InFront Sports Media Presentation
Transcript of InFront Sports Media Presentation
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BEING SUCCESSFUL IN THE WORLD OF SPORTS
FIS Organisers’ MeetingCavtat-Dubrovnik,May 23, 2009
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Content
1. Introduction: external forces and internal challenges
2. Key levers for success
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Key revenue sources are under pressure• Decreasing sports
sponsorships• TV rights under pressure • Sports licensing and
merchandising is stagnant
Increasing influence of commercial partners • Schedule and format
influenced by commercial partners
• Licensees and sponsors increasingly sophisticated and demanding
Pressure to professionalise sports bodies • Mismatch in skills and
expertise between demand and supply-side
• Sophistication of sports industry
Sports market under pressure
Sports markets are under pressure from external forcesIncreasing competition from competing formats• Entertainment driven TV and
viewership growing • Major events viewership in
decline
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Increased competition from other content formats
FIS events are not only competing against other sports but against many other forms of entertainment
Other entertainment formats
DanceTheatre
Concerts
Movies
Music
Reading
Gaming
OperaSkiing / Snowboard
Competitions
Other sports
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2000 2001 2002 2003 2004 2005
Offering by genre (based on televised time)
Sport is still key content but coming under pressure
2000 2001 2002 2003 2004 2005
Consumption by genre (based on reach)
** ***
36 36 37 38 44 44
16 17 1721 22
22 22 23 22 18 1811 11 12 11 10 9
14 11 9 8 7
20
15
42 42 41 40 41
16 17 15 20 20
19 20 20 20 19 19
15 19 16 19 166 5 5 4 3 3
42
19
17Others
Sports
Fiction
Information
Entertainment
100% 100%
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Monetisation of assets
Com
pelli
ng to
con
sum
ers
with
reac
h
Hig
hM
ediu
mLo
w
Low Medium High
ATP/WTA
FIVB
PGA
NFL
MLB
Eur. LeagueFootball
NBA
Formula 1
Premium events
Non premium events
Premium sports events combine two areas: consumer appeal (1) andmonetization potential (2)
Turning “minor” properties into premium events
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7*National football leagues not included; Source: PWC, Wilkofsky Gruen, sportsbusiness.com
Premium sports with higher growth rates (1/2)
'98 '99 '00 '01 '02 '03 '04 '05 '06
+9% p.a.
+3% p.a.
Global TV sports rights
CHF million
16.0 16.519.4 19.6
22.420.5
21.9 21.5
25.2
'98 '99 '00 '01 '02 '03 '04 '05 '06
+0% p.a.
Other sports
+3% p.a.
'98 '99 '00 '01 '02 '03 '04 '05 '06
Premium sports
26% p.a.8% p.a.
3.14.7
6.6 5.37.8
5.98.3
6.1
10.4
12.9 11.8 12.814.3 14.6 14.6 13.6
15.4 14.8
• NFL• NBA• FIFA World Cup• Formula 1• UEFA
Champions League
• WTA/ATP• PGA• EHF Champions
League• Winter Sports• etc
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Premium sports with higher growth rates (2/2)
Key questions:• Status of FIS competitions today?• Key levers to make a sport more attractive?
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Six internal challenges that every sport faces
Challenges
Athletes’ salaries 1 Changes in technology2
Ticket pricing 3 Internationalization4
Innovation 5 Illegal activities6
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Content
1. Introduction: external forces and internal challenges
2. Key levers for success
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Scoring in the world of sports along six levers
• Excitement and appeal of competition1. Transforming the sport
• Consistent story to follow • “Know when and where”
2. Circuit structure(calendar and format)
• Star and fan appeal • Country rivalries3. Star/hero development
• Identification with the brand4. Coherent branding
• Consistent year-round communication activation5. Effective PR & promotion
• High quality partner6. Professional organisation
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1. Transforming the sport – example Biathlon
• Calendar• Race formats• TV graphics and production• Centralised marketing
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1. Transforming the sport – example FIS Optimisation Project
• Media– TV Production– Websites
• Marketing & Communication– Brand Identity, Sponsorship Concept,
PR & Promotion
• Event Management– Fan Experience, Hospitality
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2. Circuit structure – example Formula One
• Fix long-term calendar
• Fix dates for “classics”
• Create clearly defined and consistent sport “product”
• Increase value to Members and other key stakeholders
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3. Developing stars – example WTA• To promote its most talented
and popular players in ways that guarantee them maximum exposure. If the equity of the players goes up, this pays directly back into the sports and the federation
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4. Coherent branding (clear brand definition) – example ATP
Brandbenefits
Brandattributes
Rational benefits
Emot
iona
l ben
efits
Tang
ible
attri
bute
sBrand vision/core:
best in (men’s) professional tennis
Intangible attributes
Emotional benefits• Makes me feel like a pro• Gives me pride and confidence• It must be of a high-standard• An association with the world of
professional tennis
Rational benefits• Entertainment and excitement• Ensures high quality of
professional tennis products and services
• Access to tennis related information
• Access to worldwide tennis stars
What does the brand stand for?
What is the brand?
Intangible attributes• Authenticity• Integrity• Passion• Stature• Champions• Worldwide
Tangible attributes• Brand logo/mark• Rankings• Tournaments• Players• Promotional Programs• Website• Publications • Partners
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4. Coherent branding (clear brand architecture) – example FIFA
Other
FIFA world ranking
FIFA Women’s World Cup
FIFA World Cup
FIFA U 17/19
Um
brel
la b
rand
Eve
nt b
rand
Sup
porti
ng b
rand
FIFA medicine FIFA goal
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5. Improved PR and promotion – example WTA
• Gives the brand a foundation of awareness throughout the year, regardless of season or performances of the players
• Allows for broader base of support for fans and more opportunities for players off the court
• Maximise PR potential– Promotion of players’ lifestyles and interests outside of the sport
• Targeted– Support for equal prize money to demonstrate social concern – Creation of role models and international stars (UNESCO ambassadors)
• Strategic alliances– Global / pan-regional media co-operations– Worldwide partnership with UNESCO
• Centrally controlled– Outdoor advertising campaign in host cities in support of tour– Joint promotion activity with local tournaments
Consistent year round communications activation
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6. Professionalise the organisation – examples
• Creation of vision and mission• Changes in organisation initiated in 1998 and
completed in 2002 (e.g., introduction of 5 divisions)
• Changes in organisation initiated in 1999, completedin 2000 (e.g., creation of CEO position)
• Total review of overall governance (e.g., decrease of number of committees from more than 20 to ~10)
• Streamlined organisation in 2001 into four areas – Member services– Finance and administration– Marketing and event management– Media and communications
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6. Professionalise the organisation – federation example
Time
Organisational restructuringDevelopment
of "Vision" and "Dual Mission"
Development of federation Business Plan/Department Management Plans
! Correct strategy
! Correctstructure
!
Proof of success
Development of action programme to implement plans
!
Best cross-divisional co-operation and shared performance commitments
!
! Impact-oriented review of lived organisation and performance culture, etc.
1998: Administrator
of associations
2002:Professional
service provider for associations
Individual goals/strategies, based on Vision/Mission
Implementation of biggest sports development program ever
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6. Example – vision and mission of a global federation
Universality
For the game… …for the world
Federation family
Trust
Dem
ocra
cy
Sol
idar
ity
Quality
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6. Example – mission statement USOC
RationaleCritical elements Test
Inspirational • Focused on excellence and inspiration!
Brief • One sentence long!
Clear• Prioritises competitions
and athletes• Balances ends against
means!
Actionable • Results can be measured!
Consistent • Focused on goals, not enablers!
“To support U.S. Olympic and Para-lympic athletes in achieving sustained competitive excellence and preserve the Olympic ideals, and thereby inspire all Americans”
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Scoring in the world of sports along six levers
4. Coherent branding
5. Effective PR & promotion
6. Professional organisation
1. Transforming the sport
2. Circuit structure(calendar and format)
3. Star/hero development
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Definition of vision for skiingAction today
• National Ski Association programme and activities, also taking into account the six levers for success
Rolling back the future
Today 2015
• What does “Premium skiing” look like?• What are our aspirations?• What should skiing be recognised for?• What are incentives/risks for each member
of the family?
Conclusion – our recommendation as partner of the FIS and the National Ski Associations
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THANK YOU!