Sponsorship Essentials Part 6: Q&A with Sree Varma, Founder & CEO at iSportconnect, the largest global private network of Sports Business Executives

By: Claire Lingley 

In an industry where communication, networking, and knowledge of the latest trends and practices is essential to success, iSportconnect gives its members exactly that. Today, we chat to the man behind it all: Sree Varma, Founder and CEO of the largest global private network of Sports Business Executives.  If there's one man that may have the inside scoop into where this industry is headed, it's him. 

Q.  How did you get into this industry?

A:  I’ve had 19 years of marketing and sales experience ranging from pharmaceutical and retail to the sports industry. My first step into the sports world was when I worked as publisher at Business F1 & SportsPro and as a consultant for Sport + Markt. I launched iSportconnect in 2010 to bring together the movers and shakers in the sports industry. It’s gone from strength to strength and is now the largest global private network of sports business executives. Last year, iSportconnect Capital got off the ground. It’s a new investor network providing investment opportunities for its members within the sport and leisure sector.

Q:  What are your goals for this platform in the coming years?

A:  We’re expanding steadily. I’d like to increase the number of offerings... the portfolio of the iSportconnect ecosystem. At the moment we have an online platform, events and member services. We’re going to launch the 24/7 OTT platform and are looking to introduce more member services. Meeting the needs of the sports business professional is at the heart of our philosophy. Everything we do has that focus to deliver a good service to all of our members. We’ll also try to increase the summits and masterclasses and to expand into new territories where sport is going to play a major role. Also, we’re looking at creating a private members club... a physical venue or meeting place for the sports industry from 2020. There’s plenty in the pipeline, which is very exciting.

“Learn from others and don’t be afraid to change if something doesn’t work out.”

Q:  What do you believe are the three most valuable skills to have in this industry?

A:  Obviously networking, because sport is such a private network. If you’re not a good networker, I don’t think you can go far. Persistence pays off, too. And a thirst to learn from other industries means you can readily adapt and change.

Q:  What is the one piece of advice you’d give to someone looking to enter this business?  

A:  Learn from others and don’t be afraid to change if something doesn’t work out

Q:  You interact regularly with the leading business executives within the sports industry around the globe.  Can you speak towards three attributes that you see most commonly shared by the top executives?

A:  Again, I would emphasize networking purely because I speak to a lot of top guys in the sport industry on a daily basis – and the most successful are those who have good people skills. They have a desire to learn from others and a willingness to share their experiences. Determination and perseverance are also key if you want to go places in the sports world.

Q:  How has technology transformed your ability to connect people? With the advent of social media and the ability to connect seemingly at your fingertips, has that brought any challenges?

A:  It’s definitely helped our business. In fact, it’s been absolutely vital in a number of areas: to increase our membership and to get more members coming to our events as well as to expand and deliver our services for the sports industry. Social media platforms are huge for us as a way of staying connected with the industry leaders who are part of the iSportconnect family.

“It’s imperative for sponsors to better understand who their customers are, what they are doing, and how they are doing it. ”

Q:  What is the greatest piece of advice you have ever received?

A:  Be prepared to listen if you want to get ahead in business

Q:  Can you give us any inside scoops into where you see the sports industry headed, specifically in terms of sponsorship?  What is the next ‘big thing’ that we will start seeing within sports?

A:  Activated sponsorship through digital and fan engagement platforms. I think AI will play a huge role in that. Sponsors can put their logos on cars, football jerseys and in stadiums but then they need improved analysis. It’s imperative for sponsors to better understand who their customers are, what they are doing, how they are doing it, and other aspects of their behaviour. Sports have to deliver that and move towards that kind of sponsorship offering, including AI. It’s already starting but that’s the way forward. For example, localized content in stadiums with the support of different platforms is where all sports entities are heading. Sponsors have to step up and modernize the offering to keep pace with the times.

 

5 Quick Q’s

Morning or night person?

24/7! Probably morning

Last book you read? 

Business Adventures by John Brooks

What’s the one thing you can’t live without? 

My mobile phone for sure

Scroll through Twitter, or browse the newspaper? 

I scan Twitter for the latest breaking news and top sports business headlines

If you could switch lives with a person for one day, who would it be?

No doubt, Steve Jobs. I’m a massive fan. He’s the man of innovation... He creates wants and converts them into needs. 

Sponsorship Essentials: March Madness Edition!

By: Claire Lingley 

It’s March and that means one thing: March Madness baby!  Not only is this an exciting time for the 64 teams vying for their spot as champion, but corporations and companies are also vying for the top spot in sponsorship.  Given that the 2017 NCAA March Madness tournament was the most watched in 24 years, paired with record-setting digital consumption, this competition for sponsorship means more than ever.  It may be only the beginning, but here are our Final Four predictions for the 2018 NCAA’s March Madness Tournament: Sponsorship Edition.

Capital One, AT&T, and Coca-Cola:  As the three top tier corporate sponsors, aptly named the “Champion” sponsors, March Madness viewers will see hundreds upon hundreds of their commercials throughout this tournament (my personal favourite featured here, can't go wrong with Samuel L Jackson crooning on your TV), paired with their name and logo branded throughout week.  From “Capital One’s NCAA March Madness Bracket Challenge”  to Coca Cola’s  “Sip. Scan. Score. Your way to March Madness” it is no question that these corporations will stand at the forefront of March Madness sponsorships. 

Nike:  This year, 44 of the 64 teams will be decked out in head-to-toe Nike branded uniforms. If my calculations are correct, the chances that the actual Final Four and furthermore, the crowning champ themselves, will be showing off that swoosh is looking pretty good!

Google Cloud:  Now known as “The Official Cloud of the NCAA”.  The end of last year saw the formation of an exciting new multi-year partnership between Google Cloud and the NCAA; NCAA’s 80+ years of historical and play-by-play-data, from 90 championships and 24 sports, is now being held and run on the Google Cloud Platform.  This is a big deal for colleges and universities, athletic teams, and fan bases alike, as they now have access to this data in ways unlike ever before. With an estimated 40 million Americans filling out brackets, and probably most* of them doing so using some sort of data and analytics, it is no surprise that this year’s March Madness will serve as the perfect platform to show off this new partnership.

Buick:  As a long time partner of the NCAA for quite some time now, Buick is stepping up its game when it comes to this year’s March Madness tournament. Not only will it offer it’s vehicle owners a free month of its AT&T-provided embedded 4G LTE data, allowing fans to access both the men’s and women’s championship games throughout the tournament, but it is also showcasing a new special NCAA Tournament app where Buick owners can listen to live audio feeds from various games playing throughout the month. 

With sponsorship spending on college athletics excepted to reach a total of $1.24 billion in the 2017-2018 season, a 4.5% increase over 2017, and the overall sports sponsor spend in 2018 expected to rise 4.9% versus last year, the sponsorship industry shows no sign of slowing down.  And while we seem to be seeing the same companies and corporations over and over dominating sponsorships in the big tournaments, just as every one knows in March Madness, you can never rule out the underdogs: case in point, UMBC defeating number one seed Virginia this weekend.

Hope everyone enjoys this year’s March Madness! I’ll be joining what I’m sure are the hundreds of thousands of people who saw their chances of winning their own office’s March Madness Bracket Challenge going down the drain with Virginia’s loss. Here's looking at next year to clench that win! 

Sponsorship Essentials Part 5: Q&A w/ Jason Smith, VP of Corporate Sponsorships & Events at Mountain America Credit Union

By: Claire Lingley 

Jason Smith is the VP of Corporate Sponsorships & Events at Mountain America Credit Union, a Utah-based credit union that is making big waves in the sponsorship industry.  In this week’s edition of “Sponsorship Essentials” he speaks towards his experiences on both the property and corporate sides, the assets that a company should fight for to have a successful sponsorship, and the skills that have gotten him to where he is today.

Q:  You made the transition from the property side, being with BYU and IMG and the like, to the corporate side with Mountain America Credit Union.  Did you find it was an easy transition? 

A:  The transition has been interesting, and it’s been a matter of trying to understand the products and services.  That was especially true right when I came on board, but now I’ve been doing this for a while so I can speak to it very well. 

Overall, it’s been really fun to see both sides of the fence: the property vs. the corporate side. Both sides are focused on helping the company achieve certain marketing goals, but the overall business models are different.  On the property side you’re focusing on new companies to bring onto the property through sales efforts, etc. On the corporate side, working for a credit union for example, you have to understand different products and services, like checking and savings accounts, loans, and you have to understand how you can be successful with your sponsorship assets with the company as it relates to the sponsorship.  On the corporate side, you’re really focused on how you build the business through the sponsorship, rather than on the property side, you’re thinking, how can we add more revenue to the property through sponsorships?

My mindset has changed a little bit with the transition, but ultimately the goal of both sides should be to make sure the sponsorship is successful for the company.

Q: Can you give me one thing you’ve learned sitting on the corporate side, and one thing you’ve learned on the property side?

“That universe that we live in is small, and everyone talks.  It’s important to do what you say you’re going to do. ”

A:  On the corporate side, you’ve got an overall marketing strategy, however what may be the right marketing mix or asset mix in one area or region or state, may not be the same mix in another.  You have to be flexible in your sponsorships.  That being said, you do have to be consistent and have the right brand, and focus on the overall marketing strategy, but whereas you maybe focused on more branding in one market, you may be more focused on more activation in another market. The corporate side taught me that flexibility is key.

On the property side, there are two main things I have learned:

The first is relationships. The most effective way to be successful on the property side is to ensure you’re building the best relationships that you can, because they are the bloodline of your success.

The second is fulfillment.  I don’t think that gets talked about too much in sponsorship.  Properties that just focus on signing an agreement to hit the numbers, and who don’t really worry about the assets that were promised to be fulfilled, those are the properties and the individuals that wont be very successful.  There’s an element of integrity that must be given to make sure the assets are effective for a company.  When you show that integrity, you’re able to retain clients, maybe even increase their spending.

The sponsorship world is a very niche world, as we know; that universe that we live in is small, and everyone talks.  It’s important to do what you say you’re going to do.  If you’ve built a great relationship with someone, and you’re doing an amazing job on the fulfilment of what you’ve promised, then you’re going to be very successful on the property side.

Q:  In terms of credit unions as a whole, why do you think there’s been such large-scale growth in business over the last decade? And where do you see credit unions headed in the future?

“The future is bright for credit unions. ”

A:  People love the personal and community feel of credit unions.  We are doing a lot of good in the communities, and I think people are starting to recognize that. One thing we focus on at Mountain America is helping members achieve their financial dreams.  That’s our vision.  When a whole company garners that vision and has the same goal, you see a lot of really amazing things happen.   We’re not for profit, and we are created to serve and help people save money.  By helping the members save money, our members are able to put that money back into the community.  That’s why you’ve seen that growth because of what and how a credit union can influence the community.  We are able to help our members, enable them to save money, and help them truly achieve their financial dreams. 

As far as where they are headed, credit unions really have to maintain growth.  That growth is needed to provide the best rates, the best technology, the best products and services, and ultimately the best member experience that we can.  The overall credit union philosophy is people helping people.  We talk about that a lot here at Mountain America. We are the number one credit union in the western region, and number two nationally for business share accounts. We provide a vital role in helping the economy grow through what we do for our members.  The future is bright for credit unions. 

Q:  What would you say are the three most fundamental sponsorship assets that you look for when procuring sponsorship?

A:  #1 would be Media. Traditional media helps support a lot of the sponsorship assets, so making sure (if it’s available), that we have radio, TV, and some of those traditional media outlets is necessary because those are the elements that really help drive traffic.

#2 would be Assets with Repetitive Exposure.  In the world of sponsorships you have to separate yourself from the rest of the noise, and in some cases, there’s a lot of noise.  You have to make the decision, is there so much noise that maybe we shouldn’t even be there? But in order to stand out, it’s important to have consistent repetition of the brand.  You need to tie your name to something that repeats throughout the event that has a positive connotation to it, something that people can latch onto.

And really, the #3 most fundamental asset I look for is some sort of Community Outreach Program.  If you link a sponsorship with a cause, that makes it that much more powerful.  For example, with our Utah Jazz Sponsorship, we sponsor all the three-pointers: For every three-pointer that the Utah Jazz makes, we donate $50 to the Huntsmen Cancer Foundation.  With that you have a repetitive feature that’s tied in with a cause.  The fans see your brand consistently, and they have a positive association with it because you’re giving back to cancer research.  It helps tie your brand in with the community and really shines a positive light onto what you’re doing as a sponsor.

Q:  What is a sponsorship asset that would be a deal-breaker if you couldn’t include it within a sponsorship deal you were negotiating?

 A:  It would have to be ownership or an element with exclusivity. This goes back to what I was talking about before, with the increase in property numbers to hit.  There’s more and more sponsors, and the clutter can get higher and higher, and you have to be able to carve out at least some elements of exclusivity to separate yourself. Even if it’s not a full exclusivity, you definitely want to create some sort of type of ownership with your assets that you don’t have to necessarily share with someone else.  Make sure you have that separation.

That being said, some of the properties are going to want to split things up.  For example, if there’s 4 quarters of basketball and there’s replay sponsors, a lot of properties will separate it and say, “Okay, 4 separate replay sponsors”.  The more you can say, “No, I want to be the replay for the whole time, “ the better.

You have to really try and find those types of elements where you can carve out your exclusivity and own it.

Q:  Obviously, one of the reasons you’ve gotten to where you are today is because of your skills in negotiating.   What is the one piece of advice you would offer someone who is stepping foot into that boardroom?
 

A:  You have to do all your homework beforehand so you can be educated going into the discussion.  If you haven’t done your homework on what’s being discussed, then you’re really at a huge disadvantage.

“You don’t have to create things, you don’t have to make things up, you just have to use the truth. ”

The most important principle in negotiation is using the facts.  Being educated with the facts is, as I like to call it, your sword and your shield in negotiation.  Your sword, because you can use the facts to justify additional assets, and your shield, because you can explain and defend a fair and reasonable investment.

You don’t have to create things, you don’t have to make things up, you just have to use the truth.  The facts will always help you in negotiation.  It’s always been that way for me.  It takes a little bit more time and effort beforehand going into a negotiation to really get all your facts straight, but if you understand all the facts of the situation you will be so empowered to be able to negotiate effectively.

Q:  What is the greatest piece of advice you’ve ever received?

A:  I had a church leader tell me once that if you are kind to others, then any negative efforts towards you will be disarmed.  Treating people with respect and having integrity is probably the most important quality you can have in any business.  That’s really the greatest piece of advice that I’ve ever received from someone.

Q:  A lot of people have room to take that to heart, I imagine.  Lastly, what skills have been the most valuable in getting you where you are today?

A:  That is a good question.  The successes that I’ve been able to have are because I have been able to build strong relationships with people.  People like to do business with people they like, and being able to connect with others has always been a strength of mine.  It takes work and it takes effort.  You have to reach out and ask questions to people. You have to try and find out about who people are and also care about who they are.  It can’t be fake, you have to be real and genuine about it.  That’s the most valuable skill that I’ve been able to develop, just being able to connect with people.

There was a time where I wasn’t as outgoing as I am today.  It just takes having uncomfortable conversations and stretching yourself a little bit and then it becomes easier and easier.  Now, building those relationships is what matters most to me, and it is the thing I look forward to the most.

5 Quick Q’s

Favourite sport to watch?

College Football

Favourite sport to play?

Basketball

What was the last book you read?

The Greatest Salesman in the World

How do you take your coffee?

I don’t drink coffee.

What 2 things would you want if you were stranded on a tropical island?

That is a tough one, I would want to be able to watch sports, and I want to make sure… well… I should probably flip flop those around!

I want to have my family with me, and I want to be able to watch sports!

Sponsorship Essentials: Featured Deal of the Week

By: Claire Lingley 

             The Los Angeles Memorial Coliseum is no longer! Instead, say hello to the United Airlines Memorial Coliseum, coming in August 2019.  In late January, the University of Southern California announced the exciting and unprecedented deal: United Airlines purchased the Naming Rights to the Coliseum for $69 million over 16 years.

             This deal is important for two reasons.  Firstly, the LA Memorial Coliseum is one of the sports world’s most beloved historic landmarks.  Built in 1921, it was originally commissioned as a memorial to WWI Veterans, and in 1923, the USC Trojans played, and won, their first game against Pomona College. It is an iconoclast structure, and LA embraces it as a part of its history and culture.  When it comes to naming rights, a structure with such history and such rich cultural relevance can be a challenge. Not only does USC have to ensure that this deal is right for their community, but it has the opinion of the entire city of LA, as well as arguably the entire sports world, to contend with. Let’s be honest, some people simply don’t like change, and this is a big one.

            Secondly, this is a big deal.  And I mean big as in, largest in college sports history.  At $69 million, this naming rights deal supports the stadium’s $270 million upgrade that is due to happen ahead of the 2028 Summer Olympics, hosted by LA.  That money will go a long way for these renovations, and USC is adamant that the changes will continue to honour the Coliseum’s original architectural integrity, (while also providing the customer with the most elevated experience possible). Supervisor Mark Ridley-Thomas, a member of the Coliseum Commission, says, "Through this restoration project, USC continues to demonstrate its responsible stewardship of the stadium. With support from United Airlines, USC is ushering in a modern era for this historic landmark and preserving its legacy for generations to come”. 

            This may be the first deal of this magnitude within the collegiate sports world, but it is certainly not the last. Here at BWA we want to know what you think.

·      What’s the best way for United Airlines to activate on this partnership and enhance their customer experience?

·      Do customers just need to learn to accept change, and stop with the complaining?  Or should properties respect the history that comes with them?

·      How can properties and companies, like USC and United Airlines in this case, work together in order to persuade the public that this partnership is beneficial for the students, the alumni, and the community as a whole?

·      Does this affect your opinion of United Airlines and/or USC and the Coliseum?

Comment below, or email us at lingley.claire@bonhamwills.com to get your thoughts published on our website!

Sponsorship Essentials Part 4: Q&A With Donna Wittmann, Leading Technology Executive

By: Claire Lingley

With over 25 years of global experience, Donna Wittmann is one of the leading technology executives within the industry.  In this week’s edition of “Sponsorship Essentials,” she speaks towards how technology is transforming the ways in which the sports industry operates, and the challenges that come with that. We also touch on how she got to where she is today, an accomplishment we could pick up tips from!

Q:  You have had extensive experience throughout the marketing world, working with companies Xerox, Dell, Cisco, Tennis Canada, etc., how did you get into this business?

A:  Truthfully, in a bit of a round-about way.  I spent most of my early career in the technology sector, in sales and marketing roles, and a lot of partnership and alliance roles as well.  When I was at Cisco, I did a sponsorship deal with Tennis Canada and the Rogers Cup to bring technology in to enhance the fan experience within the Rogers Cup.  While making that connection, I heard that they had a Chief Marketing Officer Role available at Tennis Canada. Having been a Division I tennis player and a passionate player and fan my whole life, I rang up the CEO and said, “I think that’s my dream job”.  After a lengthy interview process, I convinced them that my passion for tennis and my skills that I had as a VP of sales and marketing within the technology sector could easily be transferred to sports, and marrying up the two would be a perfect combination.  Luckily, they agreed!

Q:  What tips do you have for someone trying to enter this business, specifically as a woman?

“If you’re passionate about the industry that you’re working in, you’re going to be a lot more effective.”

A:  One of my tips would be that you don’t necessarily have to have gotten into sports right out of school, that skill sets from other industries can be transferrable into sports, so don’t necessarily rule yourself out because you didn’t start in the industry. I’m a big believer that you should follow your passion. So if you’re passionate about the industry that you’re working in, you’re going to be a lot more effective and it’s not going to seem like work to you.  So that’s the ultimate thing you should be striving for in your life.

Q:  What skills do you value most, and have made you the most valuable to a company?

A:  I think that one of the things that has made me the most valuable is that I had the opportunity early on in my career to be in a lot of different functional areas. I had roles in sales, in marketing, in finance, in pricing, in partnerships, in different geographical areas and in different countries, I had roles in the US and Canada, Western Europe. I think that having a broad spectrum of what you have had experienced in your career just lets you look at any situation and be able to have experiences to bring to bear and be able to problem solve more effectively.  In terms of advice, especially early in your career, the more breadth of experience you can get, the more different types of experiences you can get, the better off you will be later on in your career.

Q:  Where do you see technology going, specifically in the marketing world, any inside scoops on the next way you see technology transforming the marketing world?

“ I think every sport venue is asking the question, “How do I increase revenues via sponsorship? How do I enhance the fan experience?” And technology plays a huge role in answering that.”

A:  Digital transformation is happening in every industry, especially from a sports perspective, which is an area I’m passionate about.  You can see it happening particularly in digital signage, you can make instant purchases from your phones, all types of things.  I think every sport venue is asking the question, “How do I increase revenues via sponsorship? How do I enhance the fan experience?” And technology plays a huge role in answering that. Everybody wants to be more engaged from their phones.  While I was at Aussie Open this year, for example, I put up a hashtag one minute with a picture we took of ourselves, and two minutes later it was up on the big board in Rod Laver Arena.  It’s just amazing.  That obviously enhanced our fan experience.  All the people working in sports are trying to leverage technology to make an impact, and technology literally is playing a big role within every business today in terms of companies reinventing themselves to be more competitive, and in figuring out how to reach their customers more intimately.  Ultimately, companies want and need to leverage technology for good within their industry.

Q:  What sort of challenges do you see coming with that now that it’s a part of every single person’s life so much?

A:  Obviously there are privacy concerns and security concerns, and companies are addressing them as they embrace the technology to give their customers a better experience and increase revenue, but those companies don’t necessarily have a choice. It is inevitable.  It’s coming whether we like it or not, but there is so much more positive that can come from technology if we embrace it. I think one of the challenges is that people are intimidated by it.  They think, “I’m not a technology person, so I don’t understand it” and so they shy away from it, versus, just understanding from a real practical and business sense what it can do for them. And that’s why I am in that business.  I want to help people understand what technology is in their own terms for their own industry and what it means for them and what the positive benefits are.  You don’t have to understand how it works to understand what it does.

Q:  What is the accomplishment you are most proud of to date?

A:  Throughout my life, there are three accomplishments that stand out.  First, making the Penn State tennis team as a walk-on, second, becoming the youngest female Vice-President at Xerox, and third, making the leap to work in sports as the Chief Marketing Officer at Tennis Canada.  All three accomplishments reinforced that I could overcome the odds by taking risks and going after something I really wanted.  

Q:  What’s the best piece of advice you’ve ever received?

“It is the people that push beyond one or two “No’s” to get a “Yes” for what they want to do that are the ones that are successful.

”

A:  I think the best piece of advice is to not take no for an answer when you are going for something that you really want. There are always people that are going to tell you no and stand in your way.  It is the people that push beyond one or two "No’s" to get a "Yes" for what they want to do that are the ones that are successful.

If you could have dinner with 1 person, dead or alive, who would it be?

I would have dinner with Oprah Winfrey. I think what she has done throughout her life is just remarkable and exceptional, and she always seems to take an “I can do anything” approach to life.  She has a super positive attitude and has a way of inspiring others to take that same approach.

Sponsorship Essentials Part 3: Q&A w/ Gareth Roberts, Commercial Director at Edgbaston

By: Claire Lingley

This week in “Sponsorship Essentials”, we reach across the pond to learn a little bit more about the ever-changing sponsorship market in the cricket world. Gareth Roberts is the Commercial Director at Warwickshire County Cricket Club (WCCC) and Edgbaston Stadium, and I spoke with him about his experience in the industry, where the challenges lie, and how he plans to adapt to them. All signs point to big things on the horizon for Gareth and the Edgbaston team.

Q:  You’ve been in this industry for quite some time, and as a result, you have an incredibly diverse background.  You worked with Carlsberg UK for 22 years and in various roles in football following that, so what was it that drew you to cricket and Edgbaston? 

A:  As you say I had 22 fantastic years at Carlsberg UK, building my experience and skills in sales, marketing, sponsorship and communications. Over the last 12 years, I was responsible for developing and implementing the sponsorship strategies for the UK business. Mainly revolving around football and rugby (Union and League) during the early stages but adding a large music portfolio and other properties such as Premier League Darts in the last 3-4 years. But having worked for the Brand owner’s, negotiating and securing rights from the ‘rights holder’, my next natural step was to move to a ‘rights owner’ organization.

Edgbaston had just gone through a major £32M stadium re-development which significantly changed the company dynamics. In simple terms, it went from a county cricket club business, to a year round major sport (stadium) and conference and events business overnight. I saw Edgbaston as a perfect opportunity to use my skills gained at Carlsberg to make a major contribution and make a difference in the ‘new company’.

           **At this point, I was going to ask Gareth how his past experience has helped him today, and he took the words right out of my mouth**

With the significant change in the business following the re-development, new teams and new departments were being created. The Commercial Team I took over was just 2 people with one of those being a student. However, I took this as a real opportunity to shape a new team and create a robust and exciting new structure to take on the challenges of the business at that time and for key future projects.

“ The better the experience, the more likely the customer is to be positive about it and return.”

My commercial background enabled me to introduce strong sales strategies that targeted the core revenue streams from the cricket side of the business.  The immediate and most important area to focus on was the creation of a new CRM programme and a database of customer information. To know who your customer is and what they buy is key to any successful ‘customer led’ organization.

In addition I had to tackle the poor commercial partner programme I inherited. A good understanding of what a brand based business needs to achieve its core objectives became invaluable in putting in place a strong commercial partner programme. With very few partners secured, it was important to create a target list, a hierarchy structure and confirm the inventory of rights and properties that would be attractive to any company, in any brand sector. My sales background then made it easier to produce sales pitches that matched our products and brands to commercial organizations and then secure via simple sales strategies. The success is proven as we now hold nearly 40 commercial partners at an annual income of over £1M.  

My media relations role at Carlsberg taught me how to use the media to drive benefits for the brand and on some occasions either promote or protect the image and reputation of the business. Although the landscape of media has changed dramatically with the inclusion and rise of social media and the Internet, the principles and objectives remain the same. We produced a simple strategy with a few focused objectives and a set of agreed upon and relevant ‘key messages’. As we became more fluent and covered more areas of cricket and the business, we then started to develop opportunities via the growing social media channels and produced new up to date website platforms to give our customer easier access to information and content and also an easy option to buy.

We were the first to break out our websites in to 3 bespoke products, to cater for 3 different groups; 1) Edgbaston.com – for those who came to the stadium for international matches and conference events; 2) WarwickshireCCC.com – for our members and those interested in the County Team and the competitions, and finally 3) BirminghamBears.com – a unique and bespoke site for all those interested in the growing format of T20.

Q:  You mentioned social media and also the more traditional media, i.e. newspapers, radio, etc.  How do you balance bringing in new audiences and appealing to new crowds, while also ensuring that the older crowds are still getting the same experience that they’ve known, and that has kept them coming back?

“Sending the right message to the right person at the best time for them to receive and react positively is absolutely key to achieving immediate action from the customer. ”

A:  Cricket has a number of different demographic groups, mainly due to its history and three different formats of the game. The county and test match formats still have a very traditional following so we still use a lot of traditional media in newspapers, radio and TV. However as this generation gets older more social and digital media will start to come through. The more exciting and vibrant formats of the game, commonly referred to as ‘white ball’ cricket, are certainly the future and are vital in attracting new audiences. The new fan is content savvy and content hungry.  If we want to attract them to cricket we need to create impactful, dynamic and visual content. To ensure Edgbaston can deliver, I introduced a Digital Content team 18 months ago to produce relevant designs and videos, etc., that can be used in various communications across the Internet and all social media channels. This vibrant and exciting content has proven to be a huge success in particular across the Birminghambears.com site. With the striking American style logo supported by more fun, informal and relevant content, this site caters for the cricket fan who loves T20, loves the match day experience and thrives for visually simple and fun content

It seems obvious, but in communicating with our various groups, sending the right message to the right person at the best time for them to receive and react positively, is absolutely key to achieving immediate action from that customer. This, combined with a very interesting and relevant piece of content, will deliver results.

Q:  What does the future hold for Edgbaston, and what challenges come along with that?

 A:  We’ve got a lot of exciting plans at Edgbaston over the next 3 years.  Already signed off is the construction of 390 new apartments on the adjacent land to the stadium. As part of this new development, a new plaza will be created that will also include café bars and leisure outlets that will not only service the new residents but will be fantastic draw for match days at the stadium. In summary, we are creating a new centre for Edgbaston and a year round destination.

Another major project up and running is our Connectivity and Digitalization Project, which is designed to transform the stadium inside and out by using LED and digital structures. In the stadium bowl, our aim is to install LED perimeter signage on a permanent basis, plus a huge digital screen that would include the scoreboard, video replay and various other options that would allow customer engagement, i.e. live twitter feeds. This really would significantly increase the customers in bowl experience and entertainment levels. Around the rest of the stadium we are looking to add digital tariff at all bars, more screens that show the match live and additional screens for both customer information and potential partner advertising. The Connectivity part of the project is to ensure the digital properties all ‘talk’ to each other and therefore deliver the best stadium experience possible.   The better the experience the more likely the customer is to be positive about it and return.

The day to day business remains imperative and as important as ever. We will still continue to drive ticket sales and strive to achieve capacity crowds on all occasions. As these can be up to 40% of the company revenues, they have to be delivered to create strong foundations on which to build and gain surplus funds that can be re-invested in projects.   Matches, (like the Ashes) are the best to have in the portfolio, as the demand for these are extremely high and you can implement a sales strategy with a pricing structure that truly maximizes the revenue opportunity. T20 Finals Day is a new property that is reaching the same heights as the Ashes and is securing over £1M ticket revenue for one day of cricket. However, this competition may be challenged with the introduction of the new domestic T20 tournament that will begin in 2020. This is based on The Big Bash in Australia which has seen huge success and year on year growth over the last 4 years. This is also a fantastic opportunity! If we are confirmed as a venue to host one of the eight city-based teams, our initial challenge is to once again produce capacity crowds and strong customer experience.  This is is a major opportunity for us as a stadium and a business, as we will be hosting the best players in the world in a new T20 competition exposed all around the globe.

There are some major challenges ahead but get them right and we will be in a very good place!

Q:  What was the one deal you were the most proud of getting across the finish line?

A:  During my 12 years as Director of Sponsorship at Carlsberg, I would have secured well over £25M worth of sponsorship contracts, from football to rugby and darts to music. I enjoyed the internal brand consultation and customer focus groups that led to the Holsten Darts Premier League sponsorship and the securing of the Rugby Football League naming sponsorship (Tetley’s Super League) during my time. But I would probably say that the one I was most proud of was the English Football Association contracts, renegotiated twice over a 5-year period, with a value of around £8M.

As the deal included sponsorship properties from grass roots football all the way to the England Team and also included the new Wembley Stadium, I knew how important this partnership was to the business and the connection with the Carlsberg brand. In simple terms wherever England were playing, each regional team (Carlsberg global) had the opportunity to create related and associated sales and marketing campaigns. Every World Cup and every Euro Championship gave Carlsberg an exclusive period of opportunity to drive sales across both existing and new customers, using the England sponsorship at the centre. It gave access to the players, the (football) venues and to client entertainment that was only available via the Carlsberg relationship. For example, one of my last events and client activity was taking a group of CEO’s to the World Cup in South Africa in 2010. This was for a full week, taking in the England v USA group game but also a full programme of daily ‘entertainment’ – what an amazing trip that was for some of the top Carlsberg customers (and of course for me).

I can confidently say that Carlsberg’s sponsorship of the England FA and Wembley Stadium delivered huge benefits and upsides across all areas of the Carlsberg business.

“Whether I’m speaking to the CEO of a company or I’m speaking to someone at a junior level, it’s all about respect.”

Q:  What’s the best piece of advice you’ve ever received?

A:  Good question.  My father was my role model, always very blunt and very simple, and he always said, “Look, be yourself. Respect everybody from the cleaner all the way to the Chief Exec, they all play a part”.  Whether I’m speaking to the CEO of a company or I’m speaking to someone at a junior level, it’s all about respect. So bringing this to day to day work, business to me is all about building strong and relevant relationships and I believe you still ‘buy off the person’. That’s a philosophy I have used everywhere I have gone and believe it’s been a major contributor to my career success

Q:  If you could have dinner with one person, alive or dead, who would you choose?

A:  This is a very tough question. I have always enjoyed entertainment legends such as (don’t laugh) Sir Bruce Forsyth and Sir Terry Wogan, as they just had this natural ability with people, a warmth an empathy but delivered with a bit cheek and humour. However, I ended up with the legend that is Mohammed Ali. Just an unbelievable talent in his own sport of boxing, and a style and confidence that I don’t believe will ever be matched. He lit up the sport in the ring but also had a huge personality outside, also bringing a lot humour to his ‘brand’ and lifestyle. He was no doubt a huge role model to a huge amount of people but I could imagine also had some very dark and difficult times during his lifetime.

Sponsorship Essentials Part 2: Q&A with Dan Dillon, CMO of Arizona State University

By: Claire Lingley

Dan Dillon is the CMO of Arizona State University with an extensive marketing background in the restaurant and consumer world. In Part 2 of “Sponsorship Essentials”, he speaks towards how he got his start, his experience in this industry, and how ASU is changing the way collegiate properties look at branding and sponsorship. With ASU, it’s not merely a transaction, but a deeper partnership.  Looking at the way ASU’s branding and marketing is going, other universities may want to follow suit.

Q: I understand you got your start in the restaurant/consumer side of the industry.  What drew you to the academic world?

A:  The opportunity at ASU was a unique opportunity. I don’t know if I was as intrigued by the industry as I was intrigued by what’s going on here at ASU, the role that marketing could play, and the role that brand management needed to play in terms of the overall mission of what is trying to be accomplished here. I was persuaded by President Crow (ASU President), that marketing could be a difference maker for the university, that it could add value, and that what he wanted to build was the capacity to do brand management, which is something that wasn’t currently here and available for the university, and quite frankly isn’t prevalent in a lot of universities.

It was the opportunity to do something different, to build something that didn’t exist, and to try and add value to a university that felt like it needed marketing to help it get where it wanted to be.

Q:  What is it about your experience in the restaurant and consumer industry that made President Crow approach you, and has helped you in your position at ASU? 

A:  The principles of marketing apply regardless of sector.  In the case of what my background has that was interesting to President Crow was a lot of variety, so with that variety, there was a belief that I could draw on that experience to solve unique problems at the university, despite not having higher-ed experience.  Quite frankly, the problems that we were trying to solve, or the main issues and opportunities that existed at the university, were getting awareness of, and credit for, a lot of what was going on here in a way that defined the brand, the reputation of the brand, and the quality of the brand.  That’s marketing.  That’s generally trying to impact people’s perceptions of a brand in order to have some favourable outcome.

Enrolling, applying, donating, buying tickets or advocating for the brand or participating in events; those are all outcomes that are impacted by marketing and branding. I think President Crow just looked at my background, and because of the number of categories and sectors I had been in, felt that I had enough of experience to drive those types of favourable outcomes here at the university.

Q:  Speaking towards that, you led the creation of the ASU Enterprise Marketing Hub. Can you speak a little bit towards that? What are your goals with it heading into the New Year and beyond?

A:  I arrived at ASU in 2013.  There wasn’t an enterprise marketing hub function; there wasn’t a centralized marketing department.  There were over 400 people with marketing or communications in their title not reporting into one area, not taking direction from one area, but if we were going to operate as we decided we were, as a branded house, not a house of brands, then it was necessary for somebody to manage the branded house, and that’s ASU.

We quickly came to the conclusion that trying to centralize the marketing intake and getting everybody to listen to one leader or report into one area was culturally going to be difficult to implement.  Rather than to go down that path of a command and control approach, we went with a more consulting approach.

We created the Enterprise Marketing Hub as an internal marketing agency that would provide a select set of services and consulting advice on how to manage and build brands at the school level, and the same time, with the belief that in doing that, we could start to manage and control a little bit more of the look and feel and projection of the ASU brand.  If you were a unit and wanted access to that in the form of research or financial resources, or creative resources, or tools that were being used at the enterprise level, then you had to agree to follow some governance and follow some guidance, and that’s a franchised model.  You’ve got the benefit of being a part of a larger organization, but in return, you have to follow and adhere to some guidelines and principles that we were trying to put into place.

The Enterprise Marketing hub has continued to evolve into a stronger unit because of this franchised model approach. 

Q:  Have you experienced difficulty in convincing outside brands joining in to invest in the University outside of the traditional Athletics-focused sponsorship? 

“Later in your career, you’re going to be as successful as your experiences that got you there.”

A:  We’ve changed the model to more of a partnership model.  Sponsors, yes, they get the ability to brand physical assets or put signs up in our stadiums, but we’ve also made ourselves more accessible from other areas of interest other than just building brand awareness through signage. 

So in talking to Adidas, or Coke, or Starbucks, or Mayo, or all these different brands that we are partnering with, what we’re offering is a deeper relationship than just a transaction, whereby you give us a sponsorship check and we give you a certain amount of signage in our athletics venues.  Instead, we are co-founding research and giving these brands access to either our alumni or our students in ways that are beneficial for them in that they drive their revenue, or drive their brand perceptions, or drive their brand awareness. 

We’ve got ways and assets that are not just about logos on billboards or logos on signs, they are much more sophisticated marketing tools and tactics that we are making available.  And that’s a change in the way that we are approaching sponsorships and partnerships, in that we are trying to build a deeper relationship that isn’t just a transactional one or isn’t just about the more traditional, “Name this building; Name this stadium; Put your name on this sign up here” type stuff, because what we’re finding is that the need of these bigger brands that have large budgets is not necessarily brand awareness. 

You know, Coke putting their logo up all over the stadium doesn’t really help them that much.  What helps them is the ability to create experiences that drive affinity.  Allowing them to create events, and to sponsor events, and to participate with our students and alumni in a unique, memorable, engaging way, provides much more benefit to Coke, both in brand affinity and ultimately revenue, than just putting their logo up on our scoreboard.

Q:  Speaking of that, the ASU-Starbucks partnership, that seems like a really unique relationship, can you give me a short history of how that came to be?

A:  It’s pretty simple and I think it goes to the university and the leadership’s propensity to be innovative and creative and solve problems.  Really simply, President Michael Crow and Howard Schultz were at a foundation gathering that they both are board members on.  In the course of conversation, Howard explained that Starbucks had 150,000+ baristas and over half had started post secondary education but not completed it.  Howard and President Crow both agreed that completing a college degree would not only help the individual but also Starbucks.

President Crow gathered a group of us at the university and said, “Okay, how are we going to design a program that enables Starbucks to be able to offer this?”

His desire was to offer the opportunity to get a college degree for free, as long as you’re an employee at Starbucks working more than 20 hours a week, and so we designed a program in such a way that Starbucks could afford to offer that benefit to their employees, and their employees could get high quality degree options available online and be able to complete their degree.  In the beginning, it was complete their degree, and we since have evolved to actually obtain a degree.  Even if you haven’t started, even if you’re a first-time freshman, you still can take advantage of that benefit: as long as you are working 20 hours a week at Starbucks, you can take an ASU-Online program, enter your degree and obtain it.

Q:  Going to switch gears just a little bit here, what is the best piece of advice that you’ve ever received?

A:  Early, early, early on in my career, it was get as much different experience as you can and in as many different places, brands, and companies.  Don’t ever say no to opportunities.  Fundamentally, this was unique advice at a time where people were starting at companies and staying for 30 years.  Getting a lot of experience at a lot of different places, or getting to a place that offers you a lot of experiences, doesn’t necessarily mean that you have to move companies, but it’s important to seek out those opportunities so that later in life you’ve got a wide variety of experiences to draw from to help solve problems and create opportunities.

Later in your career, you’re going to be as successful as your experiences that got you there.

Q:  If you could have dinner with one person, dead or alive, who would it be?

A:  That’s a tough one. You know it’s funny, my wife would say this, I am not star struck or enamoured by individuals per say, I find a lot of people really very interesting in very unique ways, but if I had the opportunity to have dinner with anybody, and it sounds really silly, I’d rather go out to dinner with my dad than someone I don’t know.  Primarily, because I find him to be more interesting than a lot of people who I go out to dinner with. 

Dad, if you are reading this, I’d say the same thing!

Sponsorship Essentials: Q&A w/ Thomas Wills, CEO of BWA

By: Claire Lingley 

Thomas Wills is the President and CEO of Bonham/Wills & Associates.  By 30, he was heading up one of the bigger players in the sponsorship, valuation, and negotiating world.  Today, in part one in our series, "Sponsorship Essentials", he sits down with us and lends us valuable insight into the sponsorship and naming rights industry, (all done in 10 minutes or less).  

Q:  How did you get into this business?

A:  Out of university I had the unique opportunity to work with an industry professional, that being Dean Bonham, who has been a titan in the naming rights world for the last 30 years.   He brought me on to work on 2 projects, one of which being a project in Ottawa and the other with the University of Pittsburgh.  And really, it just grew organically from there.  Although my background was medical sciences, I was able to use a lot of the process information that I learnt during my studies in our valuation and analysis system.

Q:  Any advice for someone trying to enter the business?

A:  Know your market, and understand that it is a business and that it is not just sports.  A lot of people enter the sports industry with the idea they are going to be working in player personnel.  At the end of the day, that is not the case.  This is marketing, this is sales, this is a business.

Q:  BWA specializes in negotiations, any tips for when you’re entering the room?

A:  Listen.

Q:  Anything else?

A:  Keep listening!  Also, it is key to understand from the onset of any negotiation that the most successful negotiation is one in which both parties leave satisfied.  You will not have continued success in this industry if you try to have one over on the opposing party.  Finding the best, fair, and most creative solution is always the goal. 

Q:  Where do you see naming rights going in the next 5 years?

A:  In 2013, we predicted that naming rights were going to spike in 2018 through 2022.  We still believe this.  And now we have a prediction that naming rights are going to continue to move out of the traditional sports and entertainment venues, and into more cultural and municipal properties. Furthermore, collegiate naming rights are going to increase, with brands expanding their reach with full-bodied packages that interact with students, fans, alumni, etc., enhancing fan experience and further assisting corporations in growing their revenue.  The days of just throwing a corporation's name on the side of the building will soon be behind us.  

Q:  Any inside scoops on untapped markets?  You mentioned cultural and municipal properties, what’s one type of property that you think would be great for naming rights and hasn’t been discovered yet?

A:  I think transit systems are going to peak.  People use these systems every day, and there is a lot of room and potential for naming rights within that industry to grow and expand.  I think corporations are going to integrate their technology and enhance the experience of users on a day-to-day basis, which will in turn drive sales and revenue for that corporation.

Q:  What’s the best piece of advice you’ve ever received?

A:  There’s a saying out there, and I’m not sure how it goes, but I’m a true believer that success is 90% about luck.  The more I work, and the harder I work, the more luck I seem to have. 

Q:  Last question, statement tie or statement socks?

A:  Statement socks.

Credit Unions: The New Player in Naming Rights

The naming rights industry has typically seen its world dominated by the same types of corporations again and again:  automotive corporations, telecommunications corporations, and the big banks, among others. The result is arenas and stadiums across the United States bearing household names that are recognized across the country, and the benefits for both parties involved in those naming rights deals are clear.  Recently, however, a new kind of business has stepped onto the scene and is taking the naming rights world by storm: Credit Unions.  A member-owned financial co-operative, these institutions are created by their members, operated by their members, and owned by their members, and recently, they have entered the naming rights market in a big way.

In 2017 alone, over 10 credit unions across the country signed tremendously lucrative naming rights agreements, and that number is only growing. So, why Credit Unions?  And why, as a Credit Union, would you look to potential naming rights opportunities when considering your next move? Credit Unions are intrinsically community oriented. They are based around ideas of a democratically elected ownership that profits its members. This appeals to many, and that is reflected by the growth that Credit Unions have seen across North America. Yet, Credit Unions must remain true to the beliefs that they are founded on amidst this growth, and naming rights opportunities grant them that opportunity.  By putting their name on arenas and stadiums attended by hundreds of thousands of people within their community every year, not only are Credit Unions increasing their visibility and awareness of their company exponentially, but naming rights deals also offer companies the ability to directly connect with attendees via multiple interactive platforms.  Such interaction builds the relationship with communities that Credit Unions both strive for and rely on.  As Jeff Sermon, CEO of Utah Community Credit Union and one of the main men driving the UCCU Center naming rights deal with the Utah Valley University states, “Our members go to school here, so serving UVU is one way of serving our members”. 

Further, naming rights opportunities open up an entirely new channel to expand Credit Unions’ reach to different generations, specifically Millennials.  This expanded reach can be seen in the partnerships struck between Credit Unions and collegiate arenas across the nation.  For instance, CFE Federal Credit Union Arena (CFE Arena), located on the University of Central Florida campus and home to the one of the largest student population in the nation, is a prime example of the effect that naming rights can have on a Credit Union.  Home to the UCF Knights, this 10,000 seats sports and entertainment arena has transformed the reach of the CFE Federal Credit Union.  As stated by Michael Ferreer, former director of marketing for CFEFCU, the effect of this naming rights partnership on CFEFCU was immense, “These branches acquired 629 new households, resulting in more than $1.5 million in deposits and $1.6 million in loans with an annual retention rate of over 87%... an important measurement for our efforts in targeting young members for lifelong relationships”. 

SECU Arena of Towson University saw a similar result for its naming rights partner, the State Employees Credit Union. Carmen Mirabile, former VP of Marketing stated, “As an organization, our commitment to our members is to ensure that we provide them with the best banking products and services.  We can only continue to do that by attracting new members.  This partnership significantly enhances our visibility, greatly improving the opportunity to do exactly that… With every event taking place and promoted at SECU arena, we build awareness and attention to our great organization”.

The benefits of naming rights partnerships for Credit Unions are clear, and BWA only sees this trend continuing to grow and expand in the future.  In an ever-competitive market, there are few better ways to establish a business within a community in a way that mutually benefits all partners involved.  Other financial institutions should recognize the steps that Credit Unions are taking to further their reach, and emulate it, if not to be left behind. 

Corporate Sponsorship and School Districts

For years, all across North America, we have seen school district funding fluctuate with the economy.  Loss of programs, overcrowded class rooms and outdated facilities have been just a few of the issues many districts have been facing.  In the early 2000’s, we really stared to see a trend taking off.  The success found for both corporations and school districts through sponsorship has continued to propel like-minded groups to follow suit.  

In the past many have looked at these types of partnerships with skepticism, most worrying about oversaturating our schools with corporate initiatives. As these relationships have become more popular, we have seen a drastic shift in perspective and with this shift has come a rapid increase in benefits for both parties involved and their surrounding communities. 

One of the trendsetting districts to increase revenue through corporate partnerships was a school district in Indiana. “The nonprofit Penn-Harris-Madison Education Foundation has signed deals that will bring the school district, which includes 11 public high schools in Northern Indiana, more than $600,000 in added revenue in the coming years. The district sold off the naming rights to football stadiums, baseball fields and even a music room”. (Chicago Tribune)

There is an undisputable increase in visibility for corporations within this industry and in turn a massive increased local customer base. The ability to tailor involvement and specifically target demographics, corporations are creating new exposure elements implementing more activation, and in turn maximizing brand awareness of products and services. Additionally, the corporation also gets real chance to make a difference by committing much needed funding to help enhance the community in which they serve. 

Back in 2004 Judith Thomas, marketing director for the National Federation of State High School Associations stated: “Corporate involvement at the high school level is about to explode nationwide. It is an unlimited, untapped market and it is in places companies often can’t easily reach (” Pennington”).

 In 2005 When Safeway donated $50,000 to a San Francisco School District after around 200 teachers were laid off, their Public Affairs manager Teena Massingill stated: “Giving back to the community is a pleasure and a responsibility,” (McCollum”).

A lot of times, when partnering with a school district the exposure will extend throughout the high school campus parks and facilities increasing the ability to reach every resident within the district. This creates a real win-win opportunity for quick return on investment.  Beyond the benefits listed above, corporate partners truly get a chance to make a difference by benefiting not only the community but also the students through the creation of scholarships, mentoring programs and increased fundraising efforts/opportunities.  Residence of the community (consumers) will take all of these elements into account when forming opinions about corporate sponsors.

For example, Sweetwater Union High School District, in the San Diego area, has made sponsorship contracts with nearly 300 national and local businesses. This money has gone directly into their sports programs, specifically creating freshman teams and allowed for intramural teams to develop at the middle school level, (“McCollum”).

Moving forward we hope to see this industry trend continue to grow alongside the communities they reside in.

When Sponsors Go Rogue

In our last post, we examined a few instances of brands dealing with the fallout emerging from their sponsored properties falling on the wrong side of law and/or public opinion. This time, let’s take a look at the other side and see what properties do when the brand that’s sponsoring them meets the same fate. 

Northern Rock was the jersey sponsor for Newcastle United from 2003 to 2012. In 2007 the bank had to be bailed out by the UK government after the sub-prime mortgage crisis, the aftermath of which led many to question the ethics of such financial institutions spending public money on sponsorships. The outcry was heightened further when the bank spent £10 million to renew the deal in 2010. The backlash did hurt some of the PR surrounding the club, which at the time was not finding great amounts of success on the pitch. When the bank finally decided to end the deal, the club was left looking for sponsors within a very short time frame considering that jerseys for the new season had to go into manufacturing.

The case with Manchester United was not very different when they had to wear the AIG logo on shirt for an entire season, despite the bank’s reputation suffering massive blows due to the multiple bailouts it was handed by the US government.

Closer to home, NASCAR had to state that they needed more oversight into sponsor selection when the NRA was announced as the naming rights partner for the Sprint Cup event. While the political aspect of this deal is something that we as a sports marketing firm cannot comment on, the fact that the deal was announced mere days after the Sandy Hook massacre was a definite blunder for all parties.

While these incidents demonstrate that sponsor selection can sometimes lead to unhappy fans, sports properties and teams also need to make sure they are financially viable, which thus requires them to often handle situations such as these delicately. The best way to navigate such proverbial minefields is to know and build relationships with their consumers, or in this case, fans. Keeping an active dialogue with the fan community and conducting research are two ways that will help keep fans updated and will give the property enough time to craft their justification for controversial sponsorship decisions.

Surviving a Sports Scandal: Brand Lessons from Past Incidents

Ryan Lochte being dropped by four of his major sponsors makes him the latest in a string of high profile athletes and bodies that have seen premature ends to their sponsorship agreements. Today’s post analyzes some of the incidents from the recent past and looks at some strategies that brands can employ in order to mitigate the damage arising from transgressions from their endorsers.

Starting with the latest story, we at BWA are of the opinion that Speedo’s reaction to the Ryan Lochte controversy was a mastercalss in damage control. Not only did they swiftly drop the swimmer off their roster, they also donated $50,000 of his fee towards the welfare of young children in Brazil. Their quick action helped insulate the brand from any bad PR that might have reached them through the athlete’s off-field antics.

The same can be said about Nike terminating their relationship with Manny Pacquiao for his homophobic comments or for Adidas and Nestle ending their support for the IAAF in response to the doping controversy. By doing this quickly, both brands were able to ensure that consumers all over the world understood what they stood for and how their values do not condone such wrongdoings.

That being said, there have been cases in the past where brands weren’t as trigger happy in breaking up with the endorser in question and in a lot of cases that has had a lot to do with the extent of the offence that was committed. For example, Nike re-signed Michael Vick in 2011 after dropping him when the animal cruelty charges came up. Similarly, Nike has currently suspended, and not ended, its relationship with Maria Sharapova thanks to her suspension with regards to taking performance-enhancing drugs. This demonstrates that the brand does believe that while the tennis player’s actions were unlawful, it also believes in the athlete’s honesty in her statement that her taking the drug was indeed a mistake. Furthermore, brands such as Adidas and Visa put out strong statements with regards to news about the financial irregularities at FIFA. 

When one dives deeper into the reasons by which brands seem to evaluate their damage control strategies, patterns do seem to emerge. For example, Nike dropped Lance Armstrong when he confessed to taking performance-enhancing drugs, however, both Tiger Woods and Wayne Rooney got off easier (with the former experiencing his fee getting halved) when details of their infidelity emerged. This goes to show that the level of offences and whether they are committed on or off the field matters to most brands. 

Another criteria for evaluating a brand’s position in the face of controversy can be looked at by observing the brand’s values. This would explain why Kellog’s did not renew their relationship with Michael Phelps when a picture of him smoking Marijuana emerged back in 2009. However, during that period, Speedo decided to continue their association with Phelps, going to show that a relatively harmless, one time lapse isn’t considered as bad as a one time lapse that almost causes an international incident and tarnishes a country’s reputation.

Perhaps the most the most interesting example comes from Adidas who sponsor FC Barcelona striker Luis Suarez. In last year’s ‘There Will Be Haters’ campaign they referenced the biting incidents that Suarez has had over the years and said that people will always have a dislike for players of his caliber and there will always be some level of name-calling involved. In stark contrast to Adidas’ reaction, one of Suarez’s other sponsors ended his endorsement deal right after his 2014 world cup episode. 

With that, here are some strategies that brands can employ to make sure that they can emerge somewhat unscathed from the situations caused by their endorsers -  

•    Check for brand fit – This means that brands should conduct a thorough examination of the endorser in question, including any past behaviours that might cause backlash with consumers
•    Act Fast – Today’s world is one that requires instant gratification, news travels fast and consumers will look for the brand’s statement as soon as an occurrence is reported. Brands always need to have a say on the matter, even if it means telling consumers “We’re looking into it”.
•    Have an ironclad contract – A contract should be one that includes a moral dilemmas clause, a suspension clause and should not contain front loaded payments. On the other hand, they should have payouts over years and have financial liquidation measures in case the endorser defaults on any commitments.  

San Jose Spartan Stadium Now Named After Credit Union!!!!

http://www.mercurynews.com/bay-area-news/ci_30214706/san-jose-states-spartan-stadium-now-named-after

By Hannah Knowles, hknowles@bayareanewsgroup.com

SAN JOSE -- With its plan to rename Spartan Stadium after a credit union in exchange for $8 million, San Jose State joins a growing number of universities nationwide striking lucrative corporate deals to rebrand athletics facilities.

The partnership, which California State University trustees approved last month, will turn San Jose State University's football and soccer team turf into "CEFCU Stadium — Home of the Spartans," or just "CEFCU Stadium." That's short for Citizens Equity First Credit Union.

While other California schools have entered similar deals for smaller sports centers like basketball arenas, SJSU will be the first NCAA Division I school in the state to sell naming rights for its stadium to a company. San Diego State's football team plays in a stadium named for the tech company Qualcomm, but the school does not own the venue and shares it with a pro team, the San Diego Chargers.

Traditionally, universities name arenas and stadiums after big donors, notable staff or simply after the institution itself, but corporate naming -- ubiquitous among professional sports facilities -- is on the rise among colleges.

"We're constantly looking for corporate partners and sponsorship opportunities, and that's an expanding area only limited by one's imagination," said Gene Bleymaier, SJSU's director of athletics.

CEFCU will give the university $8.6 million to support the SJSU athletics department through scholarships, improvements to facilities and other programs. The payment is spread out over the 15-year agreement, starting this school year with $450,000 and rising annually to adjust for inflation.

SJSU's stadium partnership is part of the school's broader push to find new sources of revenue, both philanthropic and corporate -- not just in athletics but for the university as a whole, said Paul Lanning, vice president of university advancement.

"Universities and colleges are seeking ways to continue to augment constrained budgets," Lanning said. "Public-private partnerships like this one -- they're going to be a very important element of our strategy going forward."

The strategy extends beyond athletics. Recently, SJSU entered a five-year agreement with Cisco Systems worth $1,050,000 to name a laboratory and professorship in the College of Engineering.

Lanning said that the university's budget is in "good shape," having stabilized since a last-minute scramble for budget cuts in 2013. But state funding can't cover all of SJSU's needs, he said, especially as the CSU system grapples with growing demand.

The CEFCU deal, SJSU's largest corporate sponsorship to date, will help restore an aging stadium to top shape with improved concessions and amenities for spectators. It will also help cover new costs in the athletics department caused by a change in NCAA rules last year that meant the university needed to contribute about $1.6 million more per year toward sports scholarships. The NCAA expanded the definition of an athletic scholarship to include travel expenses and other miscellaneous items, which effectively raised the amount of money that schools are allowed to provide their players. Currently, SJSU is tapping general university resources to provide those extra dollars.

SJSU found CEFCU through a third party, a sports consulting company called Bonham/Wills & Associates that specializes in naming deals. CEFCU has been a lower-level Spartan Stadium sponsor since 2011, one of over 100 sponsors at various levels throughout the entire SJSU athletics department.

While some cash-strapped colleges have embraced brand names from AT&T to Papa Johns for their stadiums, other universities have shied away from the corporate trend and turned down millions of dollars. In 2007, shortly after University of Minnesota debuted TCF Bank Stadium in return for $35 million, officials at Notre Dame University and Michigan State University told Sports Business Daily that they would not follow suit and wanted to maintain a strictly collegiate image.

Other schools in Bay Area feel similarly. Stanford avoids corporate signage for its sports venues. Santa Clara University has none either. UC Berkeley has no plans to sell naming rights to Memorial Stadium, even as it struggles with debt after spending $321 million to upgrade the venue, which a study deemed unfit to weather earthquakes. A school spokesperson said that the Memorial Stadium name is "essential to the history and traditions of the university."

However, UC Berkeley welcomed a corporate sponsorship similar to SJSU's in 2013, a year after completing the stadium renovation. The school made a 15-year, $18 million deal to rename the playing field inside the stadium after Kabam, a video game company with three UC Berkeley alumni among its cofounders.

SJSU will debut the new name at its first home football game Sept. 10 against Portland State.

Some worry that SJSU's stadium name change will undermine the Spartan tradition.

"We take pride in where we went to school, and when you start seeing names that really do not go with the university, I think it takes away from the teams," said Judy Najero ,who graduated from SJSU in 2004 and works in San Jose. "I think you're going more toward the dollars than the education or what makes up the Spartan community, which is the alumni, the students and the staff."

Bleymaier said that the athletics department weighed these concerns but believes the sponsorship will only enhance the sports program And, as Lanning pointed out, the stadium's official title still includes "Home of the Spartans."

"We understood that change can be difficult," Bleymaier said. "But looking at the environment and the need to generate new money is not something that's new to colleges."

Value of Big Data Analytics

The first companies to experiment with Big Data are household names within the e-com world. Initially small scale projects were developed by the likes of Google, LinkedIn and E-Bay to improve analytic models on a trial basis. They used these trials to identify how and if they could make improvements based on introducing new data sources. Since the beginning, there has been backlash questioning ethics, but over the last decade this type of data collecting has become increasingly popular and gained mainstream acceptance among all sorts of companies and organisations worldwide. 

Data collection, whether it be during a sporting event at a venue, at a train station, a local Wifi spot, coffee shop, convention, airport, museum… ( the list can truly go on) there are markets that can benefit from this data. Anywhere a consumer is using a Wifi system, there is an underlying opportunity. Because of the massive growth within this industry we have followed the success of Big Data companies such as Hadoop.  This is an extension of Apache Software, it was launched only 4 years ago but is a clear front runner within the Big Data world.  Hadoop splits files into large blocks and distributes them across nodes in a cluster. To process data, Hadoop transfers package code for nodes to process in parallel based on the data that needs to be processed. Packages are then processed efficiently and the appropriate data distributed to their customers. Cost reduction is a large benefit across the board for companies that choose to align with this type of large software and data distribution. Some examples of popular companies who have partnered with the Hadoop are Wells Fargo and Citi Bank, to name a few.

Another benefit these companies have seen through Hadoop, is that decision making has become more accurate and efficient. Tom Davenport the llA Director of Research, Harvard professor and Senior Adviser to Deloitte Analytics has conducted many studies in the field. Case study below.
“Caesars, a leading gaming company that has long embraced analytics, is now embracing big data analytics for faster decisions. The company has data about its customers from its Total Rewards loyalty program, web click-streams, and real-time play in slot machines. It has traditionally used all those data sources to understand customers, but it has been difficult to integrate and act on them in real time, while the customer is still playing at a slot machine or in the resort.
Caesars has found that if a new customer to its loyalty program has a run of bad luck at the slots, it’s likely that customer will never come back. But if it can present, say, a free meal coupon to that customer while he’s still at the slot machine, he is much more likely to return to the casino later. The key, however, is to do the necessary analysis in real time and present the offer before the customer turns away in disgust with his luck and the machines at which he’s been playing.
In pursuit of this objective, Caesars has acquired Hadoop clusters and commercial analytics software. It has also added some data scientists to its analytics group.” – Tom Davenport Study
This type of data use and results can vary according to the type of organisation, business model and general needs of the company collecting the data.

Another proven benefit of Big Data collecting is that it helps organisations come up with new products and services for consumers.  Companies like Horizon communications who provide high end Wifi systems for stadiums and large venues around the world, now additionally provide customers with a new offering called Captivate. This system offers a way to utilise mobile device data at any location it is installed. To partner with a company like this at a venue you gain multiple levels of data. Even advertisement through the Wifi/Captivate system provides a huge opportunity to corporations and venues alike. 

Companies all around the world have now been utilising this Big Data opportunity to their advantage and this movement continues to build momentum.  As we adjust our focus to this wave of new information, there is no doubt that the potential will only continue to rise. This will continue to effect business on a multitude of levels and speed up the pace in which many have been trying to keep up with for years. We look forward to the continued rise and evolution of Big Data and the innovative ways we can all grow with this trend.

The Olympic Advertising Platform #BeTheFastest

Marketers have been using sporting events to advertise as long as a television has been in living rooms around the world.  There are more and more events going on every year, providing a great platform for this continued practice.  One of the most coveted events on a global scale is of coarse one of the oldest and only takes place every 4 years, thus creating even more anticipation and excitement leading up with a big count down.  The 2016 Olympic Games.

Marketers worldwide have a chance to use this global build up to their advantage when it comes to advertising.  With 207 countries participating this year and 306 events to take place imagine the multiplications included when it comes to calculating global reach for brands that will be advertising during and leading up the event.  

Emotional connection when creating an advertisement has become increasingly important. As the public consumption has reached an all-time high,  the subconscious has adapted to blocking out many forms of advertising to the point where brand recognition is comparable to breathing for our younger generations.  How often do we really remember the advertisements that we see? What captivates us? Innovation and emotion are the 2 main factors we recognise in Virgin Media's, Usain Bolt add #BeTheFastest below. 

This advertisement uses emotions, excitement, pop culture and pure heart to capture the audience. This is a tastefully done advertisement because as you can see, it is impossible to decipher what brand it is actually for until the very last frame. The audience is captivated by each 9.58 second interval, they do not want to look away, it is so eloquently put together that most would not even realise that it is indeed an advertisement at all.  We recognise and commend Virgin Media on this successful campaign #BeTheFastest. Comment below and let us know your thoughts!

Corporate Sponsorship of Municipal Properties

Over the years, municipal and public facilities such as parks, beaches and sporting facilities have witnessed a decline in government funding which as a result has led to difficulties in conducting maintenance and upkeep.

In order to combat this, properties have historically looked towards donors and more recently, corporate sponsors. This brings up an interesting debate about over-corporatization, with commentators on both sides of the fence making their opinions heard, including prominent personalities like Bill Maher in this video. 

Now, while we won’t comment on the political aspect of this debate (we’re a marketing firm!) what we can comment on is public perception on this issue and how facilities can pursue corporate sponsorship whilst shielding citizens from overt and intrusive branding. On the other side, we think that corporations can benefit immensely from this practice and can increase their presence amongst consumers without being invasive. If done correctly, it can be a win-win for both sides and will keep the general public happy.

To begin with, let us begin be examining how public attitudes towards sponsorship of park facilities has changed. In 2014, IEG published results from a research study conducted by Virginia’s Fairfax county park authority. The key takeaways from the study included perceptions on the kid of facilities that should pursue sponsorship and the overall levels of support/opposition to facilities pursing sponsorship. They are listed as under – 

• Support for sponsorship is high and has increased over the years
• That being said, there are still concerns over commercialization
•  Pursuing sponsorship and Naming Rights deals is considered acceptable depending upon the type of venue/facility 
• Coupons and special offers for park users and logos on publications are appropriate forms of sponsorship activities
•  Of course, the industry categories that are considered appropriate also differ with regards to the type of property. In the case of parks, sporting goods and home and garden categories were considered most appropriate
•  People are for sponsorships if it is eased into and is done tastefully

Although, this study was done on a small scale, the results do show promising signs for corporations. Although tasteful and understated execution of activities may not provide corporations with the same high profile that they receive from sponsoring, lets say a major stadium, what it does provide is a boost in local presence and an unobstructed share of mind, which can prove to be valuable.

As far as the park authorities are concerned, it will help inject much needed funds in a system that, as analysts predict, currently needs $12 billion dollars (in the USA alone) worth of repairs across the board. It doesn’t help that the US Congress set an annual budget of only $2.85 billion this year. While facilities may not be able to raise such high levels of cash from sponsors, it will be a start. They also need to make sure that activation is done right. For example, by putting up North Face branded trail markers in some parks, Virginia is showing how it can be done.

So what is our verdict? We feel that the hyperbole around inappropriate sponsors is a little unjustified and parks and municipal facilities can pursue sponsorship in a successful, yet tasteful way.

BWA has worked with and continues to work with numerous municipal properties in order to help them achieve their sponsorship goals.

Technology Game Changers

We have seen many new industry trends based on rapid technological advances over the last few years. One of the trends the team at BWA has been following through 2015 has been wearable technologies and real- time alalytics.  Over the last few years, leagues have really committed to being a part of the growing trend.   

NBA has partnered with Sport VU.  SVU is a high tech camera system, most commonly hung from above the court, that collects data.  The unique twist to this cutting edge camera system is that it collects data at a rate of 25 times per second, simultaneously following the ball and every player on the court. Sport VU has been installing their system in all NBA arenas since 2013. 

A front runner within the wearable side of technologies is Catapult.  It has been a breakthrough company with major investors like Mark Cuban, and multinational brands Adidas, Reebok and Nike. This micro-sensor (essentially) is currently utilised by over 300 teams around the globe and it provides a more analytical perspective in “real-time”.  When partnered with the visual assistance such as Sport VU. This allows sports scientists access to a full breakdown of the game,  player performance, coordination and a series of algorithms quantifying player interactions generated by the raw data. 

Another company to watch for is Cityzen., who develop smart sportswear such as the sensor-embedded “D-Shirt”.  This phenomenal “Smart Sensing Technology” has been utilised during practice, and has proven to be one of the pioneering garments within this new wave of technology.  This shirt contains textile embedded sensors measuring activity, heart rate respiration posture and more, truly living up to its reputation of being the “textile of the future”.

In 2016 we have a keen eye on whether this rapid data collecting and wearable's  will translate smoothly from training purposes and move toward other subsidiaries of the industry that may benefit from this type of “real time” data.  

Looking heavily at the stats for TV/sports coverage as well as more accurate data for the betting fans, it will surely be a matter of time before the correct deals and agreements are in place allowing extended outlets to capitalise on this new trend.  The benefit from having these stats on hand every second of the game would surely foster more accurate predictions for betters and sports casters alike. Alternative media as well as sponsors may also make a bid for selective data collection that will enhance exposure and fan experience.

Usually, we watch new technologies utilised by a team or league to enhance productivity and conduct sports science studies first. Commonly after this phase, the trend will trickle down to sub categories within the industry. We are looking forward to watching the direction the sports and entertainment world will embrace this cutting edge technology readily available today.

Meeting in the Middle

In sponsorship, no great partnership comes full circle without a very important contract. How do corporations and properties come to the terms of agreement?  

Negotiation

The Negotiation phase is one of the most critical stages when forming a successful partnership.  When you think of the meaning behind Negotiation, some may tend to lean towards the idea of a “win/loose” outcome.  This idea may indeed be relevant in the real estate market, automotive sales or company buyouts/takeovers. But when it comes to creating a long term partnership within the sponsorship realm, no matter what side of the table you are sitting on, it is imperative that the “negotiation process” is a discussion utilized to build the strong foundation needed to support the relationship for years to come.  Unlike buying a car, once the deal is made, in order for both parties to benefit, everyone needs to be moving in the same direction.  Each party is trying to gain and add value symbiotically and simultaneously.

What is so appealing about creating these long standing partnerships, especially within the Sports and Entertainment world, is that the negotiation process can become very creative.  BWA, alongside our partners and clients alike, are consistently pushing the boundaries through innovative offerings strategically specified to the brand/property/deal at hand. We know what is going to benefit not only our clients but the potential partnership as a whole.

Before entering into negotiations you must identify the needs assets and benefits of each individual party.  Contracts can be very long and complicated but the negotiation process should be fairly painless if the partnership is a good fit. Both groups should enter with realistic goals for pricing, planning and lead times. It is also imperative to have a strong understanding of contra vs. cash and what benefits, rewards or downfalls each method/offering may present itself to the corporation or property.

As a sponsor, don’t see the property or opportunity as an original offer or nothing at all.  Seek out opportunities or even create your own, utilizing the information you have. Target markets always come first! What type of impressions are relevant to your target markets?  Are there any additions would you like to make to the offerings that will align with your marketing goals? Do you see any unidentified assets that will add value for your brand?

As a sponsor seeker, It is in best practice to have all assets valued before entering into sales and especially negotiations. Only offer what is relevant to your potential sponsor.  Impressions/assets on properties or during events, if not executed smartly, can cross the line of over kill exposure, the last thing you or your sponsor wants to do is to put off fans/attendees and potential consumers with a bombardment of advertising.  Essentially this type of overexposure at a venue can devaluing both the property and brand.  Get to know your potential partner, identify those specific assets that will apply to their business model/directives and start from there.

The way we see it, is that if you can provide an offering that will help your potential partner achieve a goal, and there is no expense/downfall to you, than in good faith provide every opportunity you can, and expect the same in return. This negotiation and should also leave room for updates and allow the partnership to evolve and grow through the length of the term. Moving and shaking with the rapidly changing industry and environment is essential for long term success. If you develop the right relationship with your partner through the initial negotiation phase, your groups should have no problem moving forward successfully in this ever advancing industry, creating increased brand awareness through sponsorship. 

$$$ Dollar for Dollar $$$

 Viewing sponsorship as a cost-effective method of achieving specific marketing objectives, has been the driving factor behind the dramatic increase in Naming Rights over the last decade. Sponsorship marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. Increasing brand awareness is a primary factor behind a significant sub-trend within the sponsorship industry over the last several years. It has been proven that "Dollar for Dollar" Naming Rights is the best investment a corporation can make.

Corporate Benefits

• Enormous brand exposure
• Strong connection to iconic civic facility
• Demonstrate commitment to community
• Increase sales through direct access to property's audience and prime hospitality opportunities
• Ability to target specific demographic groups/audience
• Credibility (sponsorships have greater credibility than straight advertising)
• Interactive marketing platform

Property Benefits

• Generate immediate and annual revenue
• Build image/profile of property through linkage with prestigious corporate entity
• Create marketing synergies for an expanded marketing reach
• Eliminate various line-item expenses

General Naming Rights Benefits

• Impactfull branding exposure
• A prestigious association with the property and its tenants
• the ability to rise above the advertising clutter normally associated with sports and entertainment properties
• The opportunity to pre-empt a company's competition from an association with the property 
• The potential for lucrative direct and indirect business relationships 

Naming rights occupy the highest point on the sponsorship pyramid and typically carry with them a number of major benefits for all parties included. This is why we will continue to see these investments increase across industry categories, sports and entertainment venues, events and properties around the globe. 

Naming Rights, A Trip Down Memory Lane.....

Though the origin of naming rights may be debated, certainly a watershed moment in their development was the 1972-73 naming rights agreement between Rich Products, a Buffalo food manufacturer, and Erie County which enabled the former to put its name on a new football stadium in Orchard Park, New York, the home of the National Football League’s Buffalo Bills. The agreement called for Rich Foods to pay $1.5 million over 25 years in exchange for signage at the stadium and a commercial association with the franchise.

The naming rights phenomenon continued in northern New York when Carrier Corporation, a maker of heating, ventilation, and air-conditioning equipment and refrigeration systems, concluded an agreement with Syracuse University in 1979 to name the school’s new athletic facility. Then, in 1986, Pilot Air Freight purchased the naming rights from the City of Buffalo for the new stadium that housed the Buffalo Bisons, a minor league baseball team.

About this same time, California-based Arco Oil bought the naming rights to the new arena in Sacramento that would be home (Arco Arena) for the Sacramento Kings of the National Basketball Association. In 1988, Great Western Bank became the first company to re-name a facility, theForum in Los Angeles, which was then the home court of the Los Angeles Lakers.

Interest in naming rights really began to gain steam in the 1990's when a slew of professional facilities, starting with the Target Center in Minneapolis (home of the NBA Minnesota Timberwolves), hastened to adopt corporate monikers. Not surprisingly, the fees associated with these sponsorship's also increased—in some cases dramatically.

In the last 15 years, the corporate interest in naming rights has shown no signs of letting up. Based on the latest public information, there are now 113 naming rights agreements currently in place for major league facilities in North America alone, and more than half of them have been done in the last decade. In addition, there are scores of naming rights deals for minor league and collegiate facilities, convention centers, amphitheaters, theaters, even high school stadiums.