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If you build it, will they come?: A case study of digital spaces and brand inthe
National
Basketball
Association
Michael E. Pfahl a,*,
Andrew Kreutzer a, Mike Maleski b, Jeff Lillibridge b, Jeff Ryznarb
aDepartment of Sports Administration, College of Business, Ohio University, Athens, OH 45701, USAbPhizzle, 2206 Superior Viaduct, Ste. 501, Cleveland, OH 44113, USA
Teaching
note
This case examines the marketing strategy for the social media community developed by the Cleveland Cavaliers
(Cavaliers) at www.cavafantic.com (CavFanatic). Students are able to explore the strategic marketing process for the new
community
and
analyze
the
case
materials
through
course
discussions
and
assignments
in
order
to
develop
future
strategies
and engagement opportunities for fans at CavFanatic. Over the course of the case, the students are introduced to ideas
regarding strategic marketing and brand development via examination of a fan site (e.g., brand, brand awareness, and brand
extension). The case narrative is based upon interview information from three members of the Cavaliers who helped create
the original CavFanatic: the former web designer, the former corporate sales representative, and the former marketing
manager all of whom were with the team until October 2011.
The
case
allows
students
to:
Develop a better understanding of how digital spaces can be utilized by sport marketers to promote their brand, to engage
their fans, and to develop marketing and monetization opportunities.
Identify, to explore, and to enhance strategic marketing processes used to develop a brand.
Compare and to contrast the merits of traditional and emerging conceptualizations of brand strategy.
The
case
is
useful
in
either
undergraduate
or
graduate
courses
(online
and
offline)
with
an
emphasis
on
strategic
marketing, brand, and customer engagement. This section includes an introduction to the case, background information on
Sport Management Review 15 (2012) 518537
A
R
T
I
C
L
E
I
N
F
O
Article history:
Received 28 March 2011
Received in revised form 14 February 2012
Accepted 15 March 2012
Keywords:
Brand
Digital space
Internet
Virtual community
Brand extension
A
B
S
T
R
A
C
T
This case addresses the relationship between sport and digital spaces by introducing
students to strategic marketing processes related to developing a team-managed fan
website. Thecasewas created in conjunctionwith three formermembers of theCleveland
Cavaliers who helped create www.cavfanatic.com, the official fan site of the team. Key
areas addressedwithin thecase study arebranddevelopment, brand communication, and
brand extension. The case follows a new hire, Natalie, as she joins the new media teamof
www.cavfanatic.com. The sport marketers she works with review the development of the
websiteandprovide information on thestrategicdevelopmentprocess theywentthrough.
In the end, Natalie is charged with looking forward and developing further strategies to
continue to engage the Cavaliers fans and to develop the CavFanatic brand.
2012 Sport Management Association of Australia and New Zealand. Published by
Elsevier Ltd. All rights reserved.
* Corresponding author. Tel.: +1 740 597 3108; fax: +1 740 593 9342.
E-mail addresses: [email protected] (M.E. Pfahl), [email protected] (A. Kreutzer).
Contents lists available at SciVerse ScienceDirect
Sport Management Review
journa l homepa ge : www.e lsev ier .com/locate /smr
1441-3523/$ see front matter 2012 Sport Management Association of Australia and New Zealand. Published by Elsevier Ltd. All rights reserved.doi:10.1016/j.smr.2012.03.004
http://www.cavafantic.com/http://www.cavafantic.com/http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://www.cavfanatic.com/http://www.cavfanatic.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]://www.sciencedirect.com/science/journal/14413523http://www.sciencedirect.com/science/journal/14413523http://www.sciencedirect.com/science/journal/14413523http://dx.doi.org/10.1016/j.smr.2012.03.004http://dx.doi.org/10.1016/j.smr.2012.03.004http://www.sciencedirect.com/science/journal/14413523mailto:[email protected]:[email protected]://www.cavfanatic.com/http://www.cavfanatic.com/http://dx.doi.org/10.1016/j.smr.2012.03.004http://www.cavafantic.com/ -
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the Cavaliers and CavFanatic, a contextual review of related literature, and assorted teaching aids to assist in administering
the case and coursework related to it.
1. CavFanatic case study introduction
While many cases have been created to explore various issues related to sport management, few cases speak to the
strategicuse ofdigital spacesby sport organizationpersonnel (Dittmore, Stoldt,&Greenwell,2008; Foster,Greyser,&Walsh,
2006;
Friedman
&
Mason,
2007;
Todd,
Andrew,
&
Sowieta,
2009).
The
digital
world
is
an
important
strategic
element
forsport marketers because it is an ever-changing platform for developing and executing offline and online efforts to achieve a
number of organizational goals (Dixon, 2008).
The increased use of digital platforms across many aspects of life, the sport industry included, attest to its significance to
sport marketers. Online advertising spending stood somewhere in the region of US$68.4 billion in 2010, was projected to
reach US$80.2 billion in 2011, and more than US$100 billion around 2012 (Marshall, 2011; Oser, 2011). The offlineonline
linkages afforded by the digital world are increasingly important to marketing and sales strategies due to the trend towards
experiential
and
inclusive
opportunities
intended
to
foster
community
and
to
monetize
digital
spaces
(Grant,
2006;
Nufer
&
Buhler, 2010; Santomeir, 2008). While integrated marketing efforts might not completely disappear, they are being
augmented with a more flexible strategic framework that encompasses engagement and relational strategies and
opportunities as opposed to transactional ones (Grant, 2006; Nufer & Buhler, 2010).
In class, this case can be used as part of an overall offline/online strategy discussion. It can be used as the basis for a class
discussion or an analytical assignment related to the impact of the digital world on sport marketing (Bostrom, Olfman, &
Sein,
1990;
Caskey
&
Delpy,
1999;
Davis
&
Bostrom,
1993;
Zhang
&
von
Dran,
2000).
Given
the
malleable
nature
of
digitalspaces, the case study information can be examined against future iterations of CavFanatic.
The keydriver of this case is how the digital space can be utilized by sport marketers to promote their brand and to engage
with their fans. Brand is a foundational element of competitive advantage via the establishment of a relationship with
customers across a range of cognitive and emotional levels (Aaker, 1991; Hankinson, 2007; Lee, Miloch, Kraft, & Tatum, 2008;
Shank, 2005).However, traditional elements of brand are being reviewed in light of the opportunities presented by the digital
world (Grant,2006).Thenext section provides abriefhistory of theCavaliers andCavFanatic tocontextualize thecasematerials.
2. Cleveland Cavaliers and CavFanatic
This section provides information on the Cleveland Cavaliers and CavFanatic. The Cleveland Cavaliers are a professional
basketball franchise in the National Basketball Association (NBA). Their proactive decision to build and to manage their own
fan
site
is
part
of
a
growing
trend
within
the
NBA
(e.g.,
Phoenix
Suns,
Portland
Trailblazers,
New
Orleans
Hornets).
Information
from
former
team
personnel
provides
insight
into
planning
processes
and
choices
made
given
the
secrecyprofessional franchises have regarding their operations.
CavFanatic is a website managed by the Cavaliers for the fans of the Cavaliers. The website is the primary platform for
relationship development, blending news, information, and content from the team with user generated content, community
engagement opportunities, and social media platforms. The site is also an opportunity for the team personnel to diversify
sponsorship
opportunities
and
to
engage
directly
with
their
fans.
CavFanatic
was
launched
in
2008
and
has
been
popular
with fans since then. The CavFanatic platform offers exclusive photograph and video content from the Cavaliers and spaces
for fans to upload their own photographs and videos, to create blogs, and to engage in dialogue with each other via forum
areas. In order to better understand the nature of CavFanatic, is important to review key contextual elements of the digital
world: virtual communities and social media.
3. Contextual literature review
While
students
are
immersed
in
the
digital
world
each
day,
they
need
to
be
able
to
analyze
the
implications
of
this
worldin relation to sportmarketing. Studies of digitalmedia that do not question important social and cultural elements related to
it are not complete (Flew, 2002). The convergence of social, economic, political, cultural, and technological changes ripple
back into individual lives and communities (Flew, 2002). Thus, as technologies emerge and fade and enable and constrain
strategic choices, current and future sport marketers must work to establish a strategic view of technology. In doing so, they
will avoid the trap of trying to chase each new technologywithout an understanding ofwhat use and value it can be to them.
This
section
explores
issues
related
to
the
digital
world
including
virtual
communities,
social
media
opportunities,
and
how
these technologies can be leveraged to help to achieve organizational goals.
3.1. Virtual communities
This case involves a virtual community, which is described as an information source and place of social interaction
(Mason,
1999;
Rheingold,
1991,
1993).
Drawing
parallels
with tribes developed in relation to materiality, community, and
brand
(Maffesoli,
1996),
virtual
communities
are
networks
of
individuals
built
around
a
common
interest
(e.g.,
a
sport
team,a chocolate bar) (Acosta & Devasagayam, 2010; Green, 2001; Maffesoli, 1996). The communities can have different sizes,
M.E. Pfahl et al. /Sport Management Review 15 (2012) 518537 519
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scopes, and purposes (Dholakia, Bagozzi, & Pearo, 2004; Ellis Porter, 2006; Garton, Haythornthwaite, & Wellman, 1997;
Rheingold, 1991, 1993; Walther, 1996; Wellman & Gulia, 1999). While virtual communities remain important to digital life,
social media platforms have had a meteoric rise in importance over the past several years.
3.2. Social media
In thepast ten tofifteen years, socialmedia opportunities emerged andnow augment traditionalwebsites. Theyprovide a
platform
for
interactivity
via
strategic
marketing
and
brand
activities
(Grant,
2006;
Mangold
&
Faulds,
2009).
Social
mediaareplatforms individualsuse to seek out connections and relationshipswithothers through various technologies intended to
facilitate theirdevelopment (e.g., FaceBook, Twitter) (Safko,2010).Inmany ways, theuse of these technologies signals a shift
in power and communication opportunities between sport organization personnel and fans (and between fans). Two-way
communication
is
facilitated
by
the
social
media
platforms
rather
than
relying
solely
on
unilateral
messages
from
an
organization (e.g., television advertisements) (Safko, 2010).
Today, sportsmarketers are paying more attention to socialmedia opportunities and options. For example, the Cleveland
Indians offer an entire suite dedicated to social media usage that can be rented for each game and the Boston Red Sox
personnel have used Twitter and FaceBook to consult fans about a potential time change for a game due to a playoff game
conflict involving the Boston Bruins (Fisher, 2011). At the league level, Major League Baseball personnel successfully used
Twitter
as
part
of
their
All-Star
Game
information
and
marketing
efforts
(Fisher,
2011). Sports
marketers
at
Octagon
embraced
Twackle
as
a
platform
to
engage
and
to
develop
key
analytical
metrics
for
a
variety
of
issues
related
to
social
media
(e.g., content impact) (Fisher, 2011). Finally, athletes and coaches at all levels of sport, including high school, are now using
Twitter
(Joe,
2011;
Holmes,
2011).Socialmedia represents an evolution of theWorldWideWeb and one that allows individuals to develop and to share user
generated content (UGC) and to exercise control over their self representation in the digital and terrestrial worlds (Kaplan &
Haenlein,
2010).
Examples
of
commonly
used
social
media
include
FaceBook,
Wikipedia,
and
FourSquare
(Tapscott
&
Williams,
2008).
However,
social
media
encompasses
more
than
these
popular
platforms
(Table
1).
Social media spending in relation to advertising is expected to surpass US$2 billion in the United States and nearly the
same amount internationally in 2011 (Table 2). While this data highlights an overall trend towards increased spending,
simply spending money is not a good strategy. The digital world offers targeted opportunities to connect with individuals.
Thus, marketing and advertising efforts must be grounded in different elements found in the digital world (e.g., Table 1
elements). Key points about social media and its use in marketing efforts concern individual choice, identity, identification,
intimacy,
collaboration,
and
self-presentation
(Berger
&
Luckmann,
1966;
Kaplan
&
Haenlein,
2010;
Tapscott
&
Williams,
2008; The Economist, 2011). Social media and other digital platforms offer opportunities to address these issues by creating
more personalized messaging for their customers and potential customers (eMarketer, 2011a).
However,
value
is
difficult
to
develop
and
to
measure
in
social
media
realms.
Table
3
provides
a
summary
of
opinions
bymarketers related to the importance of select methods to measure social media sponsorship success (eMarketer, 2011b).
Table 3 shows a few of the basic ways data can be gathered, but technology allows for many types of metrics to be
developed and utilized in order to achieve return on investment and other objectives. Metrics are the keys to success for
sport
marketing
efforts
in
digital
spaces
because
they
are
able
to
capture
important
data,
which
can
then
be
used
to
develop
better and stronger relationshipswith fans. Further, in the same study, the respondents noted certain socialmediaplatforms
weremore valuableperuse than others, at least in terms of sponsorship (Table4).However, this situation is contextual given
the variable nature of activating a particular sponsorship.
Table 4 provides examples of the different platforms that can be mixed together to formulate sport marketing strategies
in the digital space. The price information provided is an estimation of the value, per click and view, of a social media type.
Table 1
Social media platform categories (Safko, 2010a,b).
Telephony programs (e.g., Skype) Social network platforms (e.g., MySpace, FaceBook)
Photograph sharing (e.g. Flikr) User generated publishing
Audio Video
Microblogging/blogging Live casting
Virtual worlds (e.g., gaming, Second Life) Productivity applications (e.g., telecommunications aids)
Aggregating websites Search engines (e.g., Google)
Really Simple Syndication feeds (RSS) Mobile marketing
Table 2
Social media advertising spending 20092011 (eMarketer, 2010).
Year United States (percent share) Non-United States (percent share)
2009 US$1.4 billion (55.4 percent) US$1.13 billion (44.6 percent)
2010 US$1.68 billion (51 percent) US$1.62 billion (49 percent)
2011 US$2.09 billion (49.1 percent) US$2.17 billion (50.9 percent)
M.E. Pfahl et al./Sport Management Review 15 (2012) 518537520
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For example, if a videowas sponsoredby a partner, thepricewouldbe $112.46per view.However, it is important tonote that
these are examples. Team personnel can charge more or less depending upon the complexity of their activities and their
abilities to establish solid return on investment metrics. The FaceBook Like button is increasingly important as a revenue
generation and activity tracking platform. It is monetized when it is used as a reference point for customer browsing
activities and as a way to refer others to the product or service via the interaction of a website and FaceBook, for example.
Measurement
occurs
when
the
button
is
clicked
and
next
actions
are
followed
(e.g.,
to
a
purchase)
(Adobe,
2011). Specific
details related to socialmedia in the sport industry are provided in the casematerials. The information found in Tables 3 and
4 augments information found in Section 3.9 Monetizing the Brand: Corporate Relationships Through CavFanatic of the case.
With
virtual
communities
and
social
media
changing
fan
engagement
within
sport,
it
is
important
for
sport
marketers
toleverage these platforms to achieve organizational goals.
Connecting virtual communities and social media platforms means sport marketers, like their counterparts in other
industries, must seek ways to leverage the digital world for more than passive advertising (Ellis Porter, 2006). However, they
must
critically
examine
the
strategic
and
marketing
challenges
in
the
digital
world
in
order
to
learn how individuality and sport
community are developed (Burnett, 1999; Herring, 2004; Fisher, 2011; Schneider & Foote, 2004; Wakeford, 2004; Walther,
1996). Doing so will help sport marketers develop and implement strategies to engage fans and to monetize digital spaces.
Strategic and critical examinations of digital spaces and community development revealed a tension between an
individuals experience in sport and theways individualswithin communities experience it (Broughton, 2011). For example,
a Pew Internet and American Life Project (2010) study found that, while email usage among older adults is still important,
social
media
and
social
network
platforms
(e.g.,
FaceBook)
allow
them
to
share
news
and
information,
photographs,
and
to
stay in contact with their social sphere. In a sport specific study conducted by Catalyst Public Relations researchers, forty
percent of fans surveyed (2111 adult sport fans) believed their use of social media enhanced their fandom by, for example,
using
digital
and
social
media
to
check
highlights
(Broughton,
2011).
In
another
study,
personnel
at
McKinsey
&
Companyexamined personal habits related to digital technology and found nearly fifty percent of people studied used smart
telephones and other advanced devices to access the World Wide Web and social media platforms (Chappuis, Gaffey, &
Parvizi, 2011). These studies reflect a shared experience that is simultaneously an individuals experience (Grant, 2006;
Lampel & Bhalla, 2007; Pentzold, 2010; Utz, 2009). Studies such as these reflect the impact of social media on sport and the
ways individual freedom and choice can cultivate a web of communities. They also act as a departure point for sport
marketers
to
develop,
to
implement,
and
to
evaluate
digital
marketing
opportunities.
3.3. Strategic marketing in digital spaces
Marketing strategies related to brand are often contested and complicated in terms of what a brand is, how it is created,
and how individual customers interact with it (Aaker, 1996, Stern, 2006). In strategic terms, a quality brand is often thought
to
be
the
foundation
for
competitive
advantage
for
products
and
services
(Aaker,
1991).
Oftentimes,
a
lifestyle
or
personality
is
developed
for
a
brand
in
order
to
facilitate
a
set
of
affective
and
cognitive
connections
in
hopes
of
developing
an
engagingrelationships with and lifestyle adoption by a fan/customer (e.g., loyalty) (Aaker, 1997; Fournier, 1998). However, in the
Table 3
Social media sponsorship success metrics (eMarketer, 2011b).
Metric Very important
(percent)
Important
(percent)
Somewhat important
(percent)
Not important
(percent)
Quality of Content 42.1 37.9 14.1 5.9
Shares 35.6 35.8 22.5 6.1
Clickthrough rate 35.1 39.8 20.9 4.3
Cost per acquisition 35 34.5 23.9 6.5
Cost per Click 30.5 38.1 25.6 5.8Comments 28.5 39.5 26.5 5.6
Sentiment of content 27 41 26.1 5.9
Cost per impression 24.3 37.8 28.6 9.2
Table 4
Social media sponsorship values (eMarketer, 2011b).
Social media type Value
Blog Post US$114.71
Video US$112.46
Tweet US$63.64
FaceBook update US$55.16
Photograph US$54.58
Twitter Follower US$46.53FaceBook Like US$45.63
Check-in US$40.15
M.E. Pfahl et al. /Sport Management Review 15 (2012) 518537 521
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digital world, reaching out to and engaging with individuals and communities is a complicated task. This section illustrates
several ways in which the digital space challenges marketing strategy in sport. These ways include the nature of brand itself
and brand communication and relationship development in a brand extension context.
3.3.1. Changing nature of brand
Studies of brand and the brand development process found linkages between a brand and customers who engage with it
to achieve functional, emotional, and social benefits (Aaker, 1991,1996; Hankinson,2007; Lee,Miloch,Kraft,& Tatum, 2008;
Shank,
2005).
This
is
done
through
strategies
involving
brand
loyalty,
name
awareness,
perceived
quality,
brand
associations,trademarks, and numerous other elements driven by contextual factors (Aaker, 1991). Students can review issues related to
brand in a broad sense as part of class before targeting their application in the digital world (Bagozzi, Rosa, Celly, & Coronel,
1998;Kates&Goh, 2003; Lee,Miloch,Kraft,& Tatum,2008; Pentzold,2010). Additionally, the inherent complexity and sheer
number
of
mediated
messages
suggests
students
would
benefit
from
a
discussion
on
the
marketing
and
brand
strategies
used by sport organizations (Innis, 1995; Grant, 2006). While some might consider brand and brand development principles
to be universal, the hyper-mediated context of the digital world offers many opportunities and challenges for sport
marketers. If for nothing else, this is due to the individuality attainable within the digital world inextricably linked with its
communal nature.
With the trend towards holistic changes in marketing and brand strategy (e.g., engagement and relationship), brands
need
to
become
part
of
the
social
fabric,
almost
as
a
new
societal
custom,
rather
than
static
and
stable
unilateral
messages
(Grant,
2006;
Nufer
&
Buhler,
2010;
Santomeir,
2008).
As
with
the
contested
nature
of
self,
be
it
online
or
offline
selves,
consistency of brand is also challenged by the diversity inherent in digital spaces questioning what brand truly means and
how
it
is
developed
(Park,
Milberg,
&
Lawson,
1991).
Sport
marketers
cannot
rest
on
past
assumptions,
but
must
investigateandunderstand their environments to createmultiple, evolving, and (co)constructed brands or theywillfind success elusive
(Murray, 1984). In other words, brands must be fluid or a lifestyle within a set of cultural ideas accessible and malleable to
individual
tastes
(Horne,
2006;
Grant,
2006;
Maffesoli,
1996).
As molecules of interconnected and evolving cultural ideas,
brands
can
lose
their
linear
and
static
messages
due
to
the
contextual
elements
of
the
digital
world
(Grant,
2006).
In this case, fans have numerous reasons for being a fan (e.g., identity, tradition), so having a unified message of Cavaliers
fan can be augmented by opportunities for self-naming and identification by the fans themselves (Grant, 2006). What might
be considered the brandpersonality is challenged in such a scenario because of the humanness and (co)constructed nature of
fandom itself and thedifficulty of applying traditionalbrandpersonality frameworks to fan sites that arebuiltby peoplewith
varying identity, identification, and personality elements in their fandom (Braunstein & Ross, 2010; Hou, 2003). In other
words,
diversity
breeds
individuality
and
community
at
the
same
time.
Marketing
in
such
a
context
is
difficult,
but
the
social
media and digital technologies available help to generate a strategy that can reach individuals while reaching communities
while reaching a revised concept of the traditional mass audience. This shift in focus moves brand communication in
marketing
strategies
from
a
marketing
to
to
a
marketing
with
mindset
(Grant,
2006).
3.3.2. Re-examining brand communication
Since digital communication opportunities afforded to individuals call into question the ways sport marketers approach
brand
communication,
this
case
addresses
related
strategic
marketing
issues,
including
brand
communication,
by
emphasizing how engagement facilitates understanding beyond target audience demographics and habits and canwork in a
sport organizations favor to facilitate community in digital spaces. CavFanatic calls into question students knowledge of the
elements of integratedmarketing communication (e.g., dialogic elements in developing the brand) and how sportmarketers
canbalancebothbrandswithin the overallmarketing strategy (Warner,Chalip,&Woolf,2008). Thus, studentswouldbenefit
from discussions of success measures for brand image, extension, and information exchange (Lane Keller & Aaker, 1992;
Loken
&
Roedder
John,
1993;
Martinez
&
Pina,
2003;
Romeo,
1991).
Fortunato (2008) argued brand image should be effectively communicated to potential consumers (p. 365). Blackston
(2000) followed a similar theme when he stated, the correct attitudes and behaviors of our brands [must be communicated],
because
it
is
these
which
create
meaning
out
of
the
message
(original
emphasis,
p.
102).
The
digital
media
opportunitiesavailable to individuals, numerousmessage channels, and nichemarketing opportunities potentiallymake traditional brand
message strategiesmore difficult to utilize due to several factors. This can occur because people can view the same situation
in different ways as well as work together to (co)construct meaning from it (Anderson, 2008; Ceccarelli, 1998; Fournier,
1998; Grant, 2006; Innis, 1995).
Facilitating community can develop opportunities for strong relationships with fans (Barnatt, 1998; Fournier, 1998;
Kozinets,
2002).
Digital
spaces
such
as
team
managed
or
fan
managed
sites
for
fan
interaction
(e.g.,
CavFanatic),
traditional
websites (e.g., Cavaliers website), and social media platforms (e.g., FaceBook) are comprised of communities of individuals
with diverse backgrounds, but common interests. The development and maintenance of these communities is
(co)constructed among the members and evolves out of disparate and divergent reasons for being and remaining in the
community (Lampel & Bhalla, 2007; Maffesoli, 1996; Pentzold, 2010) making singular, unilateral, and linear communication
from team to fan(s) less desirable as a marketing strategy (Blackston, 2000; Fernback, 2007; Fortunato, 2008; McAlexander,
Schouten,
&
Koenig,
2002).
By
exploring
actions
of
the
Cavaliers
personnel
and
the
fan
community
at
the
CavFanatic
site,
students
can
evaluate
theimportance of human connectivity and as part of strategic marketing efforts (Fournier, 1998). These relationships help fans
M.E. Pfahl et al./Sport Management Review 15 (2012) 518537522
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to accept or to reject participation in the new brand opportunities (e.g., contests) (Aaker & Lane Keller, 1990; Bridges, Lane
Keller, & Sood, 2000; Brudvig & Raman, 2006; Lane Keller & Aaker, 1992). Walsh and Ross (2010) attempted to uncover the
results of a sport teamundertaking ahypotheticalbrand extension (e.g., a team brand of clothes ormobile telephones). Their
resultsdidnot show these hypothetical efforts tobe successful, but the study did raise an important issue, and one examined
in this case: how can teams extend their brand?
The Cavaliers already had a thriving forum area on their main website prior to the development of CavFanatic. When the
decision was made to move the forum area to its own website, the Cavaliers extended their brand. Rather than leave the fan
site
where
it
was,
the
team
saw
the
value
in
an
extension
of
the
main
Cavaliers
brand
as
part
of
a
new
brand
effort.Acceptance by the fans was the key to the success of the new CavFanatic website. By allowing fans ownership of the website,
the Cavaliers developed a platform from which to consistently communicatewith their fans and to watch the ways in which
the fans interact amongst themselves (Baxter & Montgomery, 1996; Kent & Taylor, 1998). In addition, CavFanatic is a new
and
attractive
brand
platform
for
corporate
or
charitable
partners
to
utilize.
In
marketing
strategy
terms,
it
is
important
to
note simply extending a brand name does not ensure success. As success is a function of different variables such as sales
volume (LaneKeller&Aaker, 1992), negative information (Romeo,1991), and the consistency of extensionswith corebrands
(Loken & Roedder John, 1993).
In sum, theCavFanaticbrand grew organically, yet strategically through efforts fromCavalierspersonnel and the fanbase.
From the outset, the CavFanatic website had a variety of options and activities to attract fans of all types and, more
importantly,
keep
them
coming
back
for
more.
Elements
of
brand
are
challenged
by
digital
spaces
like
CavFanatic.
To
assist
with
utilizing
the
case
in
a
course,
teaching
aids,
activities,
and
key
questions
are
provided
to
help
guide
students
in
their
examination of the key marketing strategy areas of the case.
4. Teaching aids, activities and questions related to the case
4.1. Teaching aids
Additional information about the CavFanatic website is provided here to help facilitate discussions and analytical work
using this case and to provide guidance towards student responses to the case questions. It is important to note the numbers
provided do not reflect actual values due to issues of confidentiality. Table 5 provides examples of different sponsorship
opportunity areas defined by the Cavaliers personnel for their digital sponsorship goals. Additionally, Table 6 provides
potential areas for online engagement for the fans at CavFanatic.
Integrated
experiences,
for
example,
are
ways
of
activating
single
stream
sponsorships
(e.g.,
an
online
contest)
as
well
as
linking
together
different
activities
(e.g.,
online
action
to
encourage
an
offline
trip
to
a
store)
in
a
sponsorship
package.
This
is
demonstrated in the case through the Mexican Delightz example. For the most part, they are developed to use the digital
Table 5
CavFanatic sponsorship opportunities.
Sponsorship opportunity Example
Customized Group Pages CavFanatic
Integrated Experiences Customized offline, online, and linked activation
Rich media Advertisements Video advertisement
Contests CavFanatic of the Month
Video Partnerships Video pre-roll advertisement
Section Partnerships News section title sponsor
Events Fan party at local restaurant
Direct Messages Email newsletter, Ticket offers via targeted email
Table
6Potential online engagement opportunities at CavFanatic.
Online engagement opportunity Examples
Large advertisement NA
No rotation of advertisements NA
Advertisement placement in high traffic areas Ticket Sales webpage
Strategic engagement advertisements Call for action to be taken like a contest
Fewer number of advertisements NA
Roadblocks One sponsor for half day no matter the number of page views
Digital communications Email, FaceBook
Theme nights CavFanatic Nights
Variable pricing options for sponsorship By day and time, by game
Contests CavFanatic of the Month
Theme Merchandise CavFanatic jerseys
Integrated experiences Offline and online linked sponsorship
Coach and/or player interaction Blogs, Live video question and answer
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space
to
drive
individuals
to
other
activities
in
conjunction
with
the
digital
effort
(e.g.,
go
to
a
store)
where
it
is
hoped
the
individualwill purchase the item or additional items if a free offer is made. The main goal is driving traffic with the objective
to
increase
sales
revenue
for
the
partner.
In
the
Mexican
Delightz
case
example,
individuals
are
encouraged
to
redeem
acoupon at a restaurant location for a free item, but while there, they might purchase a beverage or additional food items.
A roadblock a particularly interesting option for sport marketers because it offers a single partner to have space on a
webpage
for
a
set
period
of
time.
This
can
be
an
advertisement
placed
on
the
front
page
of
a
teams
website
from
7
a.m.
until
3
p.m.
on
a
game
day.
The
remainder
of
the
day
can
be
sold
to
another
partner.
The
advertisement
would
not
rotate
or
change
and measurement can be made by the number of page views and clickthroughs to the advertisement. Further, the case
contains pricing information and the discussion questions evaluate the current pricing strategy aswell as futurepossibilities
(e.g., cost per impression billed within a set timeframe, up front lump sum, variable pricing for more integrated engagement
opportunities). Thus, it is important to have a few examples of CavFanatic pricing for different sponsorship packages. Table 7
provides examples of these to help guide discussions and analysis.As the students prepare their answers to any questions or
activities,
they
should
be
able
to
provide
evidence
beyond
this
case
to
support
their
work.
The
information
in
Table
7
can
be
used to augment Section 3.9 Monetizing the Brand: Corporate Relationships Through CavFanatic of the case.
Few sports industrypricing standards exist at themoment.Table7provides examplesbasedupon input from the authors.
The
more
specific
and
useful
the
metrics
to
measure
activities
in
the
digital
space,
the
greater
the
value
of
different
platforms(i.e., high price charged). The next section includes example discussion questions that can be used to examine the case.
4.2. Questions for discussion
The questions presented here are designed to foster class discussions. They are not comprehensive, but do link with the
questions provided at the end of the case. When answering these questions, students should be encouraged to provide
evidence to support their contentions. The tables provided in the Teaching Note will facilitate answers to the questions
provided here, especially Tables 57.
1. Please describe the ways in which team personnel and the fans facilitate and develop community at CavFanatic. In what
ways
can
the
Cavaliers
continue
to
build
upon
the
CavFanatic
brand?
2. What are potential new avenues for fan engagement via CavFanatic?
3.
The
balance
between
the
Cavaliers
brand
and
the
CavFanatic
brand
extension
raises
issues
about
corporate
partnershiprelationships. In what ways can the Cavaliers utilize both platforms for partnership relationships and in what ways can
CavFanatic be used?
4. Please evaluate the sponsorship efforts activated at CavFanatic. What measures of success might be used in return on
investment
analyses?
Please
explain
why
they
would
be
used.
Are
there
measures
not
used
by
the
team
that
might
be
helpful in the analyses?
Several activities were also created to develop the case into the future and are provided in the next section.
4.3. Activities
The activities provided here are designed to build upon the case and the class discussions surrounding it. These activities
are
not
a
complete
list
of
possibilities,
but
are
meant
to
develop
the
strategic
marketing
concepts
addressed
in
the
case.
Once
again,
students
should
be
encouraged
to
provide
evidence
to
support
their
contentions.
Tables
57
will
assist
the
studentswith these activities.
Table 7
Examples of strategic element and pricing.
Type Length Cost Partner limit Special characteristics
Homepage Package 12 months US$23,500.00 20 NA
Video Pre-Roll and
300 250 advertisement
12 months US$15,000.00 4 Archived, multiple traffic driver
Player Profiles 12 months US$8500.00 1 NA
Integrated Experience
(online, offlineonline)
Variable Variable NA Mixed media, data gathering
opportunities, digital communicationsSustainability Package 12 months US$5000.00 1 Highlight with green games in April,
community outreach opportunities,
digital communications
CavFanatic of the Month
Package
12 months US$15,000.00 max 12 Radio, LED, Q-Tube, Access Cavaliers TV,
CavFanatic, data gathering, digital
communication opportunities
Cavaliers Insider Newsletter
Package
Variable US$12,000/mo.
or US$3500/send
max 12 In and off season communication,
direct messaging to audience,
customizable messaging, integrated
experiences, 25,000 plus membership
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1. Please examine the sponsor presence across CavFanatic. Intowhat categories do the sponsorship activation activities fall?
Are there ways to improve the existing activation or to add additional activation points? Please explain.
2. Utilizing an existingCavFanaticpartner (orone youwould target),pleasedevelop anew engagementopportunity thatwill
bring together the partner and the fans. Please be sure tojustify your choice of partner and include metrics to analyze the
success level of the opportunity.
3. Following a similar process to the first activity, please visit other fan sites for sport teams (team affiliated or not) and
examine the engagement opportunities provided. How do they compare with CavFanatic?
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If you build it, will they come?: A case study of digital spaces and brand inthe National Basketball Association
Case
study
1. Introduction
Sport managers across the world are facing new challenges to the ways they approach fan engagement opportunities
because
of
emerging
technologies
on
the
Internet,
global
and
regional
competition,
and
economic
and
social
changes
in
local
markets. These changes make it necessary for sport organization personnel to engage the various individuals and
communities within a fan base and to offer experiences beyond the game day.
This case evaluates the marketing strategy for the social media community developed by the Cleveland Cavaliers
(Cavaliers) at www.cavfantic.com (CavFanatic). While many cases have been created to explore various issues related to
sportmanagement, few cases speak to the strategic use of digital spaces by sport organization personnel (Dittmore, Stoldt,&
Greenwell, 2008; Foster, Greyser, & Walsh, 2006; Freidman & Mason, 2007; Todd, Andrew, & Sowieta, 2009). The case
explores
the
marketing
strategy
for
the
new
community
and
uses
discussion
questions
and
assignments
to
develop
future
strategies and engagement opportunities for fans at CavFanatic. Throughout the case, issues regarding strategic marketing
are studied by examining issues the Cavaliers personnel faced as the fan site was developed (e.g., brand, brand awareness,and brand extension).
The combination of developing the new CavFanatic brand and extending the Cavaliers brand into this new venture offered
the team a chance engage the fan base in new ways (e.g., forum area participation, user generated content opportunities).
Further,
this
move
provides
a
new
brand
to
generate
revenue
through
sponsorship,
ticket,
and
merchandise
sales.
The
guiding
questions of this case are: (1)How did the Cavaliers utilize the strategic marketing elements tofacilitate community and togenerate
monetization opportunities? and (2)What should the team do in thefuture togrow thefan community and the new brand?The case
follows Natalie, a new hire for the Cavaliers and a member of the new media team as she begins her new position.
The different sections of this case study outline strategic marketing processes related to the development of CavFanatic,
the ways in which the team plans to engage supporters and sponsors, and the avenues for future site development.
Interspersed throughout the case are sections that highlight strategic marketing topics related to the case. At the conclusion
of the case, questions are asked about how the team personnel can continue to develop fan engagement and revenue
generation opportunities. The next section introduces the Cleveland Cavaliers franchise and the CavFanatic community.
2. The Cleveland Cavaliers
Established
in
1970
by
Clevelander
Nick
Mileti,
team
personnel
at
all
levels
have
had
to
overcome
perceptions
of
ineptitude, bad luck, and irrelevance in the crowded sports and entertainment marketplace of Cleveland. As a struggling
expansion franchise, the Cavaliers had little success in the early years. Season after season went by with relatively few wins
and little fan interest except for the excitement of the19751976 seasonwhen the teammade a remarkableplayoff runwith
a talented mixture of youth and experience.
Subsequent ownership changes in the late 1970s and early 1980s failed to significantly alter the fortunes of the Cavaliers.
In
1983,
George
and
Gordon
Gund,
bought
the
team
and
within
a
few
years
fans
saw
a
change
in
the
teams
fortunes.
The
fan
basewas re-energized by a change in team colours and a new core of young, talented,marketable players and coaches:Mark
Price,Ron Harper,Craig Ehlo,BradDaugherty, LarryNance, and head coach LennyWilkens. This teamhad several50pluswin
seasons
and
was
a
perennial
playoff
contender
before
another
period
of
rebuilding
began.In 1994, the team moved from their rural residence of Richfield, Ohio to the downtown renewal project known as
Gateway. In tandem with the Cleveland Indians, Gateway was designed to renew downtown Cleveland by moving the
Indians from old Municipal Stadium to a state-of-the-art home field (Jacobs Field, now Progressive Field) and brought the
Cavaliers back downtown to a new facility adjacent to it (Gund Arena, now Quicken Loans Arena). However, even a new
arena could not help the Cavaliers galvanize their fans to watch an uncompetitive team.
After
nearly
ten
years
of
futility,
redemption
came
in
the
form
of
a
60800 superstar-in-waiting
from
Akron,
Ohio:
LeBron
James. The team once again changed colors, returning to the wine and gold combination of the teams early days. For the
seven yearsJames was with the team, they received significant media exposure and on court success until his departure in
2010. Current team owner,Quicken Loans founderDan Gilbert, invested a substantial amount ofmoney to develop the team
into one of the fan-friendliest in the NBA and all of sports (Keating, 2009). Upon his taking ownership of the team, Gilbert
brought a renewed sense of customer focus and service to the team, something he developed and at Quicken Loans. The
company
was
ingrained
with
this
ideology
for
over
25
years
including
being
ranked
highest
in
U.S.
Primary
Mortgage
Origination
Satisfaction
in
2010
(Power,
2010).
He
also
invested
in
franchise
infrastructure
by
constructing
a
new
practicefacility innearby Independence,Ohio.He renovated theQuicken LoansArena (formerlyGund Arena) by, among other things,
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CavFanatic was created because we needed to take the fans experience in the arena and bring it to their home or
office. This would allow us, and our corporate partners, to engage with our fans in new ways. He paused. We never
had an officialmission statement for ourwork on the site.Rather,we identified the vision informallyby thinking about
how we could provide our fans with an official community site they could call their own. We wanted them to
showcase their passion for the team and connect with other fans with similar levels of enthusiasm. Primarily, we
wanted to build and to strengthen our connection to our fans. Early on we set goals for the site and worked to
accomplish them.
What goals are most important to the team? Natalie asked.
A number of them, saidNicoleCampbell, namely, todevelop offline/online relationshipsdriving fan engagement, to
monetize the digital space, and to extend existing partnerships while working to develop new partnership activation
possibilities.
Here is a more specific list of the most important strategic goals from the beginning of CavFanatic saidJose handing
Natalie a piece of paper (Table 1).
3.3. Inter-organizational collaboration to pursue brand goals
Immediately,Natalie noticed these goals crossed over departmental boundaries. In her experience,working in the digital
world often blurred traditional organizational boundaries. The balance between interdepartmental goals is important to the
success
of
any
venture.
Your brand goals seem to cross over departmental lines, Natalie said. Who first developed these goals? And who is
in charge now?
Nicole answered, We developed the goals together with several internal teams including Marketing, Web Services, and
Corporate Partners, which is our corporate sales team. She continued, We needed to leverage each team/departments
strengths in order to make CavFanatic successful. To do this, a member of each department brought his or her specific
departmental
goals
and
objectives
for
the
site
and
shared
them.
This
forced
us
to
consider
and
to
balance
individual
department goals against our broader strategic vision and plan. In the end, our overall plan was developed.
This process seemed to work well, but Natalie knew successful goal development processes are more than just sharing
ideas. Often, they are developed after a period of analysis and benchmarking, in this case, involving a select set of other
websites. She asked what else the CavFanatic team did to create the goals for the website.
From the start, we were fan-focused because fans visiting social network sites want to showcase their opinions, to
receive recognition for their dedication, and to have unique experiences, said Jose.
With that as their guiding principal, Nicole went on to explain how the CavFanatic team reviewed sport and non-sport
social networking sites for structure, opportunities for users, and changes over time. Specifically, the team evaluated two
other
National
Basketball
Association
teams
known
for
having
strong
connections
with
their
respective
fan
bases.
A
few
National Football League teams were also on the list.
Jose pointed out, At the start, we were interested in pricing issues for advertising and partnerships, location of
advertising placements,what advertisers and advertising messages were presented, andwhat kind of content generated the
most page views. Pricing can take the form of cost per thousand, which is based on costs for advertising per every 1000
impressions and billed at a certain time interval. It can also be a set price or lump sum for an advertising space, say on the
homepage, or it can vary depending on the mixture of engagement opportunities developed. For example, if we develop an
integrated engagement experience including a contest that requires online and offline participation, we can have a
multifaceted pricing system based upon the value we can develop for them; data, sales, et cetera.
Table 1
Cavaliers Strategic Goals for s.
Revenue generation (fan) Revenue generation (partners) Technology (CavFanatic) Community (CavFanatic)
To develop the site as a marketing
channel for ticket and
merchandise messaging
To sell a presenting partnership To provide a technology solution,
which offers web 2.0 technology
To be the best online
community in the
NBA/professional sport
To expand data collection points To create inventory for additional
partnership development
To facilitate a fan community
connected to, but separate
from www.cavs.com
To recognize and reward
the most loyal fans with
unique, branded opportunities
To expand online offers/promotions To encourage user generated
content
To provide fans with
opportunities to interact with
Cavaliers personalities
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He added, Additional criteria we looked at included the number of members/registered users, aesthetics, content,
longevity, and recognition by others in the industry and the media. Evaluative criteria always change and we are open to
finding new and different ways to analyze a fans experience and a partners activation efforts.
3.4. Internal team building
The CavFanatic teams goals and strategic planning processes seemed straightforward to Natalie. However, she
questioned
how
the
compromises
between
departments
were
managed.She said, I know cross-functional or inter-departmental cooperation requires compromise, but how did you manage the
potential for conflict? Who made the final decisions about the goals?
Nicole acknowledged this point, Each department developed and presented its goals. Then, the entire transition team
evaluated
the
goals
in
an
attempt
to
integrate
them
into
a
cohesive
plan.
Some
goals
overlapped
and
were
easy
to
address,
but others required negotiation, for example, how and what types of data would be collected.
I made the final decision on all goals as well as how the transition between forum platforms would take place, said
Bob. Advertising space pricing and corporate partnership development were included as part of the overall goal
development processes and all financial projections were handled byJose and myself. The three of us collaborated to
develop promotional efforts to target site members, but the final goals were submitted for approval to the Executive
Vice President of Corporate Sales, the Senior Vice President of Marketing, and the Senior Vice President for
Communications.
However,
we
really
wanted
to
and
continue
to
strive
for
community
and
engagement
within
this
virtual
community.
3.5. Virtual communities
CavFanatic is a virtual community. These communities are information sources and places of social interaction (Mason,
1999; Rheingold, 1991, 1993). They can be built around a social interest (e.g., fan site for a sport team, gathering point for
individuals afflicted with cancer) or developed around products and services (e.g., Hersey chocolate fan club) (Acosta &
Devasagayam, 2010; Green, 2001; Maffesoli, 1996). Some scholars argued that social communities in digital spaces emerged
because of a reaction to the social fragmentation of the modern world (Flew, 2002). Others noted the constant gathering of
people
through
human
history
and
it
should
not
be
a
surprise
that
people
should
seek
out
others
with
similar
ideas
or
backgrounds in the digital world (Flew, 2002).
Emerging social media platforms, such as FaceBook and Twitter, augment traditional websites as a way to develop
connectivity and interactivity among individuals (Grant, 2006; Mangold & Faulds, 2009). Social media platforms help
individuals seek out connections and relationships with others (Safko, 2010). As digital communication moves in this
direction, it brings about a need for increased interactivity by sport marketers with their fans (Safko, 2010).
3.6. Building digital structures
Developing andmaintaining CavFanatic.com is complex, thoughtNatalie. For awebsite as complicated as CavFanatic, did
the teamplan for the technology side as extensively as theyhad the strategic goals?Nataliedidnotwant to call out anyone in
any way as this was her first day with the team, but she thought the process had to be more complicated than the three of
them
made
it
appear.
Looking
at
Bob
Franklin,
she
said,
Bob,
how
did
you
balance
existing
digital
structures
with
the
addition
of
new
components to the online experience? Were there any problems with this from the start? Now?
He replied, My primary concern came from the transition from the old forum area on the Cavaliers website to the new
one onCavFanatic. Since I havefinalwordon the entireCavFanatic site, all successes andproblems land atmydesk.However,
no serious problems occurredwith the transition and the ones thatdid occurweremanageable, you knowjust bugs and easy
things
to
fix.
We
want
to
use
the
latest
technology,
but
we
use
what
we
need
and
what
we
can
manage.
Jose
jumped
in,
We
dont
want
to
get
too
excited
about
a
piece
of
software
or
application
that
might
offer
a
little
return
for a big investment. For us, we need to provide the fans with a stable platform, one they can guarantee will work 24/7,
especially around game-days. Keeping the site available is a key element to develop community. If the fans have no place to
go, they cannot connect with us or each other. Communication is key; engagement, opportunities, fun.
Content updates are key for us, especially news andplayer information like injury updates,Nicole noted. Content is
key to our brand. Blogs, FaceBook, fresh videos; it all drives our brand.
3.7. Building brand in the digital space
CavFanatic
represents
a
new
brand
and
a
brand
extension
for
the
Cavaliers.
Building
this
new
brand
requires
maintaining
elements
of
the
Cavaliers
brand
while
simultaneously
providing
a
platform
for
the
fans
to
(co)construct
what
CavFanatic
standsfor, both among themselves (community) and with the team (relationship). In otherwords, the new community mustfitwith
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the overall values and goals of the Cavaliers and their fans (Bridges, Lane Keller, & Sood, 2000; Brudvig & Raman, 2006).
Reconciling traditional strategic marketing with ideas of engagement and (co)construction requires a perspective
change regarding brands (Grant, 2006; Nufer & Buhler, 2010; Santomeir, 2008). Rather than being static and stable, brands
need tobecome part of the social fabric, almost as a new societal custom (Grant, 2006).Marketing strategy for brands must be
fluid;a lifestyle within a setofcultural ideasaccessible andmalleable to individual tastes (Horne,2006;Grant,2006;Maffesoli,
1996).
Since people are the center of the social media world, the individuality of sport fans, coupled with the (co)constructed
nature
of
fandom
itself,
makes
it
challenging
to
apply
traditional
brand
personality
frameworks
to
fan
sites
(Lampel
&
Bhalla,2007; Maffesoli, 1996; Pentzold, 2010). These sites are built for people with varying identities, identification processes, and
personality elements that comprise their fandom (Braunstein& Ross, 2010; Hou, 2003). In the digitalworld, diversity breeds
individuality and community at the same time. Fluid strategies, grounded in organizational values, are needed to reach
individuals,
while
helping
to
facilitate
communities,
while
reaching
the
traditional mass audience (Grant, 2006). These are
the challenges facing sport marketers as they plan in todays digital world.
3.8. Building the brand with and for the fans
So far,Nataliewas impressedby the strategicmarketing ofCavFanatic. In hermind, though, she continued towonderwhy
the
team
should
develop
a
new
site
when
the
fans
feedback
indicated
they
were
happy
with
the
original
site.
Earlier,
you
mentioned
working
closely
with
the
fans.
I
would
be
surprised
if
some
of
the
fans
were
not
happy
with
the
move,
if
only
because
they
did
not
like
change.
Why did
you
fix
what
didnt
seem
to
be
broken?
she
asked.
First and foremost, we wanted to make sure the foundation of what was successful for us on the existing
www.cavs.com
forum
areas
remained
intact.
The
absolute
last
thing
we
wanted
to
do
was
change
the
forum
culture,
answered Nicole.
Jose added, Our plan from the start was to include the fans in the planning and goal development process. To do this, we
held a series of online town-hall stylemeetings.Weused instantmessage chatplatforms toobtain suggestions, opinions, and
feedback about the process and future site content. The fans, as only they can be, were energetic and enthusiastic about the
move.
Yeah, the support from their feedback was the major decision maker for this initiative and gave us the confidence to
proceed, said Nicole. We like the information and data gathering ability offered by a virtual community, which is
why
its
free,
but
registration
is
required.
However,
we
did
not
want
to
take
advantage
of
our
fans.
Engaging
them
in
dialogue
allowed
us
to
explain
our
thoughts
to
them
and
to
let
them
share
their
thoughts
with
us.
We
cant
doeverything they want, but we need to see what they want and do our best to provide it for them.
Jose
also
noted,
Our
main
website
averaged
around
five
million
page
views
per
month
and
over
250,000
unique
visitors per month during the 20072008 season. After launching CavFanatic, we saw an average of over six million
total page views during the first eight months for it. We expect this growth to continue
In this folder, we put several pages of data about CavFanatic to help you understand where we have been in the past
few years, Jose said handing Natalie a wine and gold folder. It should help you get acquainted with us from both
process
and
outcomes
standpoints
(please
see
Appendix
A).
So you believe the CavFanatic brand was an easy sell to the fans? Natalie asked.
Definitely, their loyalty to our brand is important because we made the CavFanatic site adaptable to fan needs so we
can provide numerous opportunities for entertainment, facilitate fan bonding, and allow new traditions to develop,
said Jose. The key is that we provide these opportunities and not a non-affiliated, third party.
I spent many months exploring the ways we could utilize Web 2.0 elements on the site. I really wanted user
generated content to drivemany of the sites social aspects. When fans can express themselves, they get to know each
other in a personal basis. So do we. Thats why we offer the opportunity to upload photographs and videos and even
allow fans to create groups and blogs in addition to simple chatting; its another product attribute for the fans. We
want
to
engage
them
emotionally,
functionally
in
as
many
ways
and
as
often
as
we
can,
acknowledged
Bob.
From
her
own
experience,
Natalie
knew
personal
pages
can
be
created
on
forum
sites
to
allow
fans
a
space
where
they
could
demonstrate
support
for
the
team.
The
forum
area
is
the
central
feature
of
the
CavFanatic
site
and
gives
the
members
avoice, although moderators have overall control of the content (e.g., rules, locking threads).
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Natalie asked, Bob, do you watch over the content and the chat rooms yourself? It seems like a great deal of work. How
does
this
process
work?
No,
no.
I
can
do
it,
but
others
are
also
involved.
The
sheer
number
of
forum
pages
makes
it
hard
for
one
person,
Bob
answered. We strive to have a place where fans can say what they believe, but we do monitor for language and
content. We find the fans appreciate this and police themselves.
She turned to Nicole, You spoke of helping to facilitate community by offering interesting experiences. Have you offered
any recently?
We did a few creative ones, she said laughing. One time the fans were able to coin the name of former Cavalier Mo
Williams running floater, called the Mo Flow. They submitted new nicknames for Shaquille ONeal when he signed in
200910 and even style designs for Daniel Gibsons next haircut.
Jose pointed to the folder he gave Natalie earlier and said, Over 11,000 members registered with CavFanatic in the first
year and you can see more current figures there. We expect some fluctuation in the numbers, but we are happy with the
growth
curve
and
expect
it
to
continue
(Table
2).
Our forum areas are broken into different topic areas, such as Team Talk, which is the main forum for Cavaliers
information, and Rumor Mill, FreeAgency, Trade Ideas, and Draft Talk. While we cannot post rumors as official news, we
providespace for fans tochat about these issues anddonot try to interfere with thedebates. Ifnot, they would simply find
other places to chat about these topics and we would lose out on engagement opportunities, data, and user generated
content. Other forum areas were developed to capitalize on the fans overall sport interests, such as Off-Topic, which
includes content not related to basketball at all, and the section about the Indians and Major League Baseball. We try to
capitalize on fan interest byhaving a ticket section todiscuss items of interest thereaswell asaQ&A forum tohelp answer
questions
about
CavFanatic,
the
team,
or
anything
else
a
fan
might
need,
said
Nicole
(Table
3).
We found the average fan visit to CavFanatic is over ten minutes and we are in the top three of page views and video
streaming in the entire league, said Bob. The fans click through to almost four pages per visit and if you think of the
number of posts that can be on a particular page, thats quite a lot. The content fluctuates because basically, the videos
are uploaded user generated content by fans. The fans control this and we found we have around 3033 pages at any
given time in a month. We leave the content up as long as the fan wishes to keep it up. Wewill remove it if someone
finds
it
offensive
or
if
it
includes
copyright
protected
content,
things
like
that.
If
we
move
to
another
platform
provider,
then
we
might
purge
some
of
the
content
since
it
might
not
transfer
to
the
new