Secret Cinema: The Changing Nature of the Live Experience 10th July, 2013

Last month, I was fortunate enough to get tickets for the first night of Laura Marling’s eagerly anticipated ‘immersive live music experience.’  For their most recent venture, the magical minds behind Secret Cinema – ‘a growing community of all that love cinema, and experiencing the unknown’ has teamed up with Miss Marling to launch Secret Music, alongside the release of her album ‘Once I Was an Eagle.’

Through their relatively short existence, Secret Cinema has grown a fan base of epic proportions and, if my experience last month was anything to go by, I can understand why.  Secret Cinema has an innate ability to transport attendees into a different world, delivering first class events based upon a truly unique model, which in my opinion, is beginning to alter the future of the live experience.

After purchasing my ticket for the event, I received an invitation dated 1927, a dress code of Vintage Black Tie and a list of required objects that ranged from a bouquet of flowers for the mistress of the house, a photograph of an ex-lover and a satchel filled with unwanted clothes.  The venue for the evening was the ‘Grand Eagle Hotel’ an old school that was filled with butlers awaiting your arrival, giggling maids, croquet on the front lawn, a smoking room with women lazing on chaise lounges watching gentlemen play chess and pool, rooms named after Marling’s songs filled with film projections, wild leaves and tree trunks.  Actors milled in and out between guests playing out narratives and creating whispers of secret happenings – and then, of course, a beautiful set from Marling herself.

Yet aside from the immense production throughout the evening, one thing stood out for me, the complete absence of camera phones.  Upon arrival, each guest was politely asked to hand over all technology, which meant the entire evening was void of irritating flash and smartphone screens shining on your face, everyone was there simply, for the experience – and it was wonderful.

The banning of camera phones has begun to be implemented at more and more gigs, with bands such as Yeah Yeah Yeahs and Savages championing their absence – requesting that guests fully immerse themselves in the live experience.

From a sponsorship point of view, this is an interesting occurrence.  At its core, sponsorship is about engaging with audiences, and enhancing the overall experience of events – and in many instances low budget filming disconnects attendees from this.  What is more, in many cases, videos popping up around YouTube ruins it for all those with tickets eagerly awaiting the event.

The ban of camera phones at events also allows rights holder/artist to use video content and photos in an interesting and unique way, delivering it to the attendee as a kind of gift.  As you can see below, each evening, the Secret Music team take a photograph of the audience and post in on their Facebook the following day for attendees to enjoy.  Alt-J have also championed this with the creation of a new piece of technology called Soundhalo which delivers  an entire live set for download immediately after it is performed.

For sponsors, having ownership of such precious memories allows them to communicate this back to event attendees, allowing the brand-consumer journey to continue further than the event itself.

I was well and truly immersed into another world for the Marling-Secret Music venture and I welcome more of these experiences in the future.


Game, Set and Match: My Top 3 Wimbledon Sponsorship Campaigns 20th June, 2013

In a few weeks another chapter of the greatest tennis tournament in the world will be written. Wimbledon is not just one of the most prestigious sporting events in the world, but also a very unique platform for sponsors, or as The All England Club calls them – suppliers.

So what is it that makes Wimbledon so different? Watching the matches on television you will realise that unlike the Premier League for example, no sponsor hoardings and perimeter advertising within the grounds of Wimbledon itself are currently allowed. You may spot Rolex next to the clock, Slazenger on the tennis balls or Ralph Lauren outfits worn by the ball kids, but these logos are only allowed on the items and services that the brands supply Wimbledon with. Despite those restrictions, Wimbledon is still exceptionally attractive to brands. Sponsors can use the association with this traditional event across their own marketing mixes.  In light of this, I’ve put together my top 3 Wimbledon sponsorship campaigns:

1. IBM at London Heathrow (2010 and 2011)

In order to raise awareness of IBM’s sponsorship of the Wimbledon Championships, IBM ran an innovative digital advertising campaign at one of the busiest international airports. Over 70 airport screens at London Heathrow were been programmed to select match updates and players most relevant to departing flights. “On average, passengers look at digital screens 99 times during their airport stay. The campaign supports IBM’s role in delivering real time player progress to Wimbledon fans at a time when they are unable to watch the match and want to keep in touch with the action”, stated JCDecaux’ Airport Marketing Director Steve Cox in an IBM press release. Thanks to the live updates IBM’s screens would have had a fair few more glances at the screens during the Wimbledon period. Check out the video summarizing this successful campaign.

2. Evian ball hunt (2012)

In 2012, Evian used its social media channels to engage with tennis fans offering them the chance to win VIP Wimbledon tickets. In their ‘Evian ball hunt’ campaign, which was supported by tennis star Maria Sharapova an Evian ball boy regularly revealed clues on the water suppliers Twitter and Facebook accounts. Followers chased him throughout London and once caught, the ball boy gave them a numbered Evian tennis ball. Each day one lucky number was chosen giving tennis fans the chance to be part of the action.

3.  Lavazza’s ‘We are the queue’ (2011)

Due to the aforementioned restrictions within the Wimbledon grounds, the famous Wimbledon queue, where people wait for up to 8 hours to get tickets, has become an increasingly important area for sponsors to showcase themselves. In 2011 Lavazza got it right. Through their ‘We are the queue’ campaign, the official coffee brand was not only serving coffee to patient tennis fans, but also made their queuing time worthwhile. Lavazza converted the area into a huge playground and relaxation bubble, where queuers could interact with games. A dedicated website and Facebook page as well as a smart phone application gave Lavazza the opportunity to engage with this key audience further. Check out the video footage of this amazing campaign here.


Driving the Future of the Sponsorship Industry – ESA Appoints one of its Youngest ever Board Directors 29th May, 2013

Jackie Fast, Managing Director, Slingshot Sponsorship, was announced this morning as one of the youngest ever individuals to be elected as a Board Director of the European Sponsorship Association.  Jackie will now sit alongside fourteen other Directors; setting the standard for the sponsorship industry for coming years.

In the wake of the success of this year’s ESA Sponsorship Summit, which addressed significant shifts within the industry, ESA is set to further develop itself alongside its new Board Directors.  Jackie’s appointment highlights ESA’s continued drive to enhance the industry – seeking to challenge the ethos and make significant contribition to its progression.

ESA was formed ten years ago with the premise to unify, strengthen and advance the business of sponsorship throughout Europe.  The industry itself, once predominantly focused upon sport and large corporates, has profoundly shifted in this time.  The body’s appointment of Jackie Fast to the Board conveys its recognition of the changing market, and the need for the industry to adapt with it – further promoting its role to inspire and innovate.

With the sponsorship industry worth €26.5 billion, the European Sponsorship Association will have a vital role in its growth and development into the future.  The key issues identified by ESA include:

  1. Proving Sponsorship’s Business Value
  2. Providing value to members
  3. Creating stronger links with brands and rights holders
  4. Technology – the way in which sponsorship can best icnorporate its benefits
  5. Thought-leadership

Jackie commented, “It is an honour to have been elected to the Board of ESA.  I have admired ESA as an organisation since its creation; to have the opportunity to develop and contribute to its decision making process is a humbling prospect for me. I am looking forward to really developing ESA into a body that is not only vital and leading the entire sponsorship industry, but reflective and influential in the marketing industry.”

At the age of only 29, Jackie is forging a path for aspiring young sponsorship professionals to follow.


The Future of the Stadium Experience looks Dark, Sponsors must Act Now 17th May, 2013

Last week I was fortunate enough to attend The Innovation in Sport Business Summit, which was in conjunction with the Turkish Airlines Final Four in London. The first topic of discussion was ‘Innovation as a revenue driver in Sports’. Unsurprisingly the general consensus was that everything is moving towards digital, social and mobile; making fan accessibility easier and increasing online activity.

All the panellists rightly mentioned how the sofa experience has transformed with a number of different upgrades such as the use of the second screen and datatainment (the availability of in-depth stats and figures, which make pub debates that much more enthralling). However it became clear that with all these technological luxuries, the appeal of going to a stadium may be losing its gloss. Today’s consumers not only want things quicker but they want things catered around their lives, hence why Sky Plus and mobile media are so popular, they align with the schedule of the consumer and give them a great amount of control.

This is far from what can be said about the sporting experience in person- a game starts at a set time, tickets are expensive and hard to get hold of, weather and travel can be extremely frustrating and there are still a large amount of limitations on stadia facilities (alcohol, food prices, crowd control, Wi-Fi, seating). No one can argue that watching your team score a last minute winner in person can be replicated in any form at home or on your mini screen but in this era ticket holders still deserve much more from the total stadium environment- up to date facts and statistics, extensive match highlights and in-game food and beverage ordering to name a few.

Sponsorship agencies are desperately trying to shed the perception that sport is all about logo bashing and big ad banners, but sponsors themselves must contribute by exposing their brand to a wide range of different channels, starting with promoting a technology-led stadium experience, even if it means investing that little bit extra. If sponsors want to capitalise on their mass brand presence at stadiums, increase slipping ticket sales and build loyalty and engagement with all types of fans, enhancing technology in stadiums has to be a priority. Sponsors must treat their association to a team or competition as a mutual and progressive partnership in order to tackle these glaring hurdles, rather than simply pumping money into a team and letting them sort an issue that is actually imperative to a sponsors’ ROI.

There is no point of having marketing strategies like brand advocates, match day content and social media campaigns if they are only visible to fans at home. The purest form of fan engagement is the raw emotional roller coaster that occurs in stadiums and only a handful of sports teams have realised this (see Arsenal and Manchester City). Of course teams like Manchester City and the LA Lakers have the resources to build multi functional digital facilities but other sporting organisations without as much funding must begin to collaborate more strategically with sponsors to enhance stadia experience.

An inspiring example of how successful this can be is the New Jerseys Red Devils Mission Control, the first digital command centre launched by a pro sports team. Mission Control, launched in 2011, acts as the hub for internet and social media connection for both the team and the arena, allowing fans to utilize the space and monitor messaging. This innovative collaboration with Prudential (stadium partner) and The Red Devils revolutionised the fan-stadium platform.

The rewards for this dynamic and engaging project was not only higher ticket sales and two 2011 Bulldog Awards (including Socially Engaged Brand of the Year) but it also attracted global powerhouse T-Mobile to sign on in 2012 as official sponsor of the stadium’s digital hub. The New Jersey Red Devils are by no means an elite financial sports team but it shows that if sponsors work collaboratively with teams and utilise the innovation of technology, they can help drive fans into stadiums, rather than out of them.


How Sports Sponsorship is helping to bring Communities together 16th May, 2013

Last Thursday I attended the Innovation in Sports Business Summit, which was focused upon the theme of last weekend’s Euroleague Final Four. It brought together sports experts from various fields such as media, gaming, digital content, marketing, sponsorship and social responsibility. In times where marketing and CSR budgets increasingly overlap, the second panel, “The Power of Sport. How can Sport create a legacy?” was especially poignant . Headed by former Chelsea FC legend Graeme Le Saux and Simon Cooper, Head of Sport at Mayor’s London Office, the panellists discussed the influence and more importantly, responsibility that sport has on communities.

The European Sponsorship Association’s market trends survey revealed that CSR is increasingly becoming an integral part of sponsorship campaigns. Whereas in the past businesses and brands tended to spend their CSR budget on supporting arts or environmental based causes,  they are beginning to acknowledge the power that sport has in terms of reaching and engaging with people on an  emotional level.

There are many examples of how sports rights owners and brands are beginning to collaborate as a means to make a difference in people’s lives rather than just purely about the sponsorship – which in turn, is creating true value within the campaign. Here are three of my favourite sports sponsorship & CSR partnerships.

1. One Team – Euroleague Basketball & Turkish Airlines

The One Team CSR Marketing Programme was, of course, a focal point of the second panel at the Innovation in Sports Business Summit. Launched in 2012 in collaboration with Euroleague’s main sponsor, Turkish Airlines (their Founding Patron), the programme is additionally supported by eight Founding Partner Clubs and seven further Euroleague basketball clubs (by 2014 this will be extended 24 clubs in total).

The aim of One Team is to use the power of basketball to change lives. All 15 clubs involved in the initiative tailor and invest their community outreach with the aim to challenge key social issues faced by their communities. The clubs use an innovative methodology of assessment, outreach and results oriented analysis to create the maximum impact and results.

When discussing the success of the programme, panellist and architect of this European-wide development programme, David Butler, pointed to the importance of having the right measurement: “When asked ‘how is it going’, organizations tend to talk about increasing numbers, more children, more projects, more people, more scale, more geography. But that does not answer question properly. The question should be asked: ‘how much impact are you having? And how much positive change is happening?'”

Each one of the clubs works with disadvantaged individuals from their communities, with basketball as the integrating tool. An overview of all the different projects can be found here.

Temel Kotil, CEO of Turkish Airlines, expressed the importance of initiatives such as these stating “At Turkish Airlines we believe that sport is a unique language that can inspire and One Team uses that language to talk to those who most need to hear its message of positive values.”

2. NBA Cares – NBA & Kia

One of Euroleague’s benchmarks was the NBA Cares programme. Similar to Euroleague’s One Team programme, NBA Cares is a community outreach initiative that addresses important social issues such as education, youth and family development as well as health and wellness. Since 2005, the league has partnered with NBA teams in order to support a range of programs, partners and initiatives that strive to support children and families on a global scale. So far, more than $210 million have been raised for charity and more than 2.3 million hours of hands-on service has been provided by the National Basketball Association and its clubs. Through TV-Spots (such as this one featuring Miami Heat’s Dwyane Wade) at every NBA game, the league uses this content as a marketing tool to raise awareness about the issues surrounding many communities. Click here to see how the different teams and players are currently supporting NBA Cares.

Due to this success, the NBA has created a new sponsorship platform within the NBA Cares programme: the Kia Community Assist Awards that honour the NBA player who best reflects the passion that the league and its players have for giving back to their communities. This sponsorship deal is one step ahead of Euroleague’s partnership with Turkish Airlines as it engages with fans on a far bigger scale using Social Media channels such as Facebook.

3. Hamburger SV – “Hamburger Weg”

Football is probably the sport which has naturally the strongestbond to local communities. Hamburger SV is a very traditional football club in Germany and was one of the first clubs in the world who integrated sponsors into its CSR plans. The “Hamburger Weg” is a partnership between the football club Hamburger SV and local companies. The programme combines classical sponsorship with CSR, through donations. The club donates 1/11 of its sponsorship revenue to local organisations and charities to help them find the right footing in life. Hamburg’s sponsors are specifically branded with white logos on a blue perimeter advertising background which adds an additional affiliation between brand, charity and club.


Above the Line Marketing makes way for Social and Digital Wave 3rd May, 2013

For a long time brands have revolved their marketing campaigns around ‘Above the Line’ (ATL) strategies, which consisted of utilising all types of broadcasted mass media.

Although the reach of ATL marketing is undoubtedly wide-ranging and a great platform for unique concepts, the economic downturn and the rise of digital technology has forced companies to think more ‘Below the Line’ in regards to their goals for a profitable future.

Sustainability

One of the primary reasons why ATL campaigns have not had as drastic a growth in recent years is due to the extraordinary budgets that are required to ensure cut through. Citi Bank’s ‘Live Richly’ campaign is a campaign that spanned over 5 years and cost over $1 billion dollars. The campaign reached people through their inner desire to enjoy life and the concept was very catchy, but this is simply not a sustainable method of engagement for many SME’s in this economic climate. For many, splashing out on mass media campaigns is not feasible anymore due to a recession-scarred business community. There is simply too much risk involved considering that the ROI for marketing departments is under such scrutiny.

Less money, less problems

Companies are desperately attempting to reach consumers on a more personal and frequent basis, which is why they are choosing to engage with people on social media platforms as well as mobile proximity marketing. Television ads and mass media may seem all encompassing, but they lack the specific ability to personalise its audience relationship the same tailored way social media does.

With large scale campaigns of this size, further risk exists with the inability to quickly adapt to change in culture or need.  A perfect example of this is the launch of Diet Pepsi’s ‘tall, skinny can’ in 2011, which scheduled its debut around their sponsorship of New York Fashion Week long before the actual date. However Pepsi were unable to adapt their pricey campaign to the ongoing outrage regarding size zero models and its affect on young women. The campaign simply could not adapt quick enough, which highlights a great advantage of online media.

Future thoughts

For many brands ATL methods will always have a place in the marketing mix, but in this current climate, brands are getting more bang for their buck by turning to digital campaigns and social media engagement. ATL mass media campaigns are a luxury in this economic slump, but for companies who want to flex their creative muscle, they are still a viable option. However brands must prioritise sustainable business methods and realise that digital and mobile technology is the future, whether it be social media, viral Internet movements, product placements or guerrilla advertising. Brands that fail to adapt will be quickly left behind.

Slingshot Sponsorship’s Mark Mylam Highly Commended for Barrie Gill Award for Most Promising Young Executive at Hollis Sponsorship Awards 2013 27th March, 2013

Slingshot’s very own Mark Mylam was Highly Commended last night for the Barrie Gill Award for Most Promising Young Executive at Hollis Sponsorship Awards which were held at the Marriott Hotel in London.

Having only been in the sponsorship industry for two years, Mark’s High Commendation reflects how far he has come in such ashort period of time.  The Barrie Gill Awards for Most Promising Young Executive recognsises young executives working within agencies, client companies or rights-owners who are making a significant impact within their organisation or sector.  The awards seek to honour excellence, recognise effectiveness of campaigns, and in Mark’s case, his High Commendation is testament to his hard work, creativity and driving energy that he has contributed to Slingshot.

Mark stated ‘I am delighted with the High Commendation I received for the Barrie Gill Award.  The Award itself celebrates emerging talent within sponsorship and I am honoured to be recognised as a part of the new generation breaking through.’

Mark’s achievement is not only reflected through his High Commendation but in the work he has done whilst at Slingshot.  Having Account Managed three of Slingshot’s largest clients – British Heart Foundation, Mencap and Outlook Festival; Mark is set for great things in 2013 – Congratulations!

The Art of Brand Storytelling 26th February, 2013

In a recent article, Rebecca Walton, the newly appointed head of brand for UNICEF expressed the need for the charity to develop a central brand narrative.  The reasoning behind such a claim is in sight of two main aims – firstly, to better integrate its marketing and secondly, to boost its appeal to supporters within the UK.

Reading the article triggered an initial thought in my mind, which traced back to a piece I read at the end of last year in Direct Marketing News – which stated 2012 to be ‘the year of the story.’  Indeed, 2012 exemplified the notion that brands and charities alike have to utilise upon their brand narrative, and storytelling in order to deliver their message and increase their level of engagement with the consumer.  In an age where anything is available at the touch of a button – the importance of delivering the right message or story is critical.

Of course, the relationship between the brand and the art of storytelling has been around for years – you only have to look at some of worlds most loved brands and you will know and understand their brand story, take for example, Ben & Jerry’s.  Yet what distinguishes these brands from most others is that their narrative truly engages with the consumer.  Not only do Ben & Jerry’s promote their own story, it seeks to integrate the consumer’s story within it, see for example, their ‘Capture Euphoria’ campaign which encouraged Ben & Jerry’s fans to upload photos of themselves in situations where they felt Euphoric onto Instagram.

Unlike Ben & Jerry’s, UNICEF believes that it has not created enough of a brand narrative through which to engage with the public.  However, Watson expresses, ‘UNICEF is very trusted, it’s very rational and intelligent’ yet she feels that as a charity, it is sometimes overlooked.  UNICEF’s decision to develop its brand narrative highlights so significantly that yes, content is key, but what has developed to become equally as important is how the brand story and its content is delivered.  Walton explains that the internal shift within UNICEF is designed to make its communications and brand marketing ‘more strategic, more integrated and more effective.’  As witnessed throughout the industry, brand narrative can be used as a powerful marketing tool, but if they are not communicated in the right way, the connection between charity/brand and consumer can be tainted and sometimes even disengaged.

What is most fascinating about brand storytelling and engagement is the avenues that can be explored through the development of technology.  Technological innovations in relation to communication channels have seen the development of Pinterest, Tumblr and Instagram to become part of the overall brand narrative.  Such communication tools allow the consumer to engage with the brand whenever and wherever they so wish.  Encouraging the consumer to immerse and engage themselves with the brand’s story – in the hope that the targeted audience will have a life-long affinity to the brand which in UNICEF’s case, should lead to support and donations.

As another element to UNICEF’s new brand strategy, the charity has decided to focus on partnerships and public engagement.  The charity wishes to build on its existing partnerships with the International Cricket Council and will seek to explore additional avenues into sports.  What is becoming ever more apparent is the use of partnerships as a means to target the audiences charities/brands wish to engage with.  Partnerships allow charities/brands to engage in activities which in many cases lead to progress and an expansion of the overall brand narrative.

If we relate back to UNICEF’s two main aims to develop their brand narrative: to integrate its marketing and boost its appeal to UK supporters.  What we are able to learn from this decision is the importance of not only the brand story itself, but the means through which it is communicated.  Technological advancement and the inter-connectivity that has escalated from it, alongside strategic partnerships can help develop and expand a brand’s story into avenues towards audiences that previously may never have been reached.

Michael Jordan: The Original Brand Ambassador! 25th February, 2013

On February 17th 2013 Michael Jordan, one of sport’s great personalities, turned 50. Not only is ‘Mike’ a sports legend but also the face of arguably the most successful brand endorsement deal of all time. Due to the recent headlines involving sports stars such as Oscar Pistorius and Lance Armstrong the value of brand ambassadors is being questioned more than ever (see Mark Mylam’s blog). Michael Jordan’s sponsorship deal with Nike however, proves what kind of positive impact such an agreement can have for both the brand and the celebrity. Let’s recap this incomparable success story:

“The 1984 Olympics was Michael Jordan’s coming out party” describes his agent David Falk. Up until this point Michael Jordan had not even played a single game in the NBA and yet at the time top three major basketball shoe brands Adidas, Converse and Nike were after him. Before his NBA career even started Jordan already knew who he wanted to partner with – Adidas. The German sports brand and Converse were the leading shoe suppliers for the NBA stars in the mid and late 80’s. Michael Jordan himself had never worn any Nike basketball shoes before and was convinced by the quality of Adidas’ products but the first brand that Michael Jordan met with was Converse. During this pitch Jordan mentioned his worries about the endorsement deals that Converse already had in place with superstars like Magic Johnson or Larry Bird and asked: “With all these stars, where do I fit into the conversation?” John O’Neil, the president of Converse, took that question and replied: “We’ll treat you like all our other superstars.” This is obviously not the answer that the upcoming star wanted to hear and the $100,000 per year that Converse offered him could not change his mind either.

The next invitation that Michael Jordan received was from Nike, however he was not interested in what they had to tell him and declined this invitation at first. In the end it was Jordan’s mother who convinced him to at least listen to what Nike had to offer so he took the plane and the rest, as they say, is history. Nike  decided to spend all of its marketing budget on Jordan and offered him a five-year deal worth $500,000 annually plus royalties; five times as much as any other NBA superstar was receiving at the time. It wasn’t only the sound of the money that made Nike suddenly attractive to Jordan: Nike offered Jordan his own signature shoe line. This is the kind of special treatment that Converse didn’t offer Michael and as a result they were out of the running.

However Adidas was still in the race – Jordan’s “favourite shoe”. If Adidas could have matched what Nike put on the table then Michael would have teamed up with the German brand. However Adidas missed out on this opportunity and this mistake became known as one of the worst business decisions in the last 50 years. “They didn’t feel it was worth it,” said Jordan. “Which in hindsight is perfect for me, because it made my decision much easier. And I ended up with Nike, and it became a great relationship.”

The Jordan brand was born (with the jumpman logo appearing in 1987). Since 1984 Nike’s subsidiary coproduced 27 basketball shoes with Michael Jordan. Last year, the U.S. Jordan Brand sneaker business alone had $1.25 billion in wholesale revenue. Although Michael Jordan himself isn’t playing anymore there are still active NBA players (Carmelo Anthony, Blake Griffin, Chris Paul etc.) acting as Air Jordan ambassadors and supporting the brand’s huge success within the basketball industry. Whereas in the mid and late 80’s Converse and adidas were dominating the U.S. basketball shoe market, 30 years later it is the Jordan brand that is controlling 58% of it, followed by its parent company Nike (34%), adidas (5.5%), Reebok (1.6%) and Under Armour (0.6%).

Michael Jordan himself is still earning more than $80 million per year through corporate sponsorship deals and the majority of this income is related to his partnership with Nike. The current details of this deal are a well kept secret but royalties now generate more than $60 million annually for MJ, according to a Forbes article.

You can buy yourself a lot of nice Birthday presents with that amount of money – Congratulations Michael! But also, congratulations Nike!