was $21. High - $26 and Low - $18…AAC and Levy Restaurants was on the high end.

CUSTOMER SATISFACTION

• New procedures in place for directing cash guests to available AAC facilities including electronic displays, street level signage, and parking concierge position.

• Large print name tags distributed to box office staff and required for all events.• AAC guest services ambassador program expanded to facilitate both entry and exit

process.• New standards for elevator attendants in elevators.• Entrance lobby supervisors are now clearly identifiable by new name tag design.• Additional signage in place for guest services locations.• Take a fresh look at menu• Ensure monitors are visible from afar• Create a speed line for pre-packaged items• Turn line sideways• ATT WIFI upgrade completed.• Pre-game briefing emphasizes specific guest interaction requirements. All games.• Meet with DPD Police Major to discuss police officer behavior and corrective action. • Provide Mavericks team members AAC Dispatch phone number and call in protocol. • Complete installation of new way finding signage on suite levels. • Hire third-party secret shopper service to test progress of corrective steps. • Mid-season training program and pep rally for all service related employees. Training

will emphasize common guest protocol and NBA standards.

CUSTOMER SATISFACTIONManagement’s Call To Action

• Started to including a game day F&B coupon in our nightly Tip-off magazine. Examples - $1.00 off a burger, $1.00 off chicken finger, Buy a burger and get $2.00 off a soft drink, so on and so forth. Will spur additional business and add value to the experience.

• Developed rewards incentive program for game day staff who go above and beyond to serve our guests.

• Development of new comprehensive, building wide training program addressing NBA experience standards across all event operating departments.

• Levy Restaurants – Adding in “A la minute” Fresh Food Stations, new menu items i.e. BIG BBQ Sandwich

CUSTOMER SATISFACTIONManagement’s Call To Action

CUSTOMER SATISFACTIONMobile Compatible, a Must!!

THANK YOU!pmonroe@thebcpgroup.com

@paulmonroe1