SBJ: Keeping it rolling SBD: SEC Network Secures Carriage Deal With Comcast SBJ: Race team brings own cook SBG: Van Gaal Demands Pitch Improvements SBG: Sports Direct's Ashley Walks Away SBD: D-League President Leaving To Join Facebook SBJ: For sponsor, ‘This is our biggest ticket’ SBD: SBJ/SBD Seek Hockey/Soccer Beat Writer SBD: WEEI-FM Host Rants About Erin Andrews SBG: Özil Donates WC Money To Brazil Children
June 3, 2014 03:02 PM
The Stanley Cup Final beginning tomorrow features the Rangers-Kings, a matchup of the two biggest media markets in the U.S. that has created significant buzz. ESPN's Dan Le Batard said, "I really feel bad for hockey because the hockey playoffs again have been better than the basketball playoffs and what the Kings are doing is totally ridiculous (with) three Game Seven wins on the road over the teams they've beaten, top seven in the league”("Highly Questionable," ESPN2, 6/2). N.Y. Daily News’ Bob Raissman, on interest in the Stanley Cup Final: “The test that will give you an indication is the ratings put up against the NBA Finals” (“Daily News Live," SNY, 6/2). Modell's CEO Mitch Modell said, "We've sold more Ranger merchandise in the last three weeks than we did the last ten years combined” (“After The Bell,” Fox Business, 6/2).
CAVALIER THINKING: FS1's Donny Marshall said of Japanese soccer club Omiya Ardija using cardboard cutouts so it appears as if more people are in the stands, "I wish they had done that when I played for the Cavaliers" ("Fox Sports Live," FS1, 6/3).
SHORT STROKE: ESPN's Keith Olbermann said of talk about changing the Clippers name," The idea that the name Clippers is permanently tainted with racism just because [Donald] Sterling is, is not just a broad-brush, shallow thinking overreaction worthy of, well, Don Sterling, but it demeans those cases in which the team name itself connotes racism” ("Olbermann," ESPN2, 6/2).
GIVE A LITTLE BIT: PFT's Mike Florio, on an NFL franchise moving to Los Angeles: “I think the NFL likes to keep the idea alive that L.A. is viable even if it isn’t. It allows owners in various cities to squeeze a little bit of the money out of public coffers in order to get new stadiums, under the threat, subtle or otherwise, that they’re going to move to L.A.” (“PFT,” NBCSN, 6/2).
June 2, 2014 03:17 PM
Former Microsoft CEO Steve Ballmer’s $2B bid to buy the Clippers has remained a big topic of conversation through the weekend. ESPN’s Tony Kornheiser said of the selling price: “If I owned any team in the league at the moment, I would have to think about selling it” (“PTI,” ESPN, 5/30). CNBC's Robert Frank said of the Clippers purchase price, “This is Steve Ballmer just saying, 'I don't care what it takes.' This is a lights-out bid that no one else will rationally ever touch" ("Closing Bell," CNBC, 5/30). N.Y. Daily News’ Mike Lupica, on Clippers Owner Donald Sterling: “Being the most famous bigot in America doesn’t turn out to be nearly as bad for business as one would have thought” (“The Sports Reporters,” ESPN, 6/1).
May 30, 2014 07:08 PM
Driving Innovation and Technology
Tony Erickson, HP Enterprise Services
Brett Jewkes, NASCAR
In 2011, Jewkes said, France understood that “there was so much content and volume of conversation about our sport, but no good way to capitalize on it.” France wanted something that would “be able to capture and understand the conversation quickly,” turn around data and push it to partners, and help “change the conversation around NASCAR as a place for technology to play.”After going through an RFP process that led to HP, the Fan and Media Engagement Center was built and staffed seven days a week, and now gives NASCAR “an incredible snapshot in time on everything from the quality of the racing to a comment a driver made, or even a bad call we’ve made from the tower, and it has allowed us to react to those things,” Jewkes said. He added that, because of the information gleaned from the Center, NASCAR often decides that the best course if not to react at all, saving a lot of time, expense and effort.
Jewkes, noting that NASCAR is “on pace this year to deliver almost 900 reports to our industry partners,” added: “Probably the biggest surprise in all of this, besides the value we’re able to return back to our partners by having this tool, is that in the world of issues management, it’s been a game changer for us.”
For HP, Erickson said, the Center has changed the perception of the company’s capabilities and market. Erickson: “We’re the largest technology company in the world. We were thought of as a consumer-based company … and we wanted to change that. We wanted to move into telling stories that solved business problems.”
Through the partnership with NASCAR, Erickson said, “we were able to do something that hadn’t been done before. There was no real quantifiable ROI going into this, but now the ROI has been immense coming out of it.”
He said HP has used a marketing campaign around the operation to create “a new face around HP” both in the sports industry and in other industries where companies share some of the same concerns about fan and consumer engagement.
May 30, 2014 05:52 PM
Two of Visa’s top marketing executives walked attendees at the 2014 Intersport Activation Summit through the lessons they learned while creating a marketing campaign around the 2014 Winter Olympics and what they are doing around the World Cup in Brazil.
Andrew Cohen, head of global Olympics sponsorship marketing, and Ricardo Fort, senior vice president of global sponsorship marketing, showed images and ads from both the Sochi Games and from 32 directors who were asked to create 90-second films showing how their country will celebrate the World Cup.
Cohen talked about building a team for the Sochi games to activate around 37 athletes who worked with the company, and starting wit two newsrooms – one in Sochi and one in New York – and distribution channels in time zones and major cities worldwide that could capitalize on results no matter when they happened. “Producers in each market were responsible for distributing content to all of the social media outlets,” Cohen said.
Cohen added that, to be successful at amplifying the brand within social media, Visa focused on several areas, including:
Timing: Making sure that content was available when consumers were engaging with the Games and the athletes.
Relevance: Creating content that worked not only from a timing perspective, but “also within the content we were promoting,” he said. “We had people monitoring to see that athletes and events people were interested in. When (for example) a Canadian story rose to the level of global interest, we were ready.”
Visa also made sure that it had images ready within minutes of any of its athletes competing.
Cohen said the Games were a success by all of the company’s key metrics, citing 28 million engagements, such as retweets, likes and shares; 574 million earned impressions; and an 8.78% engagement rate on Twitter.
Among the lessons learned, he said, is that “digital first is a much. You have to build a strong campaign in digital, and, more importantly, you can succeed exclusively in digital.”
Fort then focused on how those lessons are being applied to the company’s work around the World Cup, noting that though “few countries are as different as Russia and Brazil,” some things are the same, such as people “consuming sports the same way.” In both cases, he said, Visa will use the event as an amplifier for the company’s message.
One big difference in the marketing around the events is the use of individual athletes for Sochi, but not for the World Cup. “It is impossible to tell the Olympic story without athletes,” said Fort. Cohen: “But the World Cup is more more nationalistic. You can tell a country’s story through a team as opposed to a specific athlete. By aligning yourself with the passion of consumers, you’re going to get them more engaged. If they are engaged and aware of our sponsorship, they are much better consumers than people who are not engaged and aware.”
May 30, 2014 04:42 PM
The Future of Sports Sponsorship
Chuck Browning, Farmers Insurance Group
Tim Collins, Wells Fargo
Dan Jones, Intersport
Alex Kaplan, DirecTV
Brian Oliver, PGA Tour
For example, Farmers Insurance tapped golfer Rickie Fowler to use social media last year to reach out to people in his home state of Oklahoma after a tornado leveled large parts of Moore, Okla. Farmers identified a boy who saved his dogs from the storm but lost his golf clubs and had Fowler meet with the boy and give him a new set of clubs. It tied that back to an appearance by the company’s CEO in the area signing claims. “We used the celebrity of Rickie bridging to what it is we do,” said Chuck Browning, head of sponsorships, events and corporate giving for Farmers Insurance.
PGA Tour vice president Brian Oliver pointed to a social media campaign the property’s sponsor MasterCard did around the Arnold Palmer Invitational earlier this year as an example of an effective social media activation. MasterCard created the hashtag #PricelessGolf and offered rewards to customers who tweeted it, including rebates on apparel and a meet-and-greet with Palmer. “It was a unique way of using social media plus onsite benefits to reward cardholders,” Oliver said.
DirecTV last year took a different approach to tap into the power of social media. The company created a viral rap video featuring the Manning brothers. The video was shared across social media platforms by consumers and more than 10 million viewed it. “That was promoted through viral social and mobile channels,” said Alex Kaplan, vice president of marketing for DirecTV. “It was designed to have people watch on their phone. It worked for us. We had two times as many people watch through our mobile app as we did the year before.”
Wells Fargo has taken a different approach to harness the power of mobile and social in its activation. It created a QR code on a point-of-sale poster for an affinity card featuring the Mexican national soccer team crest. Wells Fargo senior vice president Tim Collins said that the number of people using the QR code to request the affinity card had been overwhelming. “They just want this,” Collins said. “We’re putting out content they want instead of just creating advertising.”
There were a host of other topics discussed during the 45-minute panel, including Steve Ballmer’s $2 billion offer for the Clippers, Farmer’s naming rights deal for the yet-to-be-built NFL stadium in Los Angeles, and cable and satellite cord cutting.
On Steve Ballmer’s $2 billion offer for the Los Angeles Clippers, Collins said: “It’s evolved to the point where it’s less about the business model and more about the ego.. …I’m concerned as a brand the prices will be jacked up to justify that business model.” Browning added, “In some way we’re all going to pay the piper. A brand’s going to pay the price. A consumer’s going to pay the price. Somehow someway we’re all going to pay something.”
On the Farmer’s Field naming rights deal, Browning said, “We’ve yet to write a check. We’ve had unprecedented media coverage. I’m sure this one will be studied forever and ever. From our position it is as it was designed. We took a risk. We convinced our board to allow us to go get this deal, yet we have some out clauses here. If there’s not a shovel in the ground at a given point in time, we have the ability to walk away. … But I sit here today as optimistic as I was three years ago that football will return to Los Angeles.”
On cord cutting, Kaplan said he wasn’t concerned about the immediate future, but about what will happen in five or 10 years. He added, “What is concerning is there’s a subset of consumers we’re having trouble doing business with today. Those are people just graduating from college. They seem to be OK with a Netflix solution and watching some sports at a bar. … The onus is on the industry to evolve and create lower priced offerings that can compete with Netflix. The good news is sports does keep people in the pay ecosystem. There is some time to figure it out, but it’s going to be a challenge over the next five years.”
May 30, 2014 04:28 PM
Chris Burton, SAP
Emilio Collins, NBA
Maria Dincel, Cisco
Steve Gaffney, Sprint
ONUS ON OWNERS? The common thread between the three brands’ initiatives is the need for teams’ facilities to be equipped with the latest technological infrastructure. Dincel and Burton both pointed to team owners to keep the in-arena experience moving forward. Dincel: “We need the teams and the owners to take that next leap of faith and to invest in that. The NBA is an advocate and evangelizes best practices for the teams. ... We need to get them past that threshold. It’s a must-have. ... Now it’s a demand. It has to be. We need to get everyone on the same playing field. ... Everyone’s got to step up and play the game or they’re going to lose ticket sales.” Burton: “It really does start with the ownership because they look at the profit-loss statements and say, ‘Do we make this investment? Do we go paperless? Do we have the bandwidth?’ ... You have to have the connectivity. It’s the connectivity, it’s the infrastructure ... and there has to be one digital experience when you get into these venues.” NBA Exec VP/Global Marketing Partnerships Emilio Collins said that there is no need for the league to push its teams to stay on the cutting edge. Collins: “Fans are really using it, they’re demanding it and it will continue to grow. ... We don’t have to tell our owners what they have to do. They know what they have to do to continue to advance the fan experience.” Gaffney: “If you create a single experience, you set an expectation. And that experience has to be duplicated, replicated every other time that individual encounters or engages in that game experience. So if I go to Barclay’s and I have an amazing experience – great Wi-Fi, great connectivity, StadiumVision – every single venue I go to from that day forward, I have the expectation that that should be what my experience is. It’s not easy and it’s expensive to deploy it.”
DYNAMIC DEALS: With technology advancing as quickly as it is, all three brand execs stressed the importance of flexibility in their agreements with sports properties. Gaffney even said that he would like to see more mid-deal tweaks in the NBA partnership. Gaffney: “On day one you hammer out a deal that has very specific rights and very specific limitations. ... I would love to know that we would constantly revisit over the course of a deal: working, not working, more important, less important. The levers need to be pulled. The league isn’t static, but the league’s business is not changing as aggressively as some of our businesses are changing.” Burton echoed the sentiment, saying, “I’m going to put my chips on that ‘Let’s reevaluate as we go along.” Collins responded, saying, “We pride ourselves on that, on making sure that we continue to reevaluate where we are. ... Everyone’s business is changing incredibly fast with the pace of technology today, and ours is, as well. ... We have to make sure we can constantly have that fluidity.”
SILVER STAR: All four panelists touched on how smooth the transition from Commissioner David Stern to his successor Adam Silver has been. Burton: “I think we see his commitment to technology, and we knew that was coming. ... So we believe it’s a really unique opportunity to reach our two priorities: first and foremost global ... and also technology and how it can take the sport to the next level.” Dincel: “He’s all about innovation, he always has been. ... He’s supportive of how it’s going to move the game forward.” Gaffney: “It’s been completely seamless for us. ... We’re very anxious for Adam’s vision to be fully articulated.”
May 30, 2014 03:35 PM
All Eyes on the Bay Area
Keith Bruce, S.F. Super Bowl Host Committee
Matt Hirst, Google
Paraag Marathe, San Francisco 49ers
Courtnee Westendorf, Intel
TECHNOLOGY & INNOVATION: Levi’s Stadium’s, with its much-hyped high-tech infrastructure, will be the centerpiece of the event’s efforts to be the most innovative yet. 49ers President Paraag Marathe detailed the team’s plans to leverage technology when the stadium opens this year to “enhance the experience of being at the game.” He stressed four focal points, all tied to fans’ mobile devices. The first is making HD replays from multiple angles available to fans. Marathe: “Within seconds you can watch it from the Colin Kaepernick camera, you can watch it from the Michael Crabtree camera, you can slow-mo and high-def to make sure Crabtree crossed the goal line.”
The second is in-seat delivery and express ordering of food, beverages and, eventually, merchandise. The third is “way finding,” including providing fans with information on which bathroom lines are the longest and what concessions are available nearby. The fourth is mobile ticketing, and Marathe said the team’s vision is to eventually have a paperless building. He added that the stadium will have “30 times more bandwidth than any other stadium,” and that fans with smartphones – and in the Bay Area 80% of residents have one -- will use them at high levels at Levi’s Stadium. Bruce commended the 49ers for their strategy of investing in mobile infrastructure to reach fans on their devices, as opposed to expensive hardware like massive video boards. Marathe: “Why would we spend 60, 70, 80 million dollars on hardware that we’re going to have to replace, when our fans are doing it anyway?” Asked about the potential learning curve for fans using all the new in-stadium technology, Marathe revealed that the team is hiring about 150 “Nine-Nerds” from Stanford and Cal whose sole job will be to help fans adopt the new mobile functionality offered at Levi’s.
PARTNERSHIPS, NOT SPONSORSHIPS: Intel VP/Marketing Courtnee Westendorf was on hand representing one of the 49ers’ founding partners for Levi’s Stadium. Intel will be intimately involved in powering much of the technology that Marathe highlighted, and Westendorf said that is why the partnership works. Westendorf: “We’re talking about the difference between a sponsorship and a partnership. Often, you’ll see a partner logo on the billboard, but the customer has no understanding of why that’s there. And so if you can take the idea of sponsorship and make it integral actually to the experience and showcase why an Intel is in the building, showcase why a Pepsi is in the building, the customer can connect why they’re there and why it’s relevant. ... The new wave of partnership and sponsorship is really about helping the customer connect the dots and have a higher level of experience in their environment.” Unlike Intel, Google is not a 49ers partner, but rather is aligned with the Host Committee itself. Google Head of Brand Experience Matt Hirst said that strategy stays true to the company’s lack of traditional sports sponsorships. He added that Google’s involvement in the Super Bowl is not a technology play or a sports play, but rather a Bay Area play. Hirst: “For us it is just about making sure San Francisco benefits. ... Success will be having made the whole thing economically work and socially work for the whole area. ... On game day we hope our impact has already been felt and people are already talking about what we’ve done.”
IS AMBUSH FAIR GAME? Asked how the Host Committee plans to protect its sponsors’ rights and deter ambush marketing, Bruce noted that the NFL and his committee plan on implementing a “clean zone” around Levi’s Stadium and the various activation areas. The committee is working with local hoteliers, restaurants and bars to ensure that they do not become spaces for ambushers to leverage. But Hirst made the case that ambush marketing is “fair game.” Hirst: “I’ve made a career out of ambush marketing. ... There’s this amazing platform and as a sponsor you get a certain amount of IP rights that you then should use to make an amazing effect. If someone can then take that crown from you by not having that platform, it’s kind of fair game. As new technologies come around, what you’ll find is the contract for protection against ambush marketing gets rewritten because of what they saw last time. ... It won’t be just guys wearing the Heineken T-shirts in the Budweiser zone, it will be something more audacious than that, and it keeps the industry on its toes.”
May 30, 2014 03:13 PM
The NFL traditionally identifies Super Bowls using Roman numerals, but that will change in '16 if the S.F. Bay Area Super Bowl Host Committee has its way. The title game at Levi's Stadium will be the league's fiftieth, and the Host Committee would like to see it known as “Super Bowl 50,” as opposed to “Super Bowl L.” During a panel Friday at the '14 Intersport Activation Summit, committee CEO & President Keith Bruce said, “I think we’re at a point now with Super Bowl 50, it being recognized as 50, the NFL doing what it's doing around the celebration of 50, that it’s probably time to introduce the Arabic '50' as opposed to ‘L.’”
Bruce acknowledged that the final say on the numeric moniker lies with the league, but said that the committee has “already given them our opinion.” The NFL had nothing to say about Bruce’s statement, but its response stuck to the Roman numeral tradition: “No, we do not have a comment on our official plans for Super Bowl L.”
May 30, 2014 10:50 AM
Mobile and social media have become ingrained in all of our lives, but are they really viable marketing platforms? During the “Socialize and Mobilize” panel on Day One of the ’14 Intersport Activation, NFL GM/Mobile Manish Jha noted that audiences adapted to cable television far more rapidly than ad dollars shifted from broadcast to cable, and said that the same has been true even for desktop internet advertising compared to TV. But Jha added that while mobile is even farther behind in terms of ad dollars, it is a medium that offers marketers opportunities to “deliver value to consumers” based on their behavior and preferences. Jha: “When you get an offer that is meaningful and relevant to you, it’s not just advertising, it’s value.” Phizzle CEO Ben Davis: “We have the opportunity to use mobile to truly learn and understand fans’ behavior.”
GREAT POWER, GREAT RESPONSIBILITY: The ability of marketers to glean information about consumers based on their mobile usage raised questions about ethics and privacy. Jha noted that for the NFL’s mobile activation around its Super Bowl Boulevard, the league made sure it asked mobile users to opt into its location-based push notifications before providing them with information via beacon technology on how to maximize the experience. Jha: “We decided to be super transparent, and we decided we wanted to give fans the ability to not participate. And we got very high adoption rates. ... You really want to be very judicious in how you communicate with fans, and you want to be very relevant and contextual.” Attention Span Media CEO Josh McHugh coined the phrase “creepiness line” to refer to the amount of information consumers are comfortable with brands having and leveraging before they feel as though their privacy is being compromised. Referring to a campaign his agency ran, McHugh said, “We made sure there are two or three levels of interest or affinity [for the brand] before we reached out to them. So we knew when we ‘at-messaged’ that person, they’re not going to turn around and say ‘Why are you talking to me? That’s creepy.’” But Intersport Associate VP/Sponsorship & Events D.J. Koeller asserted that sports fans are more willing to sacrifice personal information in order to gain content related to their favorite teams or sports. Koeller: “From a fan’s standpoint, there isn’t a cost. There is nothing I wouldn’t give up to get that insight. ... Are you giving them unbelievable access? Are you giving them unique content? If so, I’m willing to give up.” He added that millennials, having grown up with the internet, are simply used to putting their personal information online and in the hands of corporations. But Jha warned, “The amount of trust that fans give us by opting into these things, it’s a tremendous responsibility that we are custodians of a lot of very sensitive information about users. ... If you abuse the privilege, I think it does not bode well for individual brands, nor for the industry.”
May 30, 2014 10:10 AM
She showed several examples of the way Twitter Amplify works, including a video clip that the NFL created with Broncos QB Peyton Manning saying “Omaha” repeatedly during a game against San Diego. The clip was preceded by a six-second commercial from McDonald’s. Content providers and brands can customize the Tweets they send out, send them to followers in specific geographies, and create special hashtags, as well. Froelich said that clips like the one featuring Manning allowed the NFL and McDonald’s to connect with their followers and acquire new followers on Twitter. She added, “The appetite for brands is voracious because they see the engagement we can deliver.”Froelich said that Twitter has seen video views increase fourfold since it revamped its platform earlier this year. Some brands question the value of using Twitter Amplify because they wonder if that will cause television viewers to miss advertising during a TV broadcast, but Froelich said Twitter research shows that people watching TV and using Twitter have a greater recall for commercials than people watching TV. They’re also more engaged with the live TV broadcasts.
During her presentation, she said that the most successful content and brand integration tends to be around behind-the-scenes video or photos that people can’t get anywhere else. The amplification of a tweet around content like that occurs when the content partner publishes the tweet to 1 million of its followers, and the brand tied to it retweets it to 600,000 followers. Twitter is then able to deliver it to people who might be interested. “The real hockey stick effect is when the brand partner promotes that tweet to an audience that’s orders of magnitude greater than the brand or partner could reach on their own,” Froelich said.