Atm final repor td

1. ATLÉTICO DE MADRID
FEMENINO

2. An opportunity for a
Global Positioning of
Atlético de Madrid
Women’s Football.

3. Contents
Executive Summary
Situation Analysis
Competitor Analysis
Brand Audit
Marketing Strategy
Segmentation
Target Market
Positioning
Value Proposition
Buyer Persona
Marketing Tactics
Plan Implementation Calendar
Appendix
00
01
02
03
05
06
08
09
10
11
12
21
22
Carlo Renzini, Eva Fernández, Hugo Pavía,
Marcelo Salazar, Maxime Raskin
Authors
February 23rd 2020
Professors
Maria Paz Menendez Escandon
Dushinka Karani
Date

4. 00
EXECUTIVE SUMMARY
Atletico de Madrid women’s team was founded in 2001 and have now been competing in the Primera
Iberdrola League. This is the highest competition level for women’s football in Spain. Atletico Femenino is
one of the most iconic national women’s team and holds the title of the largest attendance to a game at
Wanda Metropolitano on the 18th of March 2019.
These achievements portrays the potential of this female football club for global expansion and penetration.
After extensive primary and secondary market research it can be concluded that Atlético de Madrid
Femenino primary objective will most certainly increase awareness and engagement hence, sales too. This
will be done through our initiatives such as the sustainable merchandise related to the team. With our
€300'000 budget, €200'000 will be allocated to the online channel to promote mostly on social media. The
remaining €100'000 will be distributed towards the offline channel including; stadium activities, short
bootcamp training and souvenir shops which will aid us to reach the expansion goal of the report.

5. Atlético de Madrid is known as one of the
third most recognized clubs with domestic
9 league titles just behind Real Madrid and
Barcelona and with counted fan clubs up to
17 countries all over the world. Additionally
along with Real Madrid, they have been
known for the only Spanish team that has
been world champion and hence build a
name and reputation by winning the
intercontinental cup back in 1975.
Atlético de Madrid The current market for
women’s football team worth of
sponsorship is globally been estimated to
been undervalued by an estimate of more
than 1 billion euros according to the
independent brand valuation consultancy
brand finance. As displayed with the salaries
of players the large disparity between
current and potential sponsorship for
women’s football team highlights and
reflects the funding gap that Atlético de
Madrid is facing. Trends continue to arise
toward women’s playing football as shown
with the 1+ billion viewers and over million
tickets sold for the FIFA women’s world cup
2019 which demonstrated real
opportunities for Atlético de Madrid
women’s team.
In order to analyse the sets of
components involved in the marketing of
football, it is key to define to whom the
marketing actions are directed thus who is
the target audience of Atlético de Madrid
women’s football club to later analyse how
to maximise benefits of it. It is important to
firstly understand that football consumers
present an element that differentiates them
from the majority of consumers of products
and service because they are driven by
emotions. Football is a sport that draws
passion from millions of people from around
the world. We will discuss the typology of
consumers based on their degree of
“football fans”, establishing a large group in
which the main differences reflected are in
emotional aspects. The first typology of
consumers are the true fans of Atlético de
Madrid women’s team and this person
shows more loyalty to the club, shows more
passion for him and defends only a specific
team, going to stadium with a sole purpose
of seeing Atlético de Madrid win over.
Atlético de Madrid has shown to have
taken advantage of this by attracting
subscribers to which the number 1 club
member would receive baskets of present
from different sponsorships. Among other
possible recruitment activities done by
Atlético de Madrid was when an agreement
with Canal+ so that if a person bought a
game at the ox office of the team he
entered a raffle for tickets to go to the
stadium to see the next match. Overall
Atlético de Madrid Target audience are fans
which are mostly families and young adults
with age between 18 to 34 (appendix 2.2)
with a strong purchasing power and belief
and attitudes which revolves around sports
and nutrition. Parallel interest of fans have
revealed interest in boxing and basketball.
Therefore brands targeting football fans
can also reach out to them through
sponsoring basketball teams or boxers.
SITUATION ANALYSIS
01

6. COMPETITOR ANALYSIS
As represented in the
scoreboard with
exception of the big 2
the gap between score
points differs from 2-3
points only. This
highlights that only
Atletico de Madrid and
FC Barcelona are scoring
far above the other
team which reveals that
budget does affect
performance.
This also reveals and
shows that as the club
increase its training and
budget towards the
women team it will be
able to grow in visibility
it will encounter new
competitors from
countries outside of
Spain such as Arsenal
women’s team or
Chelsea women’s team
which will give the club
greater visibility and
awareness towards the
club from outside of
Spain. These
competitors can be
turned into
opportunities for a club
like Atletico de Madrid
which can gain from
press and TV coverage
that will increase overall
word of mouth towards
the women’s club.
The biggest existing competitor of
Atletico de Madrid women’s team is
firstly FC Barcelona. Its most
vulnerable competitor would be
considered FC Barcelona because it
has been an established club for over
120 years with a very strong fan base
and name that they have maintained
throughout the years. Its second
biggest competitor is levante because
the team has invested a big portion of
its budget into its female team. This
allows the team to allocate its budget
into thorough training sessions
allowing them to only be 2 points
behind in terms of classification even
though its overall market value is only
about 1/7 of the Market value of
Atletico de Madrid. Other competitors
of Atletico de Madrid include Athletic
Bilbao, Logroño and Real Sociedad. All
the competitors are Spanish clubs
with all similar market value with
exception of FC Barcelona and
Atletico de Madrid with higher market
02

7. From our marketing plan,
we have identified Atletico
de Madrid women’s team
vision which is to grow the
brand firstly in Spain by
expanding its
sponsorships to enlarge
the opportunities to then
later on expand the team
worldwide. Our target
consumers are primarily
for males of all ages, who
play football in the past or
currently and to which has
identified and follows the
football codes. More
precisely our target
consumers for our offline
channel are firstly males
from 18-40 years, have a
common passion which is
football and are
considered entertainment
enthusiasts and
considered as fans of
celebrity players. Secondly
our target consumers are
also women ranging from
18-40 years who are
categorized as extreme
sports fans and/or
participants. Target
consumers for our online
channel component of this
offering will appeal to
lower purchasing power
and hence to a younger
audience and with target
consumers of female
interest towards football.
These target consumers
are categorized from
15-25 years old and are
considered as Football
fanatics and sports
enthusiasts. Lastly, the
target consumer for this
channel also included
males and females from
25-40 years old and are
mostly families.
BRAND AUDIT
Atletico de Madrid
women’s team on their
hand work extensively
on providing a game
full of action and
diversity while keeping
the football standards
to a maximum. Its
objective is to
entertain while keeping
a competitive aspect
by competing with
clubs from all over
Spain.
From our extensive
brand analysis and
competitor analysis we
came to realise that
most consumers found
a high value for money
when purchasing a
ticket for Atletico de
Madrid women’s team
over a competitive
brand and have
mentioned that the
game was very
affordable. 03

8. Additionally Quality has also
been ranked by consumers as
high perceived quality in
terms of the service Atletico
offers but also in terms of its
food and beverage and
overall quality of the place.
However some consumers
mentioned having room for
improvement as they would
like to see more games being
played in the Wanda
Metropolitano to enhance the
quality of its service. Lastly
from extensive market
research we came to the
conclusion that consumers
had similar opinions on its
reliability and service of
Atletico de Madrid women’s
team as being generally well
executed by the brand.
For the brand positioning,
from the extensive market
research we came to realize
that FC Barcelona performed
best in terms of quality and
high price. This also reveals
that Atletico de Madrid
women’s team still has a place
to increase its price and keep
its quality and thus increase
its revenues and overall profit.
The brand positioning also
reveals that Atletico de
Madrid with FC Barcelona have
higher perceived value and
over the other club as
reflected in the graph which
also explains why they are
able to charge a higher price
thus increasing their overall
profit. However one point to
which Atletico de Madrid
needs to pay close attention
to is when increasing the
overall price of tickets the
club has to make sure it will
be able to maintain and even
further improve its quality
offering to outcompete its
closest competitor of FC
Barcelona.
Lastly to conclude the brand audit
we can see that Atletico de
Madrid and FC Barcelona market
value is much higher than the 4
other existing competitors which
highlights the difference in budget
allocated towards those teams.
As reflected in blue in the graph
above we assumed that 10% of
the whole budget would be
allocated towards the women’s
team and reflect that for a team
like Atletico de Madrid 10%
represents nearly the whole
budget of Levante which
highlights that Atletico de Madrid
has much greater potential in
terms of positive changes it can
bring to the club. The objective of
Atletico de Madrid women’s team
is to grasp these opportunities
such as increase its sponsorship
and increasing the price of tickets
and opening more regularly the
Wanda Stadium to thus increase
the overall perceived value
towards the brand while increasing
its profit.
04

9. MARKETING STRATEGY
05

10. SEGMENTATION
Atlético de Madrid's primary
objective would be to target
consumers based on their
lifestyle choices such as
nutrition and sports and their
attitudes towards “viewing a
football game” (appendix 2.1).
The main group Atlético de
Madrid advertise for selling its
tickets is for “serious football
fanatics” (appendix 2.2) or
someone who prefers an
upscale viewing experience.
Our intended age group are
aspirational fanatics towards
football with age groups of 35
and above, although a large
majority of its customers are
young adults and with a high
concentration of them being
female.
Atlético de Madrid seeks
customers with an income of
90,000 and above to be able
to charge different prices for
its different seating areas.
However, most of its
customers make around
25,000 and above as
mentioned “I make around
25,000” (appendix 2.3). The
way Atlético de Madrid
advertises itself to these
specific age groups is through
commercials and promotional
material as well as social media
presence to reflect women’s
presence and dominance in the
football industry as reflected in
their outstanding
performance.
Customers that prefer Atlético
de Madrid over other women’s
football teams (appendix 2.4)
like Barcelona have mentioned
supporting the individual
athletes themselves
increasingly over the team
itself. This result shows that
the athletes are seen as
aspirational to their fans and
reflect positive results for the
growth of Atlético de Madrid to
transform their athletes into
icons. The main target
segments are youth and the
young urban family. These
young urban families are more
attracted to action and the
ambiance revolving around a
football game. Most families
have mentioned not coming for
the match itself but rather for
the ambiance and activities
included around and
throughout the game as
mentioned when “I do not only
come to watch the players
play, I come to have a good
time” (appendix 2.5).
“I do not only come
to watch the players
play, I come to have a
good time”.
06
01 PSYCHOGRAPHIC AND BEHAVIOURAL

11. To add on another target market
that is less present in the crowds
yet plays an important role in the
growth of Atlético de Madrid are
the social viewers and these are
mainly corporate users who take
sports as a tool for networking.
Not necessarily loyal to any team
yet this group spends a lot of
money on corporate suites and
related services on behalf of
their company. These individuals
follow luxurious lifestyles and
have some degree of education
with defined goals and values.
Atlético de Madrid’s objective
should be focused on retaining
those strong purchasing power
by offering various discounts and
promotions in order to introduce
them to women’s games.
Lastly, Atlético de Madrid target
customers are its online users
who follow the games through
social media, TV and third-party
platforms. These users are
usually Generation Z and are
younger individuals who still find
a strong interest in the games
and the players. These users'
social status is usually medium
with an active lifestyle and has
defined personality traits. These
users also find interest in sports.
Majority of these users have
mentioned watching illegally
streaming football in Spain men's
games due to the fact that
“football players make enough
money” or “Access through
other means is too
expensive” (appendix 2.6) which
highlights that these users have
limited spending power yet want
to watch the games.
07

12. 08
TARGET MARKET02
Atlético de Madrid has a niche market to
approach that is people with a shared
interest in sports and/or sport watching and
provides them with a unique experience of
enjoying the games in a more memorable
and appealing way than other football clubs.
The targeting strategy to achieve this is
specifically targeting consumers who have
deep passions and ambitions towards any
kind of sports so that they become fans and
build loyalty towards the club. In order to do
that, aggressive marketing targeting this
niche is crucial. Raising awareness of how
special the experience of watching Atlético
Femenino is and providing them with
constant information of the game dates and
times is what will make them want to attend
the games. This can also increase our word
of mouth by thorough marketing and
therefore increase our game attendance.
Additionally, an important proposition is
targeting betting companies such as bet365
as a big part of people who watch sports is
because they can bet against/for a team to
which they believe in. The whole betting
market forces consumers to fully watch the
games and therefore endorse the match and
if their team wins it will, therefore, increase
loyalty towards the club. Moreover, by
acquiring more sponsorships rewards/
salaries for players when they win will
increase.
This would increase attraction towards the
sports as there would be more budget to
spend and prove to younger women who are
interested in the game that there is
potential to make a real career out of
football. Also, including sponsoring by
celebrities will serve as a psychological
marketing tactic to engage people in going
to games. Lastly, our aim is to target media
agencies. As we are living in a digital world,
people are decreasingly watching TV and
now following sports directly from their
computer. For these reasons, we need to
aim at targeting media agencies such as
Twitch, Youtube Live or even Facebook live
to allow our brand to be more accessible
from anywhere in the world thus increasing
brand awareness and loyalty.
CONCENTRATED/NICHE TARGETING

13. 09
POSITIONING
USP
Reasons to
believe
Emotional
benefitsFunctional
Benefits
Insights
Personality
Values
TargetAudience
Competitors
Company’s roots
03
Medium level
of income
Atlético de Madrid was
founded by Athletic de
Bilbao in 1903 and has
achieved to be the third
football club with more
national winning titles.
FC Barcelona
Levante
Athletic Bilbao
Real Betis
Real Sociedad
Good team performance
Great experience at Stadium
Leisure
Sense of belonging
“MY team won. WE won.”
“I feel happier after
watching a game”
Joyful
Sportive
Fun
Human
Develop and foster sport values
Social education
Equality
Club’s culture preservation
“A team that will make you have the best experience in every game”
Feasibility
Practicability
Service
“Atlético de Madrid is
Like a family”

14. VALUE PROPOSITION04
For sports fanatics who support a team or a member of the
team, Atlético de Madrid Femenino positions itself by
offering a dynamic and diversified sports game accompanied
by leisure and interactive activities together with appealing
amenities. Strives towards delivering dynamic sports
entertainment and memorable experiences, creating the
game ambience that motivate people to attend the games.
10

15. 11
P
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S
O
N
A
B
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E
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05

16. 12
MARKETING
TACTICS
Atlético de Madrid is a significantly powerful brand
that has the right and necessary means to engage
customers and convert the women’s football team
into a globally recognized one. The vital main factor
missing is the marketing strategy approach and
focus and therefore this report proposes an
improvement in this matter.

17. Firstly, product improvement is
crucial for the brand’s expansion
and visibility. Therefore, we
proposed the development in
collaboration with sponsor Nike, of
a new sport equipment for the
female team which will be part of
the sustainable line the Nike
launched. This factor adds value
to the brand image and given
Nike’s success and
acknowledgement all around the
world, Atlético de Madrid
Femenino will certainly experience
a global reach when Nike designs
the football club’s shirt within
their new sustainable line of
products. Necessary visibility in
the club’s physical stores is vital
and women’s division shirts should
not be regarded as a secondary
purchase in comparison to men’s
shirts. We propose the same kind
of advertisement for both female
and male teams on every physical
store, including visibility and
awareness of the female team
members.
Furthermore, the creation of a
small league of around two weeks
between female football teams of
schools and universities playing at
Wanda Alcalá de Henares implies a
development of products in a
significant way, allowing sportive
younger women to be involved in
a personal way with Atlético de
Madrid which will benefit the team
with regards to customer
engagement and growth. This also
has a positive effect in terms of
Place, considering that families
and friends of students playing will
go to the Stadium to enjoy the
league. The revenue streams will
come from the game entrance
tickets (which will not be costly)
and the costs
Moreover, the partnership with
FIFA EA in order to introduce the
women’s team will add value and
visibility to the club.
13

18. With regards to Place, one other
big offering to which Atletico de
Madrid had to work on improving
is its media coverage by trying to
partner and purchase a TV
channel to broadcast its matches
on its own channel and increasing
its rights to broadcast to
numerous other channels at
different prices. This would allow
the brand to raise brand
awareness and minimize
confusions on where games can
be watched online and also
increasing the overall prestige of
the brand itself. Also, in spite of
the small capacity of their main
stadium compared to the Wanda
Metropolitano, they have had
peaks of performance with
attendance of up to 330,000 for
Atletico de Madrid women’s
team. This shows the potential of
the club and how powerful it can
be if good marketing tactics are
present. Therefore, possible
future physical expansion for the
club would be to change and host
more games in the Wanda
Metropolitano (opening just one
or two rings) which would allow
the club to host a larger
percentage of spectators, and
therefore expand visibility,
engagement and sales both B2B
and B2C. This is also a great way
of female games’ promotion
since an incredible amount of
Atlético de Madrid fans and
potential fans attend the Wanda
Metropolitano each month for
men’s games. The club also has
several fan clubs located all
around Spain which allows the
club to get more word of mouth
(appendix 2.3). Additionally,
because of the remote location
of the Stadium, it is very difficult
for customers to get there given
the lack of public transport.
Atlético de Madrid needs to have
multiple bus lines throughout
Madrid that lead to the Stadium
in order to motivate people to go
since many people result in not
going to the Stadium because of
the location and the lack of
transport. By implementing a
variation of bus lines, people will
feel more encouraged to go to
the games which will, again,
increase sales, customer
engagement and reach. The
details of the bus lines and
schedules should also need to be
very easy to find and well
explained on the Atlético de
Madrid webpage.
14

19. To add, the implications on Price
due to our propositions will be the
following. We believe that the
club should be able to leverage
higher level of profits by
increasing its membership prices
by 10% which would largely
increase their overall profit
margins. Lastly, product licensing
is also a significant part of
Atletico de Madrid pricing model
should work on increasing its
product and merchandise
licensing with various resellers
across the globe to increase its
revenue stream and diversify its
earnings. Additionally, other
pricing structures are from its
sponsorships, image rights, social
media and TV rights. All these are
external sources of revenues to
which Atletico de Madrid women
club objective should be to
increase its number of
sponsorships to rewards players
thus increasing the competitive
aspect of playing at a professional
league and to inspire others. We
also believe that Atlético
Femenino should increase its
social media by creating
giveaways and recaps on games
for users to feel a real interest in
following the team. Also, by
regulating the price and imposing
a ‘steady’ fee for all games
(excluding semi-finals and finals,
where markups can and should be
increased), Atlético De Madrid
Women’s Division will be attaching
a monetary obligation (that is not
exceedingly high) and thereby
correlating this sport as an
equally important investment as
the men’s division, yet more
economically accessible (prices
for men’s games usually round
the figures of 45 euros). One of
the recurring problems, is that
the ticketing is often handed out
for free or at exceedingly low
prices in order to increase the
affluence of people in the
grandstands. This technique was
seen when the women’s teams
managed to fill out the Wanda
Stadium (60,739 people)
attended the stadium during the
Atlético de Madrid vs Barcelona
clash (March 17th, 2019). While
this is most definitely an
impressive feat, it is time to start
moderately monetizing the use of
Wanda installation as a mention
of the power to the Women’s
team. Taking into account that
the functionality of opening up
the Wanda for a game is much
more expensive than the use of
Alcalá de Henares, it becomes
only logical to charge more for
the game and the experience.
15

20. Lastly, in order to successfully
expand the visibility of Atlético de
Madrid Femenino, thorough Promotion
is necessary since it is the main
means to achieve it and therefore,
most of the marketing budget should
be destined to this matter. Given the
lack of communication about game
dates of Atlético Femenino we
propose significantly improving
member’s email marketing reminders.
Another reason why many people
don’t find it so motivating and
appealing to go to a women’s game,
in comparison to a male’s game,
because they don’t have any special
personality they follow or that they
know they certainly want to watch
play. The proposal of the creation of
TV commercials to promote their
team and their members will make
the audience aware of the team’s
core values, strengths and potential
which will encourage them to become
a part of the team’s family. To tackle
the second reason, the creation of
icons within the team is also a very
important factor. Selecting a
potential iconic football player from
the team and creating a brand image
and a personal brand through that
player. In order to do this, we
propose carrying out several personal
interviews on TV and newspapers, the
creation of a documentary on the
difficulties to become a female
football player and to show the
personal and human part of the
player, which is what will make the
public empathize with them. We
propose the collaboration with
Audiovisual Communication students
of Universities (such as Complutense
or TAI) to build up the documentary.
This way, no costs will be implied and
we would be creating visibility of the
team towards the students. Social
media improvement is also a crucial
recommendation for the brand,
mainly Facebook and Instagram, by
creating advertisements and making
them visible within the platforms
whenever there is a game coming up
or any other important event the
team is conducting. Also, becoming
strong in TikTok App is a proposal
that will certainly improve visibility.
The introduction of TV Screens at
Alcalá de Henares to create ambience
and to encourage people to use the
hashtag #AtletiFemenino (appendix
4ps) has implications on the Product
too since it adds value and creates
motivation which will attract more
people. Furthermore, a way of
including younger people (and most
likely their family too) into our
potential customers is by having a
team going to schools around Madrid
and doing raffles in order to get free
tickets to a game. Finally, with the
purpose of motivating people to join
club membership and to keep the
current members motivated to come
to the games, providing members
with a prize to the club’s most loyal
women’s game attendants would
most likely be a successful way to
engage with them. We propose
offering them a free year training in
the Atlético de Madrid Academy,
allowing them to bring a companion
to each game for free and a meet and
greet with the women from the team,
each according to the ranking of the
most loyal customers.
16

21. 17

22. 18

23. 19

24. 20

25. 21
PLAN
IMPLEMENTATION
CALENDAR

37. 22
FOLLOWER
ANALYSIS
Football Club
Instagram
Followers
Youtube
Followers
Facebook
Likes
Men: 9,100,000
Female:461,100
Difference:95%
Men: 249,000
Female:7,690
Difference:97%
Men: 13,000,000
Female: 797,000
Difference:94%
Men: 83,500,000
Female:1,900,000
Difference:98%
Men: 8,960,000
Female:8,960,000
Difference:0%
Men: 103,000,000
Female:587,220
Difference:99%
Men: 350,000
Female:27,400
Difference:92%
Men: 50,800
Female: 50,800
Difference:0%
Men: 1,000,000
Female: 1,000,000
Difference:0%
Men: 227,000
Female:368
Difference:99%
Men: 37,700
Female: 37,700
Difference:0%
Men: 1,100,000
Female: 1,100,000
Difference:0%
Men: 926,000
Female:78,600
Difference:91%
Men: 340,000
Female:1,540
Difference:99%
Men: 1,200,0000
Female: 1,200,000
Difference:0%
Men: 154,000
Female:24,600
Difference:84%
Men: 22,800
Female: 22,800
Difference:0%
Men: 248,000
Female: 5,482
Difference:98%
Men: 846,000
Female:23,300
Difference:97%
Men: 92,300
Female:7,640
Difference:92%
Men: 1,800,000
Female:1,800,000
Difference:0%
APPENDIX

38. 23
SPONSORSHIP
ANALYSIS
Football Club Sponsor
FC Barcelona Femenino
Atlhletic Club
Real Sociedad
Real Betis
Levante UD
Sevilla FC Femenino
1. Stanley
2. Nike
3. Naulover
1. Bet365 4. Euskaltel
2. San Miguel 5. Coca Cola
3. New Balance 6. IMQ
1. Macron 4. Keler
2. CocaCola 5. Euskaltel
3. Goodball
1. Uber
2. Renfe
3. Halcon
4. Fontarel
1. Primavera 4. Balearia
2. Amstel 5. Betway
3. Levante Wagen
1. Nike 6. Scalpers
2. Coca Cola 7. Falken
3. Caixa Bank 8. Halcón Viajes
4. BMW 9. Makita
5. Robles 10. CruzCampo
Restaurants
APPENDIX

39. 4
P
S
APPENDIX
24

40. 4
P
S
APPENDIX
25

41. 26

42. 27

43. 28

44. 29

45. 30