|Liberty Media, who completed their $8bn acquisition of Formula One in January, are beginning to deliver on their promise to attract a new generation of fans to the sport. |
From creating a more inclusive and entertaining experience for racegoers, to looking beyond direct commercial gain to fully embrace social media and the proposed launch of an OTT channel (as well as making some very smart behind the scenes hires), Formula One is certainly moving in the right direction.
And in this new dawn for F1, one team is making giant strides off the track. With a striking new pink livery, Force India is undergoing a transformation that goes far beyond the aesthetics of the car. Through a savvy commercial strategy, they are putting themselves at the forefront of the Liberty millennial revolution.
|Amongst the blue-chip brands, whose logos have adorned the cars across the grid for decades, Force India have quietly been attracting a new breed of partner – and one seldom seen in the paddock before Liberty Media entered the fray; those with a target audience under the age of 30. The illusive and oft-mentioned millennial. |
Menswear label Farah has been brought on as Official Apparel Partner, bringing to life the partnership through their #RaceReady campaign; “a six-part content series profiling the men behind the scenes of the world’s most stylish sport”. They have also announced deals with designer eyewear brand LDNR and Diageo, as well as a prominent charity partnership with Breast Cancer Care to celebrate the 25th anniversary of the famous pink ribbon.
|But the deal which stands out is the recently announced partnership with SPORTbible. Part of the LADbible Group, SPORTbible has become one of the largest communities and distributors of content for sports fans in the world. According to Quantcast, SPORTbible reaches an impressive 2.7m people monthly, of which almost 65% are under the age of 34. The partnership will see SPORTbible given exclusive access to the team to create an array of content, including interviews competitions and behind the scenes video, which will be pushed across their burgeoning social channels.|
|One would assume that these partnerships may be below many of the inflated rights fees that we see across the grid, placing more emphasis on the reciprocal value that they will receive by association with these brands rather than upfront investment. |
For partners like Farah and LDNR, it gives Force India credibility and momentum. Brands want to appear alongside other like-minded brands and are likely to seek out teams who have a stable of sponsors who fit their values. We saw a similar situation in our work with Martini, whose very visible title partnership with Williams F1, helped to make Williams a more attractive prospect for sponsors such as Rexona/Sure and Hackett.
For SPORTbible, the association has the potential to enhance the whole sponsorship proposition at Force India. Firstly, it gives potential new partners (as well as the current stable) significant additional exposure to a younger audience and a ready-made activation platform; both of which are extremely valuable negotiating tools. Secondly, if SPORTbible can help Force India to develop a more sophisticated approach to data capture and segmentation, access to this database, full of rich customer data, becomes a very valuable part of any sponsorship proposal and something which not many rightsholders are able to match.
The shift in livery is also unlikely to be a whimsical choice but one made with commerciality in mind. Whilst certainly attractive to Indian brands, the Indian flag inspired livery of past seasons will no doubt have steered potential sponsors away in fear of not feeling a natural part of what was a heavily Indian stable of partners. There are even strong rumours, at the time of writing, that owner Vijay Mallya is also considering changing the teams name in order to widen the commercial appeal. One thing is not in doubt; their current choice of livery will certainly help them to stand out from the crowd.
|What this new strategy does is not only open-up a new and potentially very valuable audience for Force India, with a monetizable relationship that could last decades, it also opens the door to a raft of new ‘B2C’ brands who want to reach millennials at scale. And as first-movers in this space, Force India are extremely well placed to reap the financial benefits.|
And crucially, this incremental revenue will help a team who have been plagued by financial concerns in recent times to safeguard their future. Concerns which would be magnified if they were to lose the sizeable revenue from numerous Mexican brands that come with driver Sergio Perez, should, as rumoured, one of the bigger teams come calling.
All of this happily coincides with an upturn of fortunes on the track. Indeed, in a world where there is a gulf in levels of spending between teams, Force India are, pound for pound, arguably the best team on the grid this season.
Formula One is changing and Force India may just have put themselves in pole position in the Liberty Media revolution.
|This being a gap year in the Olympic cycle, in 2017 we have no Olympics to look forward to, either of the Summer or Winter variety. But, as always in these gap years, there’s an Olympic spectacle of a very different, but no less competitive, nature to observe: the contest for the right to host the 2024 Olympic and Paralympic Games, which will be decided when the IOC meets in Lima in September.|
When the IOC members gather, ostensibly their choice is simple - either Paris from the Old World or Los Angeles from the New, now that Budapest has joined Hamburg, Boston (LA’s forerunner) and Rome in opting out of the race owing to citizen activism. But paradoxically it will also be the most difficult hosting decision that the IOC has had to make for many years, because not since the latter days of the Cold War have the IOC and the Olympic Games faced so many existential threats: the spectre of the doping crisis and the continuing fallout from the IOC’s controversial decision not to ban Russia from Rio 2016; a flawed youth strategy resulting in an aged fan base worldwide; and the huge costs and questionable social and economic benefits of hosting the Games, vividly demonstrated by Rio’s many and continuing problems.
Against that forbidding background, what is now top of the IOC agenda ahead of Lima is not which city can best stage the Olympics, but which one can most effectively help combat the IOC’s two biggest existential threats: to make the Games and what they and the IOC stand for relevant to a new generation of consumers, in particular younger consumers; and at the same time to persuade a new generation of host cities to bid to stage the summer and winter Games, particularly in America and Europe, where disaffection in city halls and suburbs alike is strongest.
Both are key themes in the LA and Paris bid pitches.
LA is the most compelling, with its vision of Californian sunshine, West Coast tech innovation and Hollywood storytelling power combining to ‘regenerate the Games’ and ‘refresh the Olympic brand around the world’.
Paris is more traditional, a classic piece of Olympic realpolitik, invoking de Coubertin in a ‘new vision of Olympism in action’ in the grand old city, linked to those time-honoured Olympic bid promises of urban regeneration and increased national sports participation.
But the IOC’s dilemma runs much deeper than choosing one or the other: its problem is having to make a choice.
Saying no to LA would probably end America’s interest in bidding for the Games for a generation, the IOC having thus rejected bids from the three biggest American cities (following New York and Chicago, which bid for the 2012 and 2016 Games respectively) in succession.
Quite apart from ‘biting the hand that feeds’ in the shape of the country which is by far the biggest IOC investor, given NBC’s $12 billion Olympic broadcast contract and the IOC’s six US-headquartered global sponsors.
It would also mean that the IOC passes up the opportunity to use an LA Games to bring in new global sponsors from the world’s biggest economy – just as it has used Tokyo 2020 to sign Bridgestone and Toyota.
Saying no to Paris, again for the third time in succession, would also probably end France’s interest in bidding again for the Games in the foreseeable future, and run the risk of further emptying the dwindling pool of major European cities prepared to throw their hat into the ring.
So what will the IOC do?
There are clues in their recent behaviour.
First, a preference for long-term strategic deals – witness the NBC extension through 2032 (Thomas Bach’s first major deal as IOC President) and the recent Alibaba sponsorship through 2028 – rather than for playing the market.
And second, President Bach’s characteristically reformist statement back in December that the current bidding process “produces too many losers” and must be reviewed.
Now, making predictions in these interesting times in which we live is a risky business.
But assuming that the controversial Trump Presidency and the looming French Presidential election don’t derail the LA and Paris bids, I predict that when the IOC leaves Lima in September, they will do so having awarded the 2024 and 2028 Games simultaneously to Paris and LA.
And probably in that order, for three reasons.
One, because an LA 2028 Games will give President Bach the ideal timing to play the American market for the IOC’s next US broadcast deal beyond NBC’s current contract.
Two, because it will also give Bach significant leverage in his attempts to persuade his six US-based TOP sponsors to extend their current deals, all of which end into 2020, for eight years.
But most of all, because it will buy Bach and the IOC both time and two key partners in its battle to find a new relevance and credibility for a new era and a new generation.
|Sport is way ahead of music when it comes to brand investment. It’s at least ten times bigger worldwide and the gap is growing. From a niche play only 40 years ago, sports marketing has boomed.This hasn’t happened by accident.|
Sport set out to make it happen, and has done so brilliantly. With the fall in revenues from traditional sources, in particular record sales, the music industry has never needed brands more than today, not just as replacement income but also for marketing support. So what can music learn from how sport has so successfully attracted brand partners and budgets – and what can sport learn from music?
|What Music Can Learn From Sport?|
1. Sport has made brands a fundamental part of how it presents itself – broadcasts, events, leagues, teams, stadiums, players. This has done many things, but in particular it has normalised sport’s relationship with brands, in a way that is still evolving in music, and made sports fans more accepting of brands in sports than they are in music – although this is now changing for millennials who accept brands operating in the music space.
2. Sport has used the media to make itself and its brand partners impossible to miss. Globally, sport is ‘always on’ – and always on screen. Music, by contrast, rarely gets a look in and has nowhere near the exposure.
3. Sport has made itself easy to buy. Although, like music, sport is a complex ecosystem of rights, it’s alleviated the problem by commercialising its assets specifically with brands in mind, bundling rights and minimising buying points. Music is still wrestling with the problem of being much more complex, and much more difficult for brands to buy.
4. Sport thinks long term. Most big brand partnerships in sport are built around multi-year agreements – usually over a minimum of three years, although even longer deals are not uncommon – enabling brands to plan long term strategies with all the benefits that brings to both sport and the brand. In contrast, music deals tend to generally be short-term tactical hit and runs which scratch the surface of what is possible and often result in low ROI and poor experiences.
5. Sport can be a powerful ally: when sport and music come together, the results are often amazing. Adidas’s collaboration with Run-DMC. The Super Bowl halftime show. Coke’s 2010 World Cup collaboration with K’naan. And – as our recent #TalkinRevolution music marketing panel event at Spotify demonstrated - the natural synergies which happen when brands bring artists and sports stars together. The potential is huge and the possibilities are endless.
What Sport Can Learn From Music?
1. Although sports marketing budgets dwarf those in music, music offers brands the same mass reach and arguably even greater emotion. This emotion is what drives the relationship between brands, bands and fans, inspiring product demand and marketing pull. Sport gets this, but can take lessons from music’s much greater focus on creating credible brand partnerships and avoiding over-commercialisation, which we also talked about at our #TalkinRevolution event.
2. Music can be a powerful ally for sport, generating both connectivity and emotional engagement. Think of the Three Tenors and Italia 90, and probably most effectively of all, the Three Lions, which became the soundtrack of Euro 96 and still resonates today.
3. Music is brilliant at marketing to the young, as Engine’s Cassandra Report consistently demonstrates. Millennials, for whom music is a bigger passion than sport, embrace brands who provide them with music experiences, especially online. In contrast, the audience for most major sports, which are heavily reliant on TV, is ageing. Music is inherently viral online, fuelling many of the biggest social platforms. By leaning into music, sport can dramatically increase its reach and engagement – especially with the young.
4. Music is still under-exploited by sport. Traditionally the music industry has led talent and content decisions, often with poor results – most recently UEFA agreeing to use Alicia Keys for the Champions League Final. Wrong act, wrong demographic. Sport should get on the front foot and insist on better, insight-driven choices.
5. Sport is terrified of risk. Music embraces it. Yes, risk needs to be minimised, but risk can be good. No risk usually results in less or no interest. Building on this ‘edge’ creates stand out and differentiation. Look no further than Nike and Red Bull, for both of whom risk has been central to their sports strategies for years.
In summary, music clearly has much to learn from sport’s advanced commercial strategies. But conversely sport can learn from the edginess, risk and social glue that music creates. More joint ventures, and better execution, can create huge synergies for brands, bands and fans. Sport and music just need to lean in to each other more. The only limit is the power of our imagination. Let’s make it happen!
This is an enlarged version of a piece originally written by Arnon Woolfson and Tim Crow for Music Week.
|An announcement under the hashtag #Pogback at 12.30am signalled Paul Pogba’s return to Manchester United after four years at Juventus. The boy who left England with bags of potential has come back as a man to finish what he started with his first senior club.Whilst Jose Mourinho has signed Pogba for purely footballing reasons, it’s clear the club, adidas and the player himself will all benefit commercially from this new partnership. From a marketing perspective it seems to be the perfect match.One of the biggest personalities and most exciting young players in the game has joined the biggest club in the world, which is just starting its second season with kit supplier adidas, for whom Pogba is already a key ambassador.|
Signing up Pogba on a £31m 10-year deal earlier this year has helped adidas create a fresh, new look that capitalises on the Frenchman’s unique style, individualism, flamboyant nature and flashy personality. He has been the figurehead of the brand’s #FirstNeverFollows campaign, a brand position that builds on the previous #ThereWillBeHaters activation and mixes football, fashion and music. The aim of this is to appeal to the younger audience, the next wave of potential adidas consumers, and win them over from newer brands like Under Armour and New Balance, who are challenging the more established giants.
Pogba gives adidas a point of difference over its rivals, such as Nike, who were also competing for his signature. He wasn’t signed just as a face to shift trainers, but as a catalyst to help change the nature of adidas’ football marketing…to make his mark on the brand itself.
|From United’s viewpoint, Pogba and adidas also help the club reach a younger audience, an audience that may be swaying towards supporting Manchester City, Real Madrid, FC Barcelona or another of Europe’s big clubs.|
Pogba will be the face of both United and adidas for years to come. He hasn’t returned to Old Trafford for just one or two seasons; he will surely be there for a significant proportion of his career. He represents the new United, forging a new identity in the post Sir Alex Ferguson, era under the leadership of Mourinho.
Adidas, like other sponsors, do not get a say in the club’s transfer activity (although they may have had a quiet word in Ed Woodward’s ear), but for them shirt sales are clearly critical. Aligning one of their big ambassadors with one of their biggest clubs (alongside Real Madrid) will have been music to the ears of adidas, as the ‘POGBA 6’ United shirts start flying off racks around the world.
|One of the reasons adidas teamed up with United in the first place is because the club has a huge fan base in the US and Asia, both target markets for the German sports brand. Pogba will help to gain cut-through in those markets.The French midfielder’s social channels have more than 13m followers. For United, this offers an opportunity a reach a new audience; whilst for Pogba, joining the Red Devils will no doubt see this figure grow and grow, as has happened with other recent arrivals to the club – a win-win. And adidas can utilise this massive reach to push out branded content and messaging to his adoring fans.This branded content played a role in the announcement of Pogba’s capture. Adidas teamed up with UK grime artist Stormzy to record a short piece of music-focused film featuring Pogba that matches the #FirstNeverFollows theme, announcing the player’s arrival at United. We are likely to see more dual-branded content like this appear as adidas and United push Pogba to the front of their marketing activity and his global appeal spirals skyward.|
|Getting an Olympic Games right is rare alchemy. The Road to Rio has been long and hard for athletes, organisers and sponsors alike. In the seven years since it won the bid to host the 2016 Olympic and Paralympic Games, the country has experienced more than its fair share of drama: rioting around #changebrazil, a FIFA World Cup meltdown against Germany, the spectre of political corruption and the tragic emergence of Zika.Is the country really ready for the Games? Can the infrastructure hold up? Will the doping scandal forever tarnish Rio’s moment in the sun?|
These will all have been questions and concerns for the sponsors of Rio 2016 – the 59 different brands that make up the four partnership tiers of the Games represent a unique ecosystem that has helped ROCOG meet its $570m target for sponsorship revenue and played a key role in making Rio a reality.
|While sponsorship is never an exact science, Synergy’s PeRiodic Table is an interactive graphic that allows you to explore a little more about each of the brands that are part of the Games. From sponsorship category to Twitter following, our interactive infographic – designed to be sorted and filtered as you see fit – provides the chance to discover some of the stories hidden beneath the surface of Rio 2016’s sponsorship landscape. Click here for the full table.|
Heritage Matters: whilst the entire list of brands is typically sorted in alphabetical order, it’s notable that Coca-Cola sits before either Atos or Bridgestone in the TOP sponsor hierarchy. This is a quirk of Coke’s gift of rights: they will always be the first-mentioned brand in the IOC’s sponsorship recognition programme, acknowledging a relationship stretching back to 1928.
|If You’ve Got It, Flaunt It: at time of publishing this, only 11 of the 46 brands with an active Twitter handle featured Rio 2016 marques on their profile. A potential missed opportunity for lager brand Skol, whose Twitter presence has perhaps the most overt Olympic theme, but lacks any actual recognition of its officialdom.|
|Missing The Tweet Spot: although it’s true that not every brand has to have a Twitter footprint, it’s interesting to note the official sponsors without a social presence, or those that have failed to build one ahead of the Games. For international brands with only a local relationship (anyone outside the TOP sponsor tier) like Nike, Nissan or Airbnb, the use of Brazil-focused feeds is also worth noting. While likely to be down to the IOC’s commercial restrictions around the use of social media, it will be interesting to see how many of the global Twitter handles end up giving a RT to their local market counterparts.|
Toyota Revs Up For Tokyo: although the brand signed up as one of the IOC’s new TOP sponsors back in 2015, Nissan were already a Tier 1 sponsor of Rio 2016. This means Toyota can only talk about Rio in Japan (something Nissan cannot officially do), before turning their global attention to Tokyo 2020 following the conclusion of the current Games.
|Necessity Is The Mother Of Investment: the outbreak of Zika not only created valid concern amongst athletes and spectators, but also led to the signing of OFF! – the Games first ever insect repellent partner. It probably depends on your level of cynicism whether you think this was to ensure a consistent quality control in terms of the level of safety provided to participants and attendees, or simply to head off commercial concerns around ambush of the category by unofficial brands.|
In the 48 hours following the news that Maria Sharapova has been banned for two years for taking banned substance Meldonium, the spotlight has invariably shifted to her sponsors to see their reaction.
Many would have expected Nike, Head and Evian to pull the plug on their sponsorship deals with the former world No.1, but all three have done quite the opposite. Nike announced it will be continuing to partner with Sharapova, citing that she did not dope intentionally and is appealing the ban. Originally Nike had suspended its relationship with the Russian pending the investigation.
Evian, likewise, had first said it would follow the investigation closely before making a decision, but has now come out in full support of Sharapova and will continue to work with her despite the ban.
Head, though, took things a step further – a big and controversial step further – by challenging the World Anti-Doping Agency (WADA) and the International Tennis Federation (ITF). Head has claimed that the ban was based on WADA’s flawed process and was therefore a flawed decision, and so the brand will be sticking by Sharapova and continuing its sponsorship.
Quite why a tennis racket manufacturer is challenging WADA’s global drugs policy is baffling. What expertise does Head have to make such a criticism of WADA and doping in sport? A well-advised sponsor would steer clear of such a move and comment only on its relationship with the athlete, certainly not taking on a governing body that is trying to keep the sport clean and fair.
This follows the original statement Head released back in March when the failed drugs test first arose in which the company nailed its colours to the mast and came out in support of Sharapova without knowing all the facts or what the final outcome of the independent investigation would be. This did not sit well with one of its biggest athletes, Andy Murray, who openly criticised Head’s position in supporting Sharapova.
Sharapova is a Head ambassador
At the same time, another Sharapova’s sponsors, Tag Heuer, took the non-emotional route and put loyalty to one side by announcing it was suspending renewal talks and cutting its ties with the tainted tennis star. Tag has reaffirmed this stance and said it is not in a hurry to discuss any new contract, signalling the partnership will wind down
Porsche took a similar approach to Nike in suspending all planned activity with the former Wimbledon champion and has now said it will hold back final judgement until the outcome of the appeal is known.
Avon sensibly chose to remain silent back in March, but has now confirmed the sponsorship will expire at the end of the current contract without renewal, pointing at a limited engagement window for activity being the reason as opposed to the doping situation.
The Nike positioning is interesting when you look at the business value and the brand’s reputation. Supporting an athlete banned for doping damages the reputation of the brand, although a precedent was set by Nike’s renewed support of two-time drugs cheat Justin Gatlin. If there is a huge business value attached to the athlete that outweighs the reputational risk in the long-term then you could understand Nike supporting Sharapova. However, she is approaching the end of her career, especially by the time she can return to the court, and when put alongside the other stars on Nike’s books she no longer has the revenue pulling power.
|We now await the verdict of Sharapova’s appeal to the Court of Arbitration for Sport and to see what the sponsors do next. Will Murray and other top stars with Head or Nike partnerships speak out publicly against Head challenging WADA or Nike sticking by Sharapova?|
This year’s The Telegraph Business in Sport gave a significant share of the agenda and discussion to the rise of eSports and how brands, agencies and rightsholders can make sense of the commercial opportunities it is creating.
Miles Jacobson of Sports Interactive (creator of the Football Manager franchise) moderated a panel of eSports heavy-hitters.
It was an animated (pun intended) discussion with three key themes at its core:
The belief that typical eSports fans are ‘nerdy’ and antisocial is a misconception. The eSports audience is inherently social. They are Millenials. They are digitally native. They are fluent in communicating via digital channels.
Community lies at the heart of eSports. Players and fans typically play one or two games – key titles include Counterstrike, League of Legends and DOTA 2 – and form tight-knit communities based on both playing and watching these games. Fans also come together to consume eSports via streaming sites such as Twitch, a platform which attracts more than 100 million viewers a month, and participate in discussion with like-minded fans in real-time.
Community has played a huge part in building professional eSports teams, identifying elite players and bringing them together to compete as a team. The size of that eSports community has helped fund the lucrative cash prizes on offer at international tournaments around the world. As an example, last year’s The International 2 tournament offered an incredible $18m as part of the prize pool on offer to the best DOTA 2 players.
2. Awareness & Commercialisation
The commercialisation of eSports is helping the sport become increasingly mainstream.
Sports clubs have begun to sponsor individual players and eSports teams. West Ham recently became the first UK sports club to sponsor an eSports player, while Besiktas and Schalke each have their own League of Legends team.
Mainstream broadcasters have been begun embracing eSports too. In March, Sky Sports became the first channel to air an eSports tournament by showing this season’s FIFA Interactive World Cup.
3. The Challenge for Sponsors
The current sponsorship landscape is dominated by ‘endemic’ brands that provide the peripherals and hardware that the games are played on.
Brands such as Corsair and Razer are well-established brands that have a long legacy in eSports with numerous successful teams around the world.
For non-endemic brands, gaining an understanding of the relatively new world of eSports is not without its challenges.
But these challenges present opportunities.
Despite the rapid ascent of eSports into mainstream consciousness and huge audiences, the category is yet to sculpt a clear commercial proposition for potential sponsors. Given the fragmented marketplace, comprising multiple publishers, games, events and so on, brands new to the game would have to work hard to understand and then profit from eSports sponsorship. But, if they do, this complexity could also give that sponsor more leeway to carve out a unique eSports proposition.
|eSports as an industry will only continue to grow and the opportunities for a brave brand to make their mark are plentiful. If a brand wants to make the most of the opportunities that eSports have to offer, it is vitally important that they go into any partnership with their eyes open. As awarenesss and knowledge of eSports continues to grow. I am in no doubt that it will become a major category in the sponsorship marketplace. Which brands will be first to take advantage?|
|Does anyone out there still doubt that women’s sport offers one of the most exciting opportunities in sponsorship?|
In a week where Synergy is hosting #ThisGirlDoes, a brilliant panel exploring why no brand should be without a strategy for women and women in sport, it makes sense to have a quick look at how rightsholders and brands can work together to not only fuel this fire, but benefit from it. And it’s actually pretty simple:
Where possible, any rightsholder with both men’s and women’s propositions should commercialise them separately. And where they are not currently commercialised separately, brands should ask for them to be.
|The fact is that most big properties that have both men’s and women’s propositions still tend to bundle them together. Sponsors of the FIFA World Cup (let’s be honest, no-one sponsors FIFA, they sponsor the World Cup), get the Women’s World Cup as part of the deal. The exact same thing applies to the UEFA European Championships, the Champions League, the RBS 6 Nations and the ICC Cricket World Cup. Similarly, if you sponsor England Rugby, Arsenal, Manchester City, PSG or any other major team, you typically also get the women’s team thrown into the deal. While this may simplify things for both rightsholder and sponsor, it is not necessarily the best solution for either side.|
One competition where this is not the case is the FA Cup, with the Emirates FA Cup and SSE Women’s FA Cup running side by side. Synergy have been working closely with both SSE and the FA from the beginning to create a bespoke programme for Women’s/Girl’s football, so we have seen the power of this unbundled approach first hand.
|By bundling the men’s and women’s propositions together, rightsholders are likely to be leaving value on the table. Basically, this sponsorship version of Buy-One-Get-One-Free doesn’t attribute the appropriate amount of value to the Women’s proposition. How much value do the FIFA World Cup sponsors attribute to their Women’s World Cup rights? Would Emirates expect to pay any less for their overall sponsorship of Arsenal if the Women’s team had a different brand on their shirts?|
This isn’t to say that those sponsors don’t value the women’s property at all – of course they do. It’s just that they don’t value it as much as a brand that wants to focus on the women’s property in its own right. And a brand that values it more highly will also be willing to pay more for it.
The brands that value the women’s propositions more highly in their own right are also the brands that are going to create more powerful activation campaigns. Although a slightly different form of unbundling, what Sainsbury’s and Channel 4 did with the Paralympics was one of the most powerful lessons from London 2012. As “Paralympic-only” sponsors they could identify what made the Paralympics so uniquely powerful and could focus their activation budget on bringing it to life. They were able to create brilliant Paralympic campaigns – not just Olympic campaigns that ran during the Paralympics.
|There is no doubt that this same principle applies to brands that want to tell empowering women’s stories. As an industry, we need to make sure that they have access to great properties that will allow them to do so. Campaigns like This Girl Can, Always #LikeAGirl, Dove Real Beauty Sketches, Under Armour #IWillWhatIWant and Nike #BetterForIt show what’s possible when a brand gets it right. And it’s a strategy worth pursuing as research by Google suggests that women ages 18-34 are twice as likely to think highly of a brand that creates an empowering ad about women and nearly 80% are more likely to engage with it.|
So brands with a strategy for women and women in sport can create better, more relevant and more targeted activation campaigns, while rightsholders can extract more value. Imagine the Possibilities.
|In this year’s NBA All Stars game in Toronto, there was one towering difference on the court. It had nothing to do with what the players were doing with the ball, but everything to do with what they were wearing. On their jerseys, for the first time, there was a brand logo – Kia.|
|Let’s put this in proportion: at 3.25 inches by 1.6 inches it’s barely noticeable in comparison with the logos on MLS or European sports jerseys, but it’s the barrier it crosses that’s significant. There can be no doubt that this is the NBA putting feelers out for what Commissioner Adam Silver talked about back in 2014 when he said: “We know what the value is to advertisers…to be able to show fans in-game branding.”|
The math is simple – the average MLS jersey goes for around $3–3.5m dollars a year, but for commercial departments from the leading “big four league” teams in the US, I would imagine that there have been some envious glances across the pond to Manchester United’s deal with American car company Chevrolet at $75m a year.
Whilst the NBA have been joined by the NHL (whose Commissioner described jersey sponsorship as “coming and happening”), the MLB and NFL have been certainly more lukewarm. There are obvious logistical issues around it.
First, with a league’s collective bargaining agreements there needs to be consensus and balance as to whether it’s sold centrally or as per the European sports model, team by team. And secondly, the objection of broadcasters concerned about potential conflict and lost revenue.
The real question here is not whether this will indeed happen in the USA (I believe it’s inevitable over the next few years in NBA and NHL, at the very least), but rather whether it will impact negatively for consumers. And moreover, will brands here in America learn the lessons from the decades of good, bad and ugly jersey sponsorships in the past to influence the future?
So do consumers care…and, in particular, the Millennial consumer?
At Synergy, we’ve long been frustrated by the lack of real understanding and insight on the way Millennials engage with and view sports – both now and in the future. There are countless myths that have been built across the demographic, some of which are wrong and many of which can skew the way brands and rightsholders build campaigns. At the end of 2015, we undertook a bespoke and comprehensive piece of research with our sister agency, The Intelligence Group, around both Millennial and Generation X attitudes towards sports, sponsors and the future of sports engagement, with findings featured throughout Now, New & Next 2016.
The survey (3,145 consumers in America with 66% 18–34-year-olds and 34% 35–54-year-olds) specifically examined the potential impact of jersey sponsorship among the audience.
In short – they don’t see it as an issue. The rise of European soccer, MLS and WNBA has made jersey logos a more acceptable part of the viewing experience for the Millennial sports fan. The research highlights that 27% of Millennials think jersey sponsorship is “very appropriate” (higher than Gen Xers), whilst, tellingly, more Gen Xers than Millennials think it’s better for brands to be in the ad break or break bumpers.
History also shows that team success soon overcomes fans’ commercial objections. FC Barcelona – whose motto is famously “More than a Club” – held out for decades against commercial shirt sponsorship by featuring Unicef on the front of their jersey (at no charge), before replacing the global charity with sponsorship from the Qatar Foundation for a then record $40m a year.
|Whilst there was a clear media backlash, it didn’t last long when a team with significantly increased resources went on to lift the UEFA Champions League. So if it helps your team produce a great spectacle, most fans soon overlook the logo.|
Critically, fans soon discover that a brand appearing on their shirt will not affect their “fanship.” Indeed, more than being just a benign presence, fans may even come to see a jersey sponsor as a positive force for good, with the brand actively enhancing this very fanship. Another reason why this front-and-center asset can be so powerful.
As a jersey sponsor you have a responsibility, since your logo becomes part of the history of the team. Famous jerseys down the ages of European sports are identifiable due to the brand logo on the front of them – the brand locked forever, in the very midst of that trophy-lifting moment. The same applied off the pitch, where through the replica shirt market, fans of all ages wear your brand on a daily basis.
You cannot be edited out – be that in the live moment, or the subsequent media coverage: your brand is indelibly stencilled into that moment of history (for good or bad).
This responsibility means that you must understand and tap into the players, the fans, the culture and the tone of the team.
Lessons Learned for the Future
So what lessons can brands considering jersey sponsorship here in the US learn to ensure this doesn’t become just a glorified media buy?
1 UP CLOSE AND PERSONAL
2 IN-GAME, EVERYWHERE
3 CONNECT WITH THE PLAYERS TO RESONATE RICHLY
Again, with players controlling their own IP and the restrictive contracts they can have with teams in the US on its usage, brands need to be savvy enough to work in harmony with the players. Additional agreements with them are a must, especially in relation to their social feeds. Take, for example, the starting line-up for the Cleveland Cavaliers, which has a combined Twitter and Facebook following of 58m, versus the team’s official feeds of just over 5m.
LeBron’s Twitter following alone is nearly as big as that of all the other teams in the league combined.
|4 DISRUPTIVE THINKING PAYS|
Don’t be afraid to innovate or have fun with it – when Intel signed a jersey deal with FC Barcelona they literally turned the traditional model inside out by putting their Intel branding on the inside of the jersey. Some brands have handed over the space to a charity that they back for key matches – something that usually attracts positive sentiment.
5 THINK LOCAL AND ACT GLOBAL
|Jersey sponsorship will happen here in the US, and fans will accept it. Leagues and brands, however, must look past the jersey as simply prime estate, instead seeing it as a chance to help share the very beating heart of the team.|
Respect this, enhance it and tap into the fan culture, and it’s among the most powerful assets in a sponsorship arsenal. Get it wrong and it’s an expensive – and very public – mistake.
This blog comes from Synergy’s Now, New & Next sponsorship and entertainment outlook for 2016, which can be viewed in full here.