In my final year at the Vinik graduate program at the University of South Florida, I created a lecture called WWID (What Would I Do), the inspiration coming from WWJD (What Would Jesus Do) bracelets. As I look around today, I see demonstrations calling for police reform and an end to systemic racism. I see fear from COVID-19. I see an economy reeling from the effects of being shut down for three months and a country divided by blue and red ideologies. At the same time, I see the sports industry trying to figure out not only its restart, but what its role is in addressing the tears in the community fabric in which it operates. This column will be my attempt to address these concerns in a WSWD format — What Should We (sports organizations) Do?
Offer a safe fan experience. Work with public health officials, municipalities and corporate partners to provide a safe physical environment for those attending sports and entertainment events. I see corporate partnerships in the health and hospital category with nationally recognized and highly regarded partners like Advent Health, Banner Health, Cleveland Clinic and the Mayo Clinic. Doesn’t it make sense to activate these partnerships in a very visible area such as fan safety? Talk about exposure and cutting through the clutter!
Will we be requiring masks or encouraging them to be worn? Providing masks free to all in attendance in team colors, possibly with player numbers or even player likenesses, might be an organic way to encourage safety practices.
Cashless transactions should become the norm rather than the exception as it minimizes interaction time and contact, not to mention hygiene concerns with cash.
Suites and club areas should be re-examined, and practices reviewed if not for the long term than at least for this transitional period of fans returning. Revising buffet lines and serving individually packaged meals should be explored, at least until we understand the virus better or have a vaccine.
Menu offerings need to be simplified so that easier decisions can be made and concession lines can be shorter.
Community relations programs need to become community investment programs. As our athletes have taken the stage to support efforts against racism and policing practices, it is imperative that sports organizations play a larger role. The best way to do this isn’t creating myriad new programs and efforts, but funding and joining with organizations already operating in communities and using donated funds to support and amplify those activities. Allow players, staff, fans and corporate partners the opportunity to volunteer and work together to improve our communities. Encourage regularly scheduled volunteerism activities for your staff. We have learned over the past three months that our employees are talented people able to accomplish their working objectives while working outside the office. How about extending that to working in the community as an organization at least one day per month to improve not only life in the community but build relationships through better understanding and visibility?
Design more varied and affordable ticket options for the marketplace. With one in five Americans looking for work, and others balancing child care, home schooling and working from home, the sports industry has to be more focused on growing the base and having something for everyone. Season tickets are still part of the mix, but we need to realize the role that sports can play. The television ratings for sports-related content over the past three months have been record-setting. There is a real thirst for sport content, and in particular live content. Remember, this is the only period in American history since the advent of professional sports where the entire sports industry shut down at the same time.
Let’s create some affordable single-game purchasing options in some areas of the venue. Let’s institute a “Modern Family Plan” based on a per-person cost — not an arbitrary number of four — that is inclusive and reflects a variety of family sizes. Let’s re-examine Kids Clubs and programming and find something that fits the time and the situation. Let’s create a “Game of the Month” plan — one night to provide an affordable option in terms of cost and time. Rich Luker’s research shows that future fan behavior is shaped by attending a game prior to the age of 8 — are we facilitating that?
Aid the political process without being blue or red. This is an election year, and if I’m reading the American public correctly, could be one of the largest voter turnouts in history. Typical polling places might not be up to the task, but what about arenas and stadiums? We have used stadiums over the past three months as testing sites, field hospitals and most recently drive-ins — why not voting locations? There’s plenty of distancing, parking and public transportation.
I’m only stopping here because of space restrictions — I could go on and on. The sports industry can play a significant role going forward in getting us back to some semblance of the life we are used to. Note I didn’t say normal, as the past three months have altered that word forever. The industry has made mistakes but has pledged to do better. I believe we will.
Bill Sutton (billsuttonandassociates@gmail.com) is director emeritus of the Vinik Graduate Sport Business Program at USF, dean of Elevate Academy and principal of Bill Sutton & Associates. Follow him on Twitter @Sutton_ImpactU.
Questions about OPED guidelines or letters to the editor? Email editor Jake Kyler at jkyler@sportsbusinessjournal.com
