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SBD Global/September 7, 2012/Leagues and Governing Bodies

Beko-BBL CEO Jan Pommer Charts Course For German Basketball League

Germany's top-flight basketball league, the Beko Basketball Bundesliga (Beko-BBL), is coming off a very successful '11-12 season. It set a new attendance record with more than 1.3 million fans attending the 306 league games. The league acquired a second TV partner in the offseason, and with Bayern Munich has a club that is known around the globe. Beko-BBL CEO Jan Pommer took time to talk with SBD Global Staff Writer HJ Mai about the upcoming season and the future of the league.

Q:
The Beko-BBL was able to extend its broadcasting-rights deal with free-to-air TV channel Sport1, and in addition acquired kabel eins as a second free-to-air TV channel. What are your expectations for the new partnership with kabel eins?
Jan Pommer:
First of all, we are very happy that we were able to acquire a second free-to-air TV channel. The circumstance of two TV channels providing live coverage of the Beko BBL is unprecedented and simply proves the appeal of our product. 

Q:
The BBL set a new attendance record last season. How do you see the future development in this area, and what does the league do to draw more fans?
Pommer:
We are very confident that this trend will continue due to the league’s exciting and very balanced competition. In addition, there are various new arenas in construction or in planning. EWE Baskets Oldenburg will move into a new 6,000 seat arena in April; Würzburg will get a new state-of-art facility in the near future. We also work closely with the clubs to develop strategies to increase the current capacity utilization of 85%. This includes ticketing and pricing workshops as well as promotion events on game days. As to that we are currently evaluating what fans want and how we can optimize the fan experience.

Q: Football is by far the most popular sport in Germany. The BBL competes with the German Hockey League (DEL) and the German Handball Bundesliga for the second place. How do you see your chances in regards to this, and how can the BBL separate itself from the other two?
Pommer: Although hockey, handball and basketball are competing with one another, the leagues have a very good relationship with each other. Obviously, we keep an eye on the other leagues and take note of what they do. However, we focus on our product and how we can make it better. We have recorded a steady growth due to our forward thinking approach.

Q: Europe’s best basketball league is the Spanish ACB. In your personal opinion, how does the BBL fare in comparison to the ACB? And how do you want to close the gap in regards to quality and economic profitability?
Pommer:
We are closing in on the ACB. In regards to attendance numbers, we are the clear No. 2, and we will continue to close the margin. As to clubs' budgets, Beko BBL teams are on a solid and steady ground. The reason for it is our licensing process, which has become a role model in European basketball. I’m eager to see, if the Spanish clubs will be able to keep spending vast amounts of money.

Q: What are the league’s short-term and long-term goals?
Pommer:
Our long-term goal is to be the best basketball league in Europe by 2020. This is formulated in our guidelines and based on indicators such as budget, attendance numbers, TV coverage and int’l success. In the short term, we simply want to build on our current success. This includes as much success as possible in European club competitions. We certainly have room to improve in this category.

Q:
What economic developments do you pay close attention to?
Pommer:
Partnerships and sponsorships gain more and more importance. A sponsorship or partnership has become way more than just another communication tool for sponsors in forms of naming rights or ad space. The partners see themselves as part of the sport. Due to this trend we try to incorporate our partners in our content and work closely with them to find individual solutions. This also includes social media. The direct communication with fans via Facebook and Twitter is drastically increasing and will shape communication behaviors for years to come. The big challenge will be to take advantage of it and make it profitable.

Q: What are, in your personal opinion, the three biggest developments in sports business?
Pommer: The continuous professionalization of sports, the increased importance of sports as a communication tool and the change in social media.

Q: What is the biggest challenge the BBL will face?
Pommer: To continue our chosen path, which we took together with the clubs, through rigorous, consistent and meticulous work, so we will keep growing.

Q: In which area do you see the league’s biggest growth potential?
Pommer: In the area of media rights. The market has changed drastically over the last few years and will continue to do so because the media landscape is in constant change. More players mean more options. Also important is that broadcasting rights are not limited to TV’s any longer. Fans now watch basketball online or on a mobile app. This market has a huge potential, which we have to utilize.

Q: What are your favorite websites and apps?
Pommer: I regularly visit our league-owned websites Beko-BBL.de and Beko-BBL.tv, which I both highly recommend. In addition, I consistently use our free app iBBL. I also use the Sport1, Sport Bild and Bild apps to stay updated on the world of sports. Another tremendous app is iliga – hier schlägt das Fußballherz höher (iliga – here beats the football heart higher).

Q: The development of which company/league do you follow very closely and with great interest?
Pommer: The Euroleague and the NBA are two benchmark leagues that we follow with great interest. We also take a look at other basketball leagues in order to avoid their mistakes and locate their areas of success. Naturally, we keep an eye on the development of our naming-rights partner Beko, as well as other companies that have a great deal of influence despite a limited budget. Last but not least, we stay up to date on classic sport sponsors such as Deutsche Telekom AG, adidas, etc.

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