1. 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

2. 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….

4. 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

5. Msc ISEM / Kedge BS ?

6. 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)

8. Vince Lombardi

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

13. SPORTAIMENT BUSINESS
PLACE
&
MOMENT
FOR
FANS

14. 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.

15. New sport Business model ?

18. 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 »

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

20. 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)

21. STRATEGIC SPORT COMPETENCIES SBP
BUSINESS
POLITIC

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

27. 3 Business Models in sport Business area
Hospitality / PR
Relational
Club or Event BRAND
Cultural
Reputational
Media / WOM
Communication
FRM
Brand Management

28.     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

29. « 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

30. « 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

31. 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

32. Focus on Relational ressources and the offer
Public Relations

33. SKODA TOUR DE FRANCE VIP PROGRAM

34. Product –Service - Experience
Hospitality
Servicing PR
Players
VIP People

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

36. SPONSORSHIP SALES – Sector stabilisation returns1 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

37. 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

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

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

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

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

42. 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

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

44. Réputation ?

57. 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.

58. 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.

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