From the Field of Marketing Cartoon: Rio in the rearview From The Executive Editor: Ivan Pollard How you see it: Esports not sports From The Executive Editor: Summer of ’16 Cartoon: Corner office Sutton Impact: Dogs love baseball Dream job x2: Exec moonlights on the air Cartoon: Olympic spotlight Ecological lessons from Rio
SBJ/Aug. 12-18, 2013/Opinion
Industry standouts lead sports into new era of decision-making
Published August 12, 2013, Page 12
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“This is all you need to know,” he explained. “What we did last year on this date and what the weather was like.” Despite evidence to the contrary, I lost that argument, but my bewilderment regarding the lack of openness to research, along with the perception that I was just an academic, stayed with me for some time.
I was determined to change that perception. I left academics for a time to work at DelWilber & Associates, a sports marketing firm where we developed a computerized data-collection system in the early 1990s called RAPS — the Rapid Audience Profile System. The system allowed us to analyze the data on-site immediately after the day’s activities had ended. For our client Mazda, we were able to show that the demographic composition of the audience at a golf or tennis event varies significantly depending upon the day of the week. Thus, we convinced them to change the car displays each night to have more age-, gender- and household income-appropriate models in place for the next day, instead of the same display. It was a big step because it demonstrated the value in collecting data and using it to make business decisions.
|Morey brought analytics to the court and boardroom.
Morey added, “The overwhelming success of analytics to improve decision-making in financial services, consumer products, etc., is finally being applied to sports. Sports are late to this party. Baseball proved the model, and success in basketball will likely be next.”
An MIT graduate and adjunct professor, Morey also is the co-founder of the annual Sloan Sports Analytics Conference at MIT. This conference has grown dramatically and serves as the nexus point for academics, students and practitioners to come together, learn new approaches and possibilities and share best practices. It is without question the best interaction and sharing between the real world and academics and their research that I’ve seen.
|Anthony Perez (far left) leads Orlando’s research team.
According to Perez, “Our primary objective is to help the organization make strategic, data-driven decisions that maximize business performance and efficiency. We work with every department to do that, from corporate partnerships to ticket sales to marketing. This requires thinking about how we can enhance the customer experience. How do we deliver a more personalized, relevant experience to every customer? We use data and analytics to help us understand that challenge, and a variety of technologies to help us deliver on it.”
Anther individual who has been hugely responsible for the growth of sports analytics is researcher, author and consultant Rich Luker. He created the ESPN Sports Poll in 1994 as the first dedicated intelligence service reporting on American consumers’ interests and activities and economic trends related to the impact of sports in our culture. Luker gives meaning to research and statistics that is easily understood. Luker’s insights, particularly in the areas of consumer behavior and customer profiling, are easily applied and encourage the user to dig deeper and learn more.
Mark McCormack, in his book “Staying Street Smart in the Internet Age,” cautions against abandoning relationship marketing in favor of technology. He emphasizes that technology and information are tools that enhance the sales and marketing process.
So where are we going, or where should we be going in the area of sports analytics and data-driven decision-making?
■ All sports business academic programs should restructure their curriculum to include courses in analytics and data mining (one of the first things we did in developing the program at USF).
■ Sports organizations should invest in hiring individuals to analyze data, trends and operations to improve performance, efficiency and financial optimization (this is not a one-person hire).
■ Seek out best practices from other organizations to help secure resources to justify and implement a comprehensive data-driven decision-making process.
■ Embrace the art of doing business along with the science of how you should do business.
Bill Sutton (firstname.lastname@example.org) is the founding director of the sport and entertainment business management MBA at the University of South Florida, and principal of Bill Sutton & Associates. Follow him on Twitter @Sutton_Impact.