Sports Marketing 2.0 Nov 2009
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Sports Marketing 2.0 Presentation to students on the Masters in Sports Business Strategy, Treviso, Italy Nov 2009
![Sports Marketing 2.0 ‘ The times they are a changing’ Dr. Jim Hamill Department of Marketing University of Strathclyde [email_address] Treviso – November, 2009](https://image.slidesharecdn.com/sportsmarketing2-0nov2009-091103095805-phpapp02/85/Sports-Marketing-2-0-Nov-2009-1-320.jpg)
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Sports Marketing 2.0 Nov 2009
- 1. Sports Marketing 2.0 ‘ The times they are a changing’ Dr. Jim Hamill Department of Marketing University of Strathclyde [email_address] Treviso – November, 2009
- 12. www.mashable.com
- 24. Web 2.0
- 25. Applications Social Network Sites Social Content Social Bookmarks Blogs Wikis Virtual Realities RSS Feeds Podcasts Social Applications Twitter Mash Ups Mobile Web; Internet Telephony
- 28. Characteristics Communities and Networks Interactivity Social Element Openness Peering Hosted Services Global Sharing Empowerment Mass Collaboration The Internet as the platform
- 29. Impact Business Intelligence Customer Interaction Sales & Marketing Customer Experience Customer Insight Processes and HRM Mindset Product Development Reputation Management Rich Internet Applications IT Infrastructure
- 30. Business/Marketing 2.0 Web 2.0 Applications Open source Online Applications/ Web Services Social Network Sites Social Content – Social Bookmarking Blogs or Weblogs Wikis Podcasts/ Vodcasts Virtual Realities Mash Ups RSS Feeds Mobile Web; Internet Telephony Twitter Characteristics Communities and Networks Openness Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global Impact – Wikibusiness Mindset Business Intelligence Customer Insight and Understanding Customer Interaction Enhanced Customer Experience – Rich Internet Applications Reputation Management Sales and Marketing Product Development and R&D e.g. engage and co-create IT/Software/Applications Operations, Internal Processes and HRM
- 35. Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
- 37. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
- 57. How Big Is It?
- 61. Benefit Why not try… Knowledge and Insight RSS Feeds; Google Alerts; Social Media Monitoring Tools; Customer Feedback; Review and Recommendation sites; Digg etc Enhanced Interaction and Experience OpenSource CMS; Rich Interent Applications; Mashups; Wordpress; Google Maps; Youtube; flickr etc High Value Networking Social and Professional Networks; Linkedin, Ning , Facebook Microblogs – Twitter; Blogs - Wordpress, Blogger; Discussion Forums Internal Process Efficiencies Collaboration - Wikispaces, Wikimedia, Google Docs Productivity - Doodle, Skype, GoogleVoice, GIMP Business Process - ZohoCRM, Magento, OpenOffice Communications - Gmail, Eventbrite
- 63. Does It Work?
- 185. A Simplified Balanced Scorecard Vision, Mission and Strategy Decompose Into Perspectives Performance Measures / Targets Key Initiatives
- 188. www.tourism2-0.co.uk
Notes de l'éditeur
- Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converse Business Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
- We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example… Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.
- Number10.gov.uk is built using Wordpress, an opensource (blogging) platform. It mashes video and images whilst providing latest news articles (traditional blog posts). This website was not expensive to build but it is simple and effective. The platform itself is free. http://www.number10.gov.uk/
- There is a view that those that use Web 2.0 well also do a range of other things well. No coincidence though, that there are strong links between these areas and Web 2.0 tools and applications. It helps that these companies also have the right mindset.
- The Engagement Database helps to identify which companies are doing more in this area. The top 100 brands (courtesy of Interbrand) were reviewed by EngagementDB (a Alltimeter, Charlene Li initiative). What they found was that there were a range of brands with varying levels of channels and depth of engagement. What they found was that some channels or mavens came to the top. Li and her team has made a correlation between financial performance and mavens (supports the Aberdeen research). Revenue growth and profitability both seem higher amongst Mavens.
- The top 10 brands using Social Media (depth of engagement vs. Channel spread) are shown below. Any surprises here? Who didn’t make it but should be commended: Toyota: 3 individuals in their team but 7 channels. They have relied on others to provide content. They use Social Media Monitoring to look at who is talking about the brand. SAP have a huge SAP Community Network with 1.7 million members, they also run a Contributor points system to identify and reward experts. There channels include blogs, wikis, discussion forums and twitter. They have multiple “personal” Twitter channels because a corporate twitter channel doesn’t work well. One of the twitter channels openly asks for customer feedback.
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- Benefits of Using the Balanced Scorecard A Robust Strategic Management and ICT/BT Planning Tool : The process of implementing a BSC can help companies to clarify their strategic vision, goals and objectives and to ensure that these are translated into specific ICT actions and key initiatives to achieve overall strategic objectives A Robust Performance Measurement System : For evaluating the impact of ICT investments. One that combines financial and non-financial measures, ‘lag’ and ‘lead’ indicators etc A System for Improving Internal Communications : A key feature of the BSC is its strength as an internal and external communications tool. By ‘telling the ICT story’ of an organisation through a series of linked objectives, performance measures and key initiatives, the BSC can assist in communicating target outcomes and performance drivers throughout the organisation. It will ensure that resources and individual efforts are focused on the key drivers that will really make a difference to future performance A Translator of Strategy Into Action : Through establishing clear ‘cause and effect’ linkages between objectives, performance measures, targets and key initiatives
- Used effectively, the BSC can provide answers to many of the questions you are currently asking about ICT.
- The Balanced Scorecard BSC implementations begin with a clear statement of your company’s core ‘Vision, Mission and Strategy’. Strategic goals and objectives are then decomposed into a number of ‘Perspectives’ considered critical to achieving the overall mission. The four main ‘Perspectives’ of the BSC are the ‘Financial’, ‘Customer’, ‘Internal Management’ and ‘Organisational/Learning’ perspectives. These ‘Perspectives’ are then translated into a series of linked ‘Performance Measures and Targets’ with ‘Key Initiatives’ being introduced to achieve agreed targets.
- Strategy Maps Once you have completed the various steps outlined above, you may wish to present your thinking in a ‘BSC Strategy Map’. This will provide you with a concise, one page summary of the key ICT initiatives and actions required to transform your business.
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard
- ICT Strategy Development and the Balanced Scorecard