Managing relationships – protecting your brand

SportAccord Keynote AddressPatrick BaumannSecretary GeneralLausanne, 19 May 2004

Managing relationships - protecting your brand

• Successful relationships are all about give and take, but ultimately sports bodies are the owners of their brands and need to protect them. This is a continous process in the marketplace where broadcasters and sponsors are paying large fees for rights and it is understandable for them to want to „own“ a share of the brand. Managing the subtle relationship between partners during an event is of special relevance to everyone involved in the international sports scene.

Managing relationships - protecting your brand

• The changing world of sport associations

• Managing diversity (institutional view)

• Choosing profitable exchanges (commercial view)

• Creating value and protecting it (a branding exercice)

Managing relationships - protecting your brand

The changing world of sport associations

FIBA

FIBA ZONE

NATIONAL FEDERATIONS

CLUBS

ATHLETES

Managing relationships - protecting your brand

Managing diversity

FIBA

FIBA ZONE

NATIONAL FEDERATIONS

CLUBS

ATHLETES

Revenue generation is mean to achieve objectives

Revenue generation(profitability) is the objectiveClubs and Leagues

Managing relationships - protecting your brand

Managing diversity

INTERNATIONAL FEDERATIONS

NATIONAL FEDERATIONS

LEAGUES

CLUBS

External factors Internal factors

Market economy

Other industries

Television

Sponsors

Customers

Governments

Own structure and

Managementprocesses

Managing relationships - protecting your brand

Choosing profitable exchanges

• Relationships with Sponsors and Television: they.....

• .....want to „own“ a share of the brand....

Managing relationships - protecting your brand

A branding exercice

• Creating a brand.......– The process

• .......and protecting it.

– Communicate (www.fibaidentity.net)– Improve

We understand that Basketball is an universal game.

A truly global movement …

Fascination for over half a billion players …

… in all places.

They all speak the same language …

and carry the spirit …

in their heart.

It’s the ups…

… and the downs.

it’s the struggle…

… and the ease.

It’s the strength…

and the smarts.

It’s the pleasure …

and the pain.

and above all, doing it with style.

It’s the eternal, classic theme: “one-on-one” …

it’s the sense of belonging …

on both sides!

Men become heroes.

Heroes become …

… superheroes.

Legends become …

… a part of urban culture.

•The vision.

The vision.

• FIBA believes that sports provide people with values through which they define themselves. Basketball is unique: Fast and precise, mind and body, a sport in which the individual is as powerful as the team.

•The mission.

• FIBA governs basketball worldwide, making the rules and keeping the sport in line. We make sure basketball is challenging, exciting and fascinating for everyone – everywhere.

• FIBA is basketball.

The mission.

Managing relationships - protecting your brand

A branding exercice

Sport Communic.Activities

Commercial Activities

•Admin. & Accounting

•Marketing & Sales

•Certification

•Event Management

•Study Centre and Reserach

Zones

Asia OceaniaAmericas

Africa Europe

CompetitionsGlobal Zones

Federations (sample)

Asia OceaniaAmericas

Africa Europe

Member Associations (sample)

Americas

Various

NationalTeams

Clubs

•Antidoping

•Young coaches program

•Refereeing program

•Developmentprogram

•Ferrandiz Foundation

•Television Programming

•Website

•Print Material

•Player Data Base

MensWomens

Youth etc.

Where we came from:

Managing relationships - protecting your brand

A branding exercice

Managing relationships - protecting your brand

A branding exerciceNew Brand Architecture:

Managing relationships - protecting your brand

A branding exercice

Managing relationships - protecting your brand

A branding exercice

Managing relationships – protecting your brand

THANK YOU !

Managing relationships....

• National Federations• Responsible for National Teams • Responsible to organize competitions for all clubs• Responsible to foster youth activities, long-term• Dependant on income from national teams• Dependant on clubs• Limited in resources• Limited by calendar

• Clubs/Leagues:• Responsible for elite teams • Promote the sport 9 months out of 12• 20% of clubs generate 90% of national revenues• Increasing Shareholder pressure, short-term• Little sense for solidarity• Top clubs strive for int. markets and closed

competition• Strong dependance on market economy• Wrong economics • Professionally organized