Sports Marketing 2.0 Nov 2009
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Sports Marketing 2.0 ‘The times they are a changing’ Dr. Jim Hamill Department of Marketing University of Strathclyde [email protected] Treviso – November, 2009
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Sports Marketing 2.0 Presentation to students on the Masters in Sports Business Strategy, Treviso, Italy Nov 2009
Transcript of Sports Marketing 2.0 Nov 2009
Sports Marketing 2.0
‘The times they are a changing’
Dr. Jim Hamill
Department of MarketingUniversity of Strathclyde
Treviso – November, 2009
Sports Marketing 2.0
Opportunities and threats for sports marketing organisations from the rapid growth of Web 2.0/social media
– Web 2.0/social media – what is it? how big is it?– Business benefits– Web 2.0 in action – examples (non sports and sports)– What progress is being made?– What do the fans think?– Sports Marketing 2.0 strategy development and implementation– Performance measurement/ social media monitoring tools
Agenda
Morning– Presentations and class discussion
Afternoon– Group work and presentations
Group Work
Groups of 4 or 5 students
Taking a sports marketing organisation of your ownchoice, evaluate the progress made in adopting Web
2.0/social media and make strategic recommendationsfor improvement. Your evaluation should cover use of
Web 2.0/social media on their own web site and theextent of their involvement in external Web 2.0/social
media sites
Continue the conversation on
www.web2-0cpd.com
www.tourism2-0.co.uk
Web 2.0/Social Media Overview
An Overview
What Is It?
An over hyped ‘buzz’ word or a
Fundamental, revolutionary change……
Major impact on consumer/B2B decision-making and behaviour across a broad spectrum of industries
Major opportunities, but also threats, for your organisation
Three Simple Questions
Who are our customers?
Where do they hang out in social media?
How can we best engage with and energise them?
Recent workshop attended by a very diverse group of companies
Where do the following hang out ?
construction buyers, retailers, corporate event organisers, hotels, bars, churches, Christians, creative industry, print
industry, spacecraft/micro satellite industry, spicy food buyers, football fans, young people, coach hire, architects,
musicians etc
Web 2.0
Applications
Social Network Sites
Social Content
Social Bookmarks
Blogs
Wikis
Virtual Realities
RSS Feeds
Podcasts
Social Applications
Mash Ups
Mobile Web; Internet Telephony
Internal and External Use
These applications can be used on the sports marketing organisation’s own web site
and/or by participating in‘external 2.0’ sites
2.0 redefines the concept of a web site (see www.skittles.com)
Characteristics
Communities and Networks
Interactivity
Social Element
Openness
Peering
Hosted Services
Global
Sharing
Empowerment
Mass Collaboration
The Internet as the platform
Impact
Business Intelligence
Customer Interaction
Sales & Marketing
Customer Experience
Customer Insight
Processes and HRM
Mindset
Product Development
Reputation Management
Rich Internet Applications
IT Infrastructure
Business/Marketing 2.0
Web 2.0 Applications
Open sourceOnline Applications/ Web ServicesSocial Network SitesSocial Content – Social BookmarkingBlogs or WeblogsWikisPodcasts/ VodcastsVirtual RealitiesMash UpsRSS FeedsMobile Web; Internet TelephonyTwitter
Characteristics
Communities and NetworksOpennessSharingPeeringHosted Services – online applications; the Internet as the platformInteractivitySocial ElementMass CollaborationEmpowermentGlobal
Impact – Wikibusiness
MindsetBusiness IntelligenceCustomer Insight and UnderstandingCustomer InteractionEnhanced Customer Experience –
Rich Internet ApplicationsReputation ManagementSales and Marketing Product Development and R&D e.g.
engage and co-createIT/Software/ApplicationsOperations, Internal Processes and
HRM
Business Implications
Major impact on consumer behaviour, especially in information intense industries – ‘customer to customer’ reviews and recommendations
Declining effectiveness of traditional approaches to sales, marketing, brand promotion etc
New mindsets and new approaches required - Marketing as a ‘conversation with your customers, a conversation with your network’
New performance measures required
‘Power shift’ – Web 2.0 empowers customers, empowers the network
Business Implications
All revolutions have ‘winners’ and ‘losers’
‘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
Requires a new ‘mindset’ and new approaches to marketing communications strategy and implementation
Requires new performance measures – Quality of your network
– Relationship strength
– Ability to leverage
Performance Measures - The ‘4Is’
Involvement – network/community numbers/quality, youtube and flickr views, 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
Social Media Monitoring Tools –Audit, Assess, Impact
Business Impact
The need for new business/marketing models
– Traditional approach:
• Product development – Differentiate – Market and Promote – Sell – no one is listening anymore
– New model based on:
• Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally
• Engage and energise• ‘Create the Buzz’
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare (www.slideshare.com)
In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand
A quick ‘personal experience’
Dubai Hotel
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…
The Customer Experience of the Brand
Tripadvisor
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.
A few references.........
Wikinomics
Tapscott and Williams (2006)
Web 2.0 represents a major paradigm shift and requires new corporate mindsets and new approaches to business strategy development, implementation and online branding.
O’Reilly (2006)........Web 2.0 as ‘a set of economic, social, and technology trends that collectively form the basis for the next generation of the Internet—a more mature, distinctive medium characterised by user participation, openness, and network effect.’
The Groundswell
Li and Bernoff (2008)
A spontaneous movement of people using online tools to connect, take charge of their own experiences and get what they need from each other (information, support, ideas, products, bargaining power etc)
The ‘groundswell’ is unstoppable – it’s a social revolution
It’s a permanent, revolutionary shift in the way the world works
You can try to fight it or join it – energise the groundswell
Marketing to the Social WebLarry Weber (2009)
Marketers must look for new ways to communicate with customers. New mindsets and a radical rethinking of past practice is required
Rather than broadcasting sales messages to an audience who no longer listen, innovative marketers should become ‘aggregators of customer communities’. They should participate in, organise and encourage social networks that people what to belong to
Rather than talking at customers they should talk with them
Grown Digital – Don Tapscott (2009)
$4m research project covering 10,000 people in the age
group 11 to 30
The Net Generation – the first generation to have grown digital
Revolutionary impact on all aspects of life including the world of work, education, family relationships, political engagement and the global environment
YouTube Videos
Bob Dylan
Come gather 'round peopleWherever you roamAnd don’t criticise
What you can't understandYour sons and your daughters
Are beyond your commandYour old road is
Rapidly agin‘Then you better start swimmin’
Or you'll sink like a stoneFor the times they are a-changin’
How Big Is It?
How Big Is It?
Time spent on social network sites is growing 3 times faster than the Net itself
Social media messages have replaced e-mail as the dominant form of e-communications
If facebook was a country – it would be the 4th most populated in the world
93% of social media users think that companies should be actively engaged
How Big Is It?
13 hours
– Amount of video uploaded on youtube every minute
412.3 years
– Time to view all youtube videos
100,000,000
– Number of youtube videos viewed every day
13,000,000
– Number of articles on wikipedia
3,600.000,000
– Number of images on flickr
How Big Is It? 1382%
– Monthly growth of twitter
3,000,000– Average number of tweets per day
1,000,000,000– Amount of content shared on F/book every week
5,000,000– Number of active Barrack Obama supporters across 15 social
networks
14,200,000– Views of the ‘Yes We Can’ video on youtube
How Big Is It?
Business Benefits
Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction
Enhanced Customer Experience
Business Intelligence
Reputation Management
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
Benefit Why not try…Knowledge and Insight
RSS Feeds; Google Alerts; Social Media Monitoring Tools; Customer Feedback; Review and Recommendation sites; Digg etc
Enhanced Interaction and Experience
OpenSource CMS; Rich Interent Applications; Mashups; Wordpress; Google Maps; Youtube; flickr etc
High Value Networking
Social and Professional Networks; Linkedin, Ning , FacebookMicroblogs – Twitter; Blogs - Wordpress, Blogger; Discussion Forums
Internal Process Efficiencies
Collaboration - Wikispaces, Wikimedia, Google DocsProductivity - Doodle, Skype, GoogleVoice, GIMPBusiness Process - ZohoCRM, Magento, OpenOfficeCommunications - Gmail, Eventbrite
Does It Work?
Aberdeen Research Group – study of the social media practices of 250 organisations– ‘Best in class’ (50)– ‘Industry average (125)– ‘Laggards’ (75)
‘Best in class’ outperformed others in many key areas– Customer satisfaction– Actionable insights delivered– Reduced time to market– Customer insight
Source: Weber, 2009
Worlds Top 100 brands
Does it work?
Financial performance correlates with engagement
Companies that are both deeply and widely engaged in social media surpass their peers in terms of both revenue and profit performance by a significant difference
The Top =10 Brands Using Web 2.0 / Social Media
Web 2.0 In Action
Examples
The ‘Mindset’ of Web 2.0
Could a community takeover happen at a bigger club?
Review and Recommendation Sites
Review and Recommendation Sites
Travel and tourism – www.tripadvisor.com and many others
Consumer electronics - www.kelkoo.co.uk
Money – www.moneysupermarket.com
Universities - www.studentsreview.com
General – www.reviewcentre.com
etc
Responding to Tripadvisor
How not to respond
Others
Lonely Planet Thorn Tree Travel Forum Igougo Holidaywatchdog Review Centre Holiday Check Mytripbook Gusto Travelpost Realtravel Traveltogether Yahoo trip planner
Some with interactive planning tools
O wad some Power the giftie gie us To see oursels as ithers see us!
It wad frae mony a blunder free us,
(Rabbie Burns)
Web 2.0 redefines what a web site is......
YouTube
Don’t mess with the buffalos…..
45 million views
ROI to Kruger National Park
Production/ marketing costs = 0
Views = 45 million
Fashion brands v the new ‘kid on the block’
Tourism/ Hospitality Examples
Impact
2008, redevelopment of the main www.enjoyengland.com web site to encourage online community and user generated content
Major positive impact on site performance…….
Impact
Significant increase in online retention rates
Community of people who love to share about places they visit using the web site as a platform
The user generated forum and photos section of the site is the most sticky part. Users spend three times as long on these sections as they do across the site generally
The online TV series, which is based on user-generated content, attracts up to 100k visits a month. This is usually our most requested content item
30% increase in unique site visits and an increase in ‘conversion’
Social/ Professional Networking Sites
Building contacts, finding customers and partners
Sports Marketing 2.0
Progress Being Made
Sports Marketing 2.0
Business benefits for Sports Marketing Organisations (SMO)
What’s happening out there? What has the response been?
How well are sports marketing organisations utilising the power of Web 2.0 for building community and network relationships with their tribe?
Research covering the top 20 European football clubs
Emerging ‘best practice’ examples
‘Football is nothing without the fans’
Jock Stein
A Marriage Made in Heaven
Web 2.0 Sports Fans
Information ‘pull’ rather than ‘push’
User generated content Openness Sharing Collaboration Interaction Communities Networking
The ‘Tribe’ Passion Loyalty Commitment Desire Involvement Community Belonging Family
Business Benefits
Enhanced marketing effectiveness
Marketing efficiency
Improved ROI
Relationships and networking effects – engage and energise – increased fan loyalty and commitment
Internal Web 2.0 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
External Web 2.0 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
Progress Made
Evaluation of the Web 2.0 progress made by the top 20 football teams in Europe (2008)
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
External 2.0
Social Network Sites– facebook, myspace, bebo
Multimedia Sharing Sites– Youtube, flickr
Podcast Sites– itunes
Emerging ‘Best Practice’ Examples in
Sports Marketing
Examples
– Chelsea – www.chelseafc.com
– ESPN – www.espn.com
– Nike Bootcamp - http://inside.nike.com/blogs/nikefootball-en__EMEA/tags/bootcamp
– Euroleague - www.euroleague.net
What do the fans think?
Online survey of Celtic fans (2008)
Celtic Survey
There are over 50 ‘Celtic Minded’ fanzine sites. These provide alternative information channels for the fans, competing with the official Celtic web site
The top 5 fanzine sites have more than 51,000 registered
users. Over 13 million messages have been posted highlighting the vibrancy of the groups
Content analysis reveals that fans are discussing a wide
range of issues, many of which are relevant to the business/marketing aspect of the Club
Celtic Survey
The online survey, completed by 356 respondents within the first 48 hours of going live, showed that 50 per cent of fanzine members were ‘professional’ people, students (11%), skilled manual (21%), self employed (6%), unemployed (4%) or others (7%). This is substantially different from the demographic profile of fanzine members normally reported in the mass media (‘the great unwashed’)
The survey revealed a high level of demand among fans for greater Web 2.0 functionality on the official Celtic club site – RSS feeds (58%), discussion forums (66%), blogs (70%), Club podcasts (71%) and User Generated Content (41%)
Celtic Survey
Major changes taking place in the way in which fans accessed information about the Club
– 85 per cent stated that fanzine sites were an ‘Important’ or ‘Very Important’ source of information, TV (57%), the official Club web site (50%), general sports web sites e.g. Sky (42%), printed newspapers (29%), newspaper web sites (23%)
84 per cent stated that they were reading fewer newspapers and using more online information sources; 77 per cent stated that they were accessing the official Club web site less and the fanzine sites more often
Name of Website
Number of Registered
Users Total Posts
Number of Threads
www.celticminded.com 16,954 8,344,813 650,660 www.kerrydalestreet.co.uk 6,998 2,413,850 65792
www.talkceltic.net 23,533 1,523,512 86,316 www.celticoverall.com 3,124 474,253 52,899 http://www.cybertimscsc.com 839 131,407 9,714 www.monthehoops.co.uk 10,610 123,863 16,542 www.celticforum.net 2,995 56,799 4,866 www.talfanzine.com n/a 49096 7390 www.keep-the-faith.net 753 37,480 1,020 www.celtic.vitalfootball.co.uk 52,778 25,221 2,581 http://www.planet-celtic.co.uk/ 6795 430 88
http://www.celticsupporterassoc.co.uk 406 83 27
http://wigandpen.proboards18.com/index.cgi#general 287 8 23 www.thejunglebhoys.net n/a n/a n/a www.etims.net 1335 24,429 2968 www.thehuddleboard.com n/a n/a n/a
Survey covered fanzine site users – might not be representative of all Celtic fans
Web 2.0 Strategy Development
Balanced Scorecard
• Recommend the use of a simplified Balanced Scorecard approach to Web 2.0 strategy development and implementation
• Will ensure that future 2.0 actions and initiatives are fully aligned with and supportive of agreed organisational goals and objectives
• Business/customer/network led rather than technology driven
The Balanced Scorecard - Benefits
A robust Web 2.0 planning tool
A Performance Measurement System
Internal/External Communications
A Translator of Strategy Into Action
Alignment
A ‘Balancer’
A ‘Supporter’
A ‘Journey’
The Balanced Scorecard - Benefits Will help to answer the following questions:
• Should we invest (time and effort) in Web 2.0? Why should we invest? How much time and effort should we invest?
• What will be the business benefits and ROI?
• Which projects/initiatives should we invest in?
• How should we allocate our time and resources between different 2.0 initiatives?
• How will 2.0 help us to achieve our core business goals and objectives? What is the strategic fit? How ‘mission critical’ is it?
How It Works
1. Agree Overall Vision, Mission, Strategy
2. Decompose into Linked Perspectives (Financial, Customer, Internal Management, Organisational)
3. Establish Clear Performance Measures and Targets for each Perspective
4. Key Initiatives and Actions
5. Performance Evaluation and Feedback
A Simplified Balanced Scorecard
Vision, Mission and Strategy
Decompose Into Perspectives
Performance Measures / Targets
Key Initiatives
Balanced Scorecard 2.0
The five key questions:
• What is our overall vision/mission for Web 2.0?
• What are the key financial/strategic objectives we wish to achieve?
• Who are we targeting, with what value proposition?
• What are the key Web 2.0 initiatives and actions we need to introduce to achieve our objectives?
• People, organisation and IT aspects
Balanced Scorecard 2.0 Strategy Map
www.tourism2-0.co.uk
Strategic Theme/ Mission:Brief Statement of Overall 2.0 Mission/Vision
Financial Perspective
Customer Perspective: Customer Segments
Internal Management
Perspective:
Organisation
Perspective:
Financial Goals and Objectives
Marketing Effectiveness Marketing Efficiency
Customer Group 1 Customer Group 2 Customer Group 3 etc
Customer Value Proposition
Initiative 2
ObjectivesKPI
TargetsActions
People IS and ITManagementOrganisation
Culture
Initiative 3
ObjectivesKPI
TargetsActions
Initiative etc
ObjectivesKPI
TargetsActions
2.0 Initiative 1
ObjectivesKPI
TargetsActions
Two live projects
The Cairngorms Mountain Biking 2.0 Programme
Vision/Mission To develop and implement a successful Web 2.0 strategy, ensuring that
the CNP MTB sector leverages the full potential of the Internet for building and supporting a quality customer base i.e. a strong base of loyal, high value, high growth potential customers providing the MTB sector with a strong foundation for achieving sustained growth and competitiveness
The Programme will deliver real business benefits to the group, to individual participants and to the wider CNP tourism industry
The overall aim is to maximise the full potential of Web 2.0 for Identifying, Acquiring, Retaining and Growing Quality Customers; for building a vibrant and sustainable MTB tourism sector
Strategic Objectives Provide coordinated, accurate and up-to-date information about MTB in
the Cairngorms National Park, making it easy for potential MTB visitors to find what they are looking for - information that is customised to the specific needs of different types of customer
Raise awareness and recognition of the MTB offering within the Park
Promote the strengths and ‘special qualities’ of MTB in the area; to inspire and motivate potential visitors to engage with CNP MTB, to encourage a ‘call to action’ by potential visitors
Market the Park as a ‘must visit’ destination for mountain bikers and a ‘must visit again’ destination for existing customers
Deliver a quality online customer experience, making it easy for potential MTB visitors to find what they are looking for, to plan and book their visits
Strategic Objectives Add value and encourage a ‘call to action’ at each stage of the ‘Customer
Journey’ with CNP MTB i.e. raise awareness, convert awareness into action, visit planning, booking, pre-visit, visit and post visit stages
Increase the number of MTB visitors to the Park, the number of repeat visits and average spend per visit (exploit ‘up’ and ‘cross’ selling opportunities)
Use of Web 2.0 for building insight, knowledge and understanding about our customers (actual and potential)
Use of Web 2.0 for building customer dialogue and interaction (‘marketing as a conversation’); for encouraging customer feedback and comment
Exploit CRM opportunities and online word of mouth effects; energise the ‘groundswell’ (i.e. the global MTB community)
Strategic Objectives Achieve improvements in ‘Marketing Effectiveness’ and ‘Marketing
Efficiency’ i.e. ROI
Build and support a quality customer base; Identify, Acquire, Retain and Grow Quality Customers
Foster and provide a platform for MTB Group collaboration covering Programme and non-Programme activities e.g. product development, signage, pressure group activities, engagement with other stakeholders (landowners, public sector, other tourism businesses (e.g. accommodation providers) and sectors (e.g. adventure tourism etc)
Support other marketing initiatives
Learn from ‘best practice’; to educate and mentor the MTB community in ‘best practice’ use of Web 2.0
Financial Objectives Maximise both the ‘Effectiveness’ and ‘Efficiency’ of our sales and
marketing efforts
‘Marketing Effectiveness’ - Key Performance Indicators (KPIs) covering the following:– Increase in visitor numbers– Increase repeat visits– Increase in visitor spend– Quality of our customer base– Strength of the relationship we have with ‘quality customers’
Under ‘Marketing Efficiency’, KPIs will be agreed covering marketing/sales cost savings from the better utilisation of Web 2.0.
MTB 2.0
The programme uses a simplified Balanced Scorecard approach to ensure that Web 2.0 actions and initiatives are fully aligned behind and supportive of agreed strategic/financial goals and objectives
Eight key priorities……..
Programme progress will be reported on a regular basis on www.tourism2-0.co.uk
Eight Priorities Wiki presence
Image library/ flickr community
Develop a YouTube channel
Cairngorms MTB web site
Leverage other web sites/ communities
Customer information system
Organisational issues
Merchant City
“Creating the Buzz”
‘Creating the Buzz’
To build greater brand awareness, loyalty and advocacy of the MC as a ‘must visit’ destination; Glasgow’s ‘hidden gem’.
Through the development, implementation and on-going management of a proactive social media communications strategy – engage with and energise the MC network of ‘advocates’
Advanced social media monitoring tools will be used to monitor project success
Strategic Objectives
Build brand awareness, loyalty and advocacy of the MC as a ‘must visit’ destination; the ‘hidden gem’ of Glasgow
Achieve sustained increase in visitor numbers and spend
Build a ‘quality customer base’/ strong network of MC ‘advocates’
Ensure that the project makes a significant contribution to
the medium-term strategic goals and objectives of the MCMTC, VS Growth Fund, Glasgow City Tourism and the Scottish Executive’s Tourism Framework
Strategic Objectives
Maximise the net economic impact of Merchant City tourism on Glasgow and Scotland generally
Achieve high ROI from project spend. Maximise MCMTC marketing effectiveness and marketing
efficiency Build a strong network of local businesses, tourism
partners and MC residents, working in collaboration to position MC as a ‘must visit’ destination and to achieve sustained growth in visitor numbers and spend
KPIs
Increase the % of visitors to Glasgow with awareness of the Merchant City from 26% (2007) to 50% (2011)
Increase visitor numbers to the MC from 1.1m (2007) to
1.19m (2011) (project to make a 25% contribution to this) Increase visitor spend in the MC from £15m ( 2007) to £18m
(2011) (project to make a 25% contribution to this) Targets will be agreed for the ‘4Is’ i.e. online community
Involvement, Interaction, Intimacy and Influence. These will be the main ‘lead drivers’ contributing to a sustained increase in visitor numbers and spend
KPIs
To make a significant contribution to achieving the challenging growth targets of the ‘Glasgow Tourism Strategy’ – a minimum 60% increase in Glasgow tourism revenues by 2016 and to the Scottish Executive’s goal of a 50% increase in tourism value.
To achieve a marketing ROI from the project in excess of £8 per pound of Growth Fund spend
150 local businesses and partners to be actively involved in
the MCMTC Online Business Network by year end 2010 150 local residents to be actively involved in the MCMTC
Online Residents Community by year end 2010
Key Actions and Initiatives
1. ‘Rich Internet Applications’ on the MC web site
2. Set up Web 2.0 channels
3. Web Site Marketing Strategy (1.0)
4. ‘Creating the Buzz’/ Social Media Engagement Strategy
5. Building Customer Insight, Knowledge and Understanding - develop actionable customer insights
Key Actions and Initiatives
6. Offline Media Advertising
7. Partnership Working and Collaboration
8. Residents
9. Project Monitoring and Evaluation
10. Project Management and Consultancy
Performance Measurement
New performance measures are required in a Web 2.0
environment
Web 1.0 KPIs Site visits Unique visits Geographical spread of visits Length of time spent on the site Navigation through the site Most/least popular pages Number and quality of site enquiries e-mail registrations e-commerce sales User feedback on the site Links
Measurement Tools
Web Analytics
E-mail campaign monitoring
Link popularity and PageRank
etc
Web 2.0 KPIs
Network quality, relationship strength, ability to leverage
Web 2.0 ‘winners’ will be those companies who fully utilise the interactive power of 2.0 technology for building strong ‘1-to-1’ customer and network relationships - especially with their ‘Most Valuable’ and ‘Most Growable’ customers
Those who fully leverage Web 2.0 for ‘Identifying, Acquiring, Retaining and Growing ‘Quality’ Customers
Requires a new ‘mindset’ and new approaches to business strategy and online marketing
Web 2.0 KPIs
Involvement – network/community numbers/quality, youtube and flickr views, 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
Social Media Monitoring Tools –Audit, Assess, Impact
Social Media Monitoring
Social Media Monitoring Tools
Monitor and evaluate what is being said, by who, where and what impact – delivers actionable insights
Three stage process– Aggregate what is being said
– Natural language analysis – understand the data
– Deliver actionable insights
We have identified more than 100 Companies in this space
United Breaks Guitars
Dave Carroll posted his video on July 6th
Web Chatter on United Airlines after the launch of the video United Breaks Guitars
Conclusions
Conclusions
The majority of sports marketing organisations have made little progress in adopting Web 2.0
Not utilising the power of 2.0 for interacting with or building strong relationships with their customers
Much progress still needs to be made and major barriers will need to be overcome
So what are the barriers?........
Obstacles and Barriers
Resources
Organisational culture/ ‘mindset’
Lack of strategic direction
Scepticism about Web 2.0/social media potential
Political issues with stakeholders
Concerns about User Generated Content
Technology issues
Legal issues
Real obstacles or excuses?
Chelsea shows it can be done
Group Work
What progress has been made by your Sports Marketing Organisation?
Recommendations for improvement?
What other ‘best practice’ examples exist?
