A couple of years ago I approached the directors at Oldham Athletic, my club, to offer my marketing and sales skills particularly in the form of putting a strategic approach to improving the marketing of the club together.
Fair play to them they listened, had a meeting, and I heard no more - though as you may spot a few activities may just have been acted on. In any case I thought I'd share with you the outline I gave them that day...
A Blueprint for the Future of Oldham Athletic; Marketing the Club
Undoubtedly, on-field performance has the biggest impact on every aspect of the club. However, the development of a clear, strong and imaginative marketing strategy is vital in lessening the reliance on such an uncontrollable element and reinvigorating the marketing of the club.
Vital to moving the strategy forward would be the internal audience being completely on board. If not, this will ensure that the project is doomed to fail.
Challenges – Where we are?
In many ways the club has reached a key point in all areas from the management and squad to the stadium. There is a curious contrasting feeling within a proportion of the supporter base between cautious excitement at the progress that has been made particularly over the past 3 years and a growing apathy at a perceived lack of success and ‘settling’ for what exists.
Taking the general points from recent debates within the fan base, there is a feeling that marketing initiatives have rather ground to a halt, and the club could be doing more to promote the club in the town. There is also a lack of regular contact with the core supporters. Yet, there is also an understanding that many previous initiatives have been extremely generous and the lack of their success is probably contributing to the current situation.
It is against this backdrop that the key challenges appear to be:
• To increase and maintain the average attendances
• To raise the profile of the club within the wider community/town/area and associated business community
• To create a buzz within the supporter base about the club
• To increase the communication with key ‘customers’.
The club already has a number of elements in its favour:
• A loyal core support
• Good routes of communication
• A product that has a generally widespread appeal
• Wide potential base for idea generation
• Teamcard and Ticketmaster systems demonstrate an willingness to embrace new technology
What is clear from a small amount of research is that there is a clear need to ‘do something’. However, a balance must be struck between the pressure from fans for short-term rewards and the business need to create long-term, sustainable results.
What is possible?
Over the past decade, a number of football league clubs have recognised the changing nature of football fans. The fans are increasingly becoming more fickle and they expect more from their clubs and rightly so. Clubs such as Norwich City, Ipswich Town and Charlton Athletic have all created long-term strategies aimed at creating sustainable off-field activities, all with good results. They have all underpinned these strategies with a CRM system which places data at the heart of decision making. This has to be the way forward for a club such as Oldham that needs to make cost-effective and targeted decisions/offers.
The key for any marketing initiatives in a service/entertainment industry is to generate immediate results, within a clearly defined longer term aim. For example, a £2 entry game can be underpinned by a data collection exercise which would then provide additional targets for later marketing activity including season ticket offers.
This is an example where an innovative and extremely generous initiative could have been enhanced with a more controlled long-term approach. Any initiative must be designed along the following steps:
1. Clear start and end
2. Value offering
3. Common purpose
4. Targeted
5. Measured and tested
6. Clear Steps
By setting out a clear strategy in how the club will move forward with its sales and marketing approach it will become easier to develop and assess new ideas/outlets as they inevitably occur.
Every business benefits most from marketing initiatives that are developed from a clear understanding of both their customers and non/potential customers.
Taking a Strategic Approach
What is a strategic approach:
1. Attract leads
2. Convert leads to first sale
3. Know our customers
4. Increase the value per sale
5. Create flow-on effect
6. Increase margins
7. Reputation / Brand
The key to any strategy is results.
Recommendations – What would a blank canvas approach look like?
A Strategic Approach – Overall Steps
1. Research exercise, including set up of key focus groups
2. Development of key strategy points
3. Feedback from focus groups on the strategic points
4. Develop the marketing strategy
5. Implement
It is clear that the club should work to a strategic plan for its off-field promotional activity. I would suggest that this is developed over a 3-5 year plan, with points included within this for review. The plan would be a long-term approach with various initiatives that place the key/loyal supporters at its centre. The best method to underpin such a strategy would be through a well developed database marketing approach. The club should give very strong thought to developing an efficient database system.
Research Exercise
The basis for the strategy should be a comprehensive consultation exercise with the existing fan base and wider town to both understand the needs and opinions of the existing/potential customers and open up a clear and structured line of communication. The research will have the benefit of:
• Providing input on supporter satisfaction with club facilities
• Understanding the fans’ views about the club and their relationship with it.
• Investigating season-ticket holding and ways of packaging membership to add value and increase uptake.
The research exercise should include the following groups:
• Season-ticket holders
• Fans groups
• Official fans forum
• Local businesses
• Non-Season ticket holders
• Non fans in the local area
• Non attending fans in the local area
A sample questionnaire is included at the end of this report.
Latics have excellent communication lines with fans through the website, OWTB forum and fans groups (Trust Oldham, OASA etc). However, the consultation must go further to encompass season ticket holders, regular and irregular attendees and former and non attendees. Targeted consultations can also be held with key groups such as businesses, community groups and public organisations.
Input would include all aspects of the club from pricing and communication to match day experiences and merchandising.
The questionnaire could be distributed via a number of different media including via the forums, on match days, the club shop/ticket office and even the Oldham Chronicle (perhaps by looking for sponsorship for the feature). By utilising a low-cost, online option such as Survey Monkey it would make it easier to gain the feedback. Some thoughts should be given to incentivising the return of questionnaires.
Key focus groups
To complement the questionnaire, it would be advisable to create a couple of focus groups to further discuss the issues under review. The groups should be split along the lines of season-ticket holders and potential season ticket holders.
Also, it will help to create a focus group of around 12-16 fans that is consulted on all the issues covered on an ongoing basis, for example every quarter. These should be a mix of season ticket holders and non-ticket holders/potential fans.
The research will identify a number of key points with regards to how best the club can develop initiatives that are both welcomed by fans and profitable, along with better informing general strategic approach of the club.
Such a research exercise can be combined with a review of existing customer data to begin the steps in building a database marketing system. The intention of this being to build a long-term picture of each individual that has an interaction with the club. This will allow the development of targeted offers aimed at increasing turnover from within the existing base and encouraging new ticket holders.
Key Targets and Possible Initiative Ideas
Season-Ticket Holders/Regulars/Best Spenders
As this group can be defined in many ways as the ‘most loyal’ supporters, it is a key group to involve in regular communication. As your best brand advocates, they provide a fantastic base with which to feed offers through.
Specific offers could be developed through collection of data, which would otherwise be loss leaders for other groups of fans eg:
• Regular communication both written, and quarterly fans meetings
• Birthday present of a free ticket to bring a friend/pint/pie
• Anniversary of their first season ticket, possibly a reduced price
• Thank you from the squad at the end of the season – email/card/letter
• Preview invitations to see the new kit before it goes on general sale (esp for those who are identified as regular spenders)
• Meet the new signings – again for most loyal especially relevant around pre-season before others get the chance to see them in action
• Golden Ticket – auto entry draw when you purchase a season ticket – get the full cost refunded if you win
• ‘Experience days’ for the loyalist fans, eg joining in training/footballer for the day/vip treatment
• Vouchers to encourage buying behaviour, eg for those who attend every game but don’t buy a pie/programme/spend in shop
• Vouchers as per Burnley FC promotion – especially relevant this season with the December schedule
• Joint offers with local businesses, eg we’re loyal to local business too
• Keep the other half happy, eg money off a bunch of flowers/bottle of wine/restaurant offer
Young Fans/Colleges/Schools
As the supporter of the future, they are a key target group for any long-term strategy. Latics have a great track record of servicing the younger fan base, in which Chaddy the Owl has become a major part. More could be done to build the special feel of belonging to the various Boundary Blues and Chaddy’s Gang groups. Data collection would also help to move the youngster through from junior tickets through to adult tickets, helping to pave the way for an intermediate ticket. By tracking the ages, intermediate tickets become easier to justify and service without the club suffering from potential ‘abuse’ of the system.
• Boundary Blues/Chaddy’s Gang own website, with forums, games and possibly a 2 games for £5 style offer
• Intermediate tickets covering university and college ages
• Direct promotion activity within colleges and university
• Creating mini-franchises in schools as part of their business training. They sell tickets/merchandise in schools to pupils taking a cut of the profits...running a proper business and promoting games in schools. This would work fantastically well as part of the community scheme.
Local Press/Media
Another key target should be to enhance the links with local media especially the Oldham Chronicle and they key effect that coverage across the sports pages and elsewhere in the title can have in winning over the community. It has felt at times that there is a lack of support from the Chronicle. Certainly it is a growing niggles with some fans that the two Manchester clubs appear to be getting more and more column inches. It is the club that are in a position to be able to make a difference on this.
• A dedicate section within the paper for community news/offers/promote upcoming game – perhaps with a co-sponsor to ensure paper is gaining some advertising revenue
• General shows/comments of support on various local issues/charitable causes
Local Council
The moves to ‘rebrand’ the town and the associated campaigns and investment, offer a huge opportunity for the club to place itself as a key player in helping the process/rebirth of the towns image. The new stadium planning situation could be turned into a positive in terms of a number of ‘open’ communication channels which now exist.
• Suggesting that the rebrand could involve the club – eg
ur Club l ur Town
I am Oldham (various media campaign featuring well know Oldhamers, along with residents eg. Chris Taylor)
Business Community
As business owners it is often difficult to see tangible benefits from general sponsorship activity of sports clubs. By having a good database marketing approach major/match sponsors could be given opportunities to communicate directly with the fan base. For example, an email newsletter sent either before or after the game to the fan base could have a mini-feature on the match sponsor. This immediately gives some more tangible incentive for sponsors.
• Have a presence at existing network events around the town
• Create the clubs own network events. These could differ from the norm by having a different member each week setting out what their business could do for Oldham Athletic. This makes their business more memorable by giving a practical example, creating a better core group. Sponsorship can be gained especially from local banks/solicitors who are very keen on these type of events
• Hold special meetings prior to games with a small drinks meeting prior to attending the game. This would work particularly well prior to evening games when it could be used as an excuse to leave the office early
• Develop a Presidents club/Platinum club (particularly with the new developments in mind). Allow an annual membership and limit numbers
• Targeted promotions to the fan base allow the offering of more cost-effective/higher value sponsorship deals
• A greater involvement with the local chambers/businesslink/enterprise centres –eg. East Lancashire has based their entire enterprise funding around the football clubs of Blackburn, Burnley and Accrington offering cheap office space and various start-up funding for businesses (LEGI funding)
• The new stadium developments could be placed at the centre of much of the activity eg. get in now and it will be cheaper when it is finished
• Use the data collected to identify those fans that are in decision making roles with their employers. Target these with specific hospitality offers and be proactive in meeting with them for their input
• Golf days / experience days
• Presentation evening pre-season for the presentation of squad shirts for shirt/major sponsors (paid event)
• Management in action eg. inviting managers from various businesses on non-match days for workshop/meet with our manager/director on running the club
Other General Suggestions
• Reinvigorate the stadium development excitement. Perhaps create a new website/micro-site showing the plans, updates on the progress, advertising for contractors
• Creating a car-share scheme – especially for those not able to attend/struggle to attend games or away games
• Town Centre shuttle bus prior and post match days – could be combined with...
• Match day promotion crew – in the town centre selling tickets with incentives to attend
• “Relive the Pinch Me Year’s” promotion – bring old memorabilia along to get it signed by old players. Make an event of it with games playing on screens
• Combined tickets/offers/events with other entertainment providers in town – eg his ‘n’ hers tickets for a day at the football and a night at the theatre, local restaurants.
• Football goes to the theatre – a full classic game replayed on a big screen at a local venue
The ideas outlined have been developed to fit within a long-term, sustained marketing approach. Conducting the survey would allow these ideas (and perhaps better ones) to be discussed and evaluated.
The majority of the ideas will require an intelligent database marketing system to gain the best benefit from them. The Teamcard system which the club has recently introduced has been combined with such a system to good effect by clubs such as Norwich and Ipswich.
Approaching your marketing from this long-term view, and gaining a very clear understanding of your supporters will benefit all aspects of the club. It may also go some way to contributing to the feel that the club really is progressing into a club for the 21st Century.
...so there you go. How was it? I designed a whole questionnaire to be distributed, but that was another thing not acted on. Football at the lower levels needs to be clever in marketing terms. Battling against so many powerful and huge marketing machines in not only the Premier League clubs, but the Premier League itself and Sky and the FA who all benefit from massive interest in the Premier League clubs. However, with some thought and a long-term plan stuck to whatever is happening on the pitch, it is possible to box clever.
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