Monday 29th April SPORT BUSINESS CONSULTING IMT Ghaziabad lionelmaltese.fr @lionelmaltese Lionel Maltese Maitre de Conférences Aix Marseille University – CERGAM IAE Aix-en-Provence Associate Professor Sport BUSINESS Management Kedge Business School Assets Manager ATP – WTA Events and consulting Member of the Executive Committee FFT – Roland Garros – BUSINESS STRATEGY

You are, you have… Last diploma : Phd Business Management IAE Aix en Provence 2004 – Econometrics Engineer Aix Marseille University 2001 Last sport experience (this summer) : OM Business Assets Consulting Mission & PSG Fan Marketing Mission Roland Garros Hospitality & Public Relation Business Strategy with Jo Tsonga ATP World Tour : Nice to Lyon transfert and business creation (JFC, TP, JWT) and more FFT – Roland Garros Executive Comitee / Executive competencies help for recruitment …. Sport Practice Fan… : Tennis, Basket, Soccer, Rugby Seven, Paddle board… and anterior cruciate ligament (ACL) … OM, Celtics, Juve, Warriors, Canadiens, Eagles, Seahawks, Fed, Stan, Jo, Liza, Ray Allen, Curry, Voller, ZZ, Slater, Bird, Wilko….

Since 2005 Since 1999 Since 2001 Member of the Executive Committee Maitre de Conférences Aix Marseille University Strategy & Communication Associate Professor Kedge Business School Sport Business Management Since 1999 Professional ATP & WTA Events management Manager Since 2001 Research Aix Marseille University Laboratory Member of the Executive Committee Economic Development – Business Strategy Head of R&D Department Consulting Sport Business Strategy & Marketing

Msc ISEM / Kedge BS ?

Kedge Business School and Sport Expertise : Inputs & Outputs ? Ms ISEM (N1 France Top 10 World) Msc Marketing Summer School PGE (ESC) Research N1 Europe 5 profs LM JPD FP JMM FR + Alumni Networks Alumni Companies Institutions Academic (Project) Communication Media N1 (School)

Vince Lombardi

Jean-François Caujolle since 1993 Jean-Claude Blanc since 2000

SPORTAIMENT BUSINESS PLACE & MOMENT FOR FANS

CEO G2 Strategic, former president of the NBA’s Portland Trail Blazers Marshall Glickman CEO G2 Strategic, former president of the NBA’s Portland Trail Blazers Over the last four decades, sports in North America has evolved from pure competition to business…from game to entertainment. Although the quality of competition has remained the centerpiece, North American sports culture is primarily motivated by money.   In France, as in most European countries, the sports culture has historically been driven by the competitions themselves, so consumption trends are not comparable. That said, there is no question that economic reality is driving French sports organizations to become more professional and oriented to business and profits. From the perspective of an American who has extensive experience working with European and French sports organizations, finding the right balance between economics and culture is precisely the right recipe for success.

New sport Business model ?

Sport Marketing Digest : Communication - Networks – Experiences – Brand Experiential Marketing Entertainment BtC BtB CtC « The Place to show the show » Relational Marketing CRM – Ticketing – RP – Social Capital « The Place to be » Brand Management Merchandising – branding « The Place to express your brand » Event Communication – Commercial Sponsorship « The Place to leverage and activate »

To be a value-added in sport business Or american dream ! Business Marketing capabilities !

Success comes from knowing that you did your best to become the best that you are capable of becoming. John Wooden Competencie ? EXPERIENCE Knowledge EXPERTISE Know-How TEAM Being (know how to be)

STRATEGIC SPORT COMPETENCIES SBP BUSINESS POLITIC

HOW DOES SPORT COMPARE TO OTHER INTERESTS HOW DOES SPORT COMPARE TO OTHER INTERESTS? – % of those ‘Passionate’ for each interest % with Passionate in interests

3 Business Models in sport Business area Hospitality / PR Relational Club or Event BRAND Cultural Reputational Media / WOM Communication FRM Brand Management

    Athletes as suppliers for the « show content » Key synergistic resources « Heart » Deployment resources « Lung » Market-based resources     Partnership – Sponsorship Privates - Public – Media Activation CRM Negociation Sport Management Communication Hospitality management CRM Sport Performances Reputation Stadium Ticketing Commercial Brand Merchandising Hedonism Brand Management Co-branding Social networks & capital Public Relations Resources Intangible Resources « Event expressiveness » CRM BtoB Networks Commercial resources linked to products & services and profit centers Competencies

« Relational » Business Model CRM Negociation SPONSORSHIP Offer attractivity SPONSORSHIP PR Visibility CSR Media rights Ticketing 2 1 REPUTATION SOCIAL CAPITAL BRAND 4 7 8 5 3 Interpersonnal Networking Sport Management PHYSICAL SUPPORT 6 resources Hospitality Management competencies

« Reputational » Business Model Activation CRM SPONSORSHIP Sport Management Offer attractivity Media Rights Sponsorship Visibility PR CSR Ticketing Commercial Brand 7 2 FACILITIES STADIUM ARENA REPUTATION BRAND 1 6 5 4 3 Brand Management Ticketing Entertainment SOCIAL CAPITAL resources 8 Negociation Hospitality competencies

Cultural Business Model Activation CRM SPONSORSHIP Sport Management Ticketing Servicing 7 Offer attractivity Ticketing & Services Sponsorship CSR PR Visibility Media Rights Commercial brand 3 REPUTATION FALICITIES Stadium/Arena BRAND 2 6 5 1 4 Fan Relationship Management Brand Management SOCIAL CAPITAL resources 8 + = ASSETS Hospitality Negociation competencies

Focus on Relational ressources and the offer Public Relations

SKODA TOUR DE FRANCE VIP PROGRAM

Product –Service - Experience Hospitality Servicing PR Players VIP People

Interpersonal “ties” efficiency (Granovetter, 1973) “The Strength of Weak Ties”, 4 criteria : Relation duration Emotional intensity Intimacy Services reciprocity between stakeholders

SPONSORSHIP SALES – Sector stabilisation returns 1 2 4 3 FINANCIAL SERVICES most volatile, but stabilising BEVERAGE SECTOR on the rise AUTOMOTIVES slight decline, still top 3 TELECOMS steady decline since crisis Trend analysis by sector

Sponsors goals WHY ? HOW ? Top of mind (notoriety), image, reputation ! Increase sales / product ou service placement CRM, Prospection Internal communication Connect the fans to the brands Media – Social Media – PR On site marketing operations PR (BtB & BtC) PR Activations

« Connect the fans to the brands » ACTIVATION « Connect the fans to the brands »

Promotional strategy Any form of communication used to inform, persuade or remind about company products and services (Keller)

Which of the following marketing communications channels do you use to leverage your sponsorship programs ?

Experiential Marketing Activation axis Sponsorship – Event Communication Visibility Relational Hospitality Entertainment Experiential classical CRM Services Marketing Experiential Marketing innovationt

Activation tools Billboards Printed supports Cause Related Marketing Scoring Referees PR Media Supports Web Marketing Web 2.0 Fans Objects Special Events Human Supports Stands Mobile Maketing Naming Seminars Conferences Games Official Supplier Branding Visibility Relations Participation Involvement

SPORSORSHIP ACTIVATIONS MODEL V R E E VISIBILITY ROI RELATIONS ROO EXPERIENCE ROO ENGAGEMENT ROI ?

Réputation ?

What are 'reputations'? Reputations are perceptions people have of an individual or organization, be it a company, a city, or a country. These perceptions form as a result of the personal experiences that people have, the messaging they see and hear, and the third party conversations they are exposed to.

What's the difference between 'brand' and 'reputation'? A brand is a promise. Making a relevant and distinctive promise helps to build a brand. A corporate reputation is built by fulfilling that promise to stakeholders. A company therefore owns its brand, but stakeholders own its reputation.

Reputation management (Fombrun, 1996) Visibility REPUTATION Authenticity Transparency Consistency Distinctiveness