Sports Marketing 2.0

‘The times they are a changing’

Dr. Jim Hamill

Department of MarketingUniversity of Strathclyde

jim.hamill@ukonline.co.uk

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

www.mashable.com

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

Twitter

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

Enjoy Englandwww.enjoyengland.com

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

Twitter

Linkedin

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?