Social Media – the present no longer the future
Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential.
Facebook has over 800 million users; despite this 8 Premiership teams have a higher average gate than number of registered fans on Facebook. Twitter is even less utilised with just five Premiership teams providing updates to their (Twitter) followers in excess of their stadia’s capacity. To put it in perspective, the followers of the five top most followed clubs combined on Twitter number only slightly more than those following just Wayne Rooney. Manchester United does not have a presence on Twitter – despite having a reported global fan base of in excess of 350 million.
Traditionally, clubs have been very slow to embrace/realise the potential that social media can deliver for them at a very low cost. The revenues available from a successful and comprehensive social media strategy are vastly under-estimated by most.
Strategy
The clubs’ strategy has been an over-reliance on digital media as a solitary driver, such as the club’s website, to drivers that include social media, where practicable and possible, in conjunction with the digital media content. Content for the fans should be provided (where possible) in forms that maximise the number of views (and associated interaction) from both existing and potential fans.
The social media aspects of any such digital media strategy must ensure that the content is updated regularly, interesting and relevant. Clubs have almost entirely neglected the potential of having connectivity at their stadia If clubs were to consider making their line-ups (e.g. like the Football League app), pre- match interviews and offers available on social media platforms, there might well be a captive audience quite literally on their doorstep.
To be effective any such social media strategy should have two central aspects which should be carefully interlinked – namely fan interaction and revenue generation.
Revenue generation linked to fan interaction
The potential additional benefits available from social media should be a strong driver for a club or player to embrace the opportunities for increased revenue that social media can bring. The cost of updating and interacting with fans through social media platforms is a fraction of the cost incurred in reaching the same audience through ‘traditional’ media such as newspaper and television advert. By employing a specialist firm to handle the social media aspect of the marketing strategy the club (or player) will have access to expert understanding and contacts which will ensure a professional approach at all times. By truly understanding the marketplace and values that should be attached to content the specialists can enable clubs to engage successful with both fans and sponsors.
A significant benefit of social media is the global opportunity it presents. It enables clubs or players the chance to reach fans, both current and potential, across geographical borders for relatively low marginal cost, however this aspect has been relatively underestimated by a number of clubs and players. The platforms are sophisticated enough to enable specific targeted advertisement (e.g. on Facebook) or to enable the club to provide adverts and links to existing offerings such as the official online shop on the club’s website. A tweet could have the direct link imbedded along with an advert highlighting the arrival of the latest products. A simple example is when announcing the club’s latest signing; the club could send a tweet with a link to a page which has the club’s shirt with the name and number of the new signing ready to purchase so the fan can select the relevant size and enter the necessary financial and delivery details. Such a sale could result in income of £50+ for the club within 2 minutes of the fan clicking on the tweet.
Clubs can easily provide fans with the information they want for little or no cost (subject to existing restrictions) – e.g. breaking news about their team before they can obtain it from other media sources. Fans will be attracted by the ability to get regular (and reliable) news about the club so will return to these pages. With the increased use of streaming for content (e.g. player interviews, friendly games etc.) the number of fans and the time they spend on the social media platforms will increase which in turn make the pages more attractive to potential sponsors.
Conclusion
Too few English teams have fully embraced the potential of social media dealing with it (if at all) as an add-on rather than an integral part of their business strategy. The potential benefits available through social media should not be underestimated and are likely to increase over the next few seasons with the increased use of smartphones and interactive televisions. The monetization of social media is an aspect that will appeal to many marketing and business men within a club but this aspect should be finely balanced with the need to develop club brand loyalty. By making a fan feel a more integral part of the club, they are likely to stay more ‘loyal’ and in turn increase the revenues of the club through their response to the club’s direct marketing (e.g. purchase of team shirt) and indirect marketing (increasing the appeal of the club to potential sponsors). Where successfully handled a social media strategy can be a very lucrative opportunity to develop brand loyalty and revenue streams. Think social media is unlikely to be that important? Some thought the same when the Internet first came around…
Iain Taker is an associate at Kemp Little LLP, specialising in commercial contracts, social media and sports law, and a registered lawyer under the FA Football Agency Regulations.
Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential. Facebook has over 800 million users; despite this 8 Premiership teams have a higher average gate than number of registered fans on Facebook. Twitter is even less utilised with just five Premiership teams providing updates to their (Twitter) followers in excess of their stadia’s capacity. To put it in perspective, the followers of the five top most followed clubs combined on Twitter number only slightly more than those following just Wayne Rooney. Manchester United does not have a presence on Twitter – despite having a reported global fan base of in excess of 350 million.Traditionally, clubs have been very slow to embrace/realise the potential that social media can deliver for them at a very low cost. The revenues available from a successful and comprehensive social media strategy are vastly under-estimated by most. Strategy The clubs’ strategy has been an over-reliance on digital media as a solitary driver, such as the club’s website, to drivers that include social media, where practicable and possible, in conjunction with the digital media content. Content for the fans should be provided (where possible) in forms that maximise the number of views (and associated interaction) from both existing and potential fans. The social media aspects of any such digital media strategy must ensure that the content is updated regularly, interesting and relevant. Clubs have almost entirely neglected the potential of having connectivity at their stadia If clubs were to consider making their line-ups (e.g. like the Football League app), pre- match interviews and offers available on social media platforms, there might well be a captive audience quite literally on their doorstep. To be effective any such social media strategy should have two central aspects which should be carefully interlinked – namely fan interaction and revenue generation.Revenue generation linked to fan interactionThe potential additional benefits available from social media should be a strong driver for a club or player to embrace the opportunities for increased revenue that social media can bring. The cost of updating and interacting with fans through social media platforms is a fraction of the cost incurred in reaching the same audience through ‘traditional’ media such as newspaper and television advert. By employing a specialist firm to handle the social media aspect of the marketing strategy the club (or player) will have access to expert understanding and contacts which will ensure a professional approach at all times. By truly understanding the marketplace and values that should be attached to content the specialists can enable clubs to engage successful with both fans and sponsors. A significant benefit of social media is the global opportunity it presents. It enables clubs or players the chance to reach fans, both current and potential, across geographical borders for relatively low marginal cost, however this aspect has been relatively underestimated by a number of clubs and players. The platforms are sophisticated enough to enable specific targeted advertisement (e.g. on Facebook) or to enable the club to provide adverts and links to existing offerings such as the official online shop on the club’s website. A tweet could have the direct link imbedded along with an advert highlighting the arrival of the latest products. A simple example is when announcing the club’s latest signing; the club could send a tweet with a link to a page which has the club’s shirt with the name and number of the new signing ready to purchase so the fan can select the relevant size and enter the necessary financial and delivery details. Such a sale could result in income of £50+ for the club within 2 minutes of the fan clicking on the tweet.Clubs can easily provide fans with the information they want for little or no cost (subject to existing restrictions) – e.g. breaking news about their team before they can obtain it from other media sources. Fans will be attracted by the ability to get regular (and reliable) news about the club so will return to these pages. With the increased use of streaming for content (e.g. player interviews, friendly games etc.) the number of fans and the time they spend on the social media platforms will increase which in turn make the pages more attractive to potential sponsors. ConclusionToo few English teams have fully embraced the potential of social media dealing with it (if at all) as an add-on rather than an integral part of their business strategy. The potential benefits available through social media should not be underestimated and are likely to increase over the next few seasons with the increased use of smartphones and interactive televisions. The monetization of social media is an aspect that will appeal to many marketing and business men within a club but this aspect should be finely balanced with the need to develop club brand loyalty. By making a fan feel a more integral part of the club, they are likely to stay more ‘loyal’ and in turn increase the revenues of the club through their response to the club’s direct marketing (e.g. purchase of team shirt) and indirect marketing (increasing the appeal of the club to potential sponsors). Where successfully handled a social media strategy can be a very lucrative opportunity to develop brand loyalty and revenue streams. Think social media is unlikely to be that important? Some thought the same when the Internet first came around…Social Media – the present no longer the future
Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential.
Facebook has over 800 million users; despite this 8 Premiership teams have a higher average gate than number of registered fans on Facebook. Twitter is even less utilised with just five Premiership teams providing updates to their (Twitter) followers in excess of their stadia’s capacity. To put it in perspective, the followers of the five top most followed clubs combined on Twitter number only slightly more than those following just Wayne Rooney. Manchester United does not have a presence on Twitter – despite having a reported global fan base of in excess of 350 million.
Traditionally, clubs have been very slow to embrace/realise the potential that social media can deliver for them at a very low cost. The revenues available from a successful and comprehensive social media strategy are vastly under-estimated by most.
Strategy
The clubs’ strategy has been an over-reliance on digital media as a solitary driver, such as the club’s website, to drivers that include social media, where practicable and possible, in conjunction with the digital media content. Content for the fans should be provided (where possible) in forms that maximise the number of views (and associated interaction) from both existing and potential fans.
The social media aspects of any such digital media strategy must ensure that the content is updated regularly, interesting and relevant. Clubs have almost entirely neglected the potential of having connectivity at their stadia If clubs were to consider making their line-ups (e.g. like the Football League app), pre- match interviews and offers available on social media platforms, there might well be a captive audience quite literally on their doorstep.
To be effective any such social media strategy should have two central aspects which should be carefully interlinked – namely fan interaction and revenue generation.
Revenue generation linked to fan interaction
The potential additional benefits available from social media should be a strong driver for a club or player to embrace the opportunities for increased revenue that social media can bring. The cost of updating and interacting with fans through social media platforms is a fraction of the cost incurred in reaching the same audience through ‘traditional’ media such as newspaper and television advert. By employing a specialist firm to handle the social media aspect of the marketing strategy the club (or player) will have access to expert understanding and contacts which will ensure a professional approach at all times. By truly understanding the marketplace and values that should be attached to content the specialists can enable clubs to engage successful with both fans and sponsors.
A significant benefit of social media is the global opportunity it presents. It enables clubs or players the chance to reach fans, both current and potential, across geographical borders for relatively low marginal cost, however this aspect has been relatively underestimated by a number of clubs and players. The platforms are sophisticated enough to enable specific targeted advertisement (e.g. on Facebook) or to enable the club to provide adverts and links to existing offerings such as the official online shop on the club’s website. A tweet could have the direct link imbedded along with an advert highlighting the arrival of the latest products. A simple example is when announcing the club’s latest signing; the club could send a tweet with a link to a page which has the club’s shirt with the name and number of the new signing ready to purchase so the fan can select the relevant size and enter the necessary financial and delivery details. Such a sale could result in income of £50+ for the club within 2 minutes of the fan clicking on the tweet.
Clubs can easily provide fans with the information they want for little or no cost (subject to existing restrictions) – e.g. breaking news about their team before they can obtain it from other media sources. Fans will be attracted by the ability to get regular (and reliable) news about the club so will return to these pages. With the increased use of streaming for content (e.g. player interviews, friendly games etc.) the number of fans and the time they spend on the social media platforms will increase which in turn make the pages more attractive to potential sponsors.
Conclusion
Too few English teams have fully embraced the potential of social media dealing with it (if at all) as an add-on rather than an integral part of their business strategy. The potential benefits available through social media should not be underestimated and are likely to increase over the next few seasons with the increased use of smartphones and interactive televisions. The monetization of social media is an aspect that will appeal to many marketing and business men within a club but this aspect should be finely balanced with the need to develop club brand loyalty. By making a fan feel a more integral part of the club, they are likely to stay more ‘loyal’ and in turn increase the revenues of the club through their response to the club’s direct marketing (e.g. purchase of team shirt) and indirect marketing (increasing the appeal of the club to potential sponsors). Where successfully handled a social media strategy can be a very lucrative opportunity to develop brand loyalty and revenue streams. Think social media is unlikely to be that important? Some thought the same when the Internet first came around…
Iain Taker is an associate at Kemp Little LLP, specialising in commercial contracts, social media and sports law, and a registered lawyer under the FA Football Agency Regulations.
Social Media – the present no longer the future
Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential.
Facebook has over 800 million users; despite this 8 Premiership teams have a higher average gate than number of registered fans on Facebook. Twitter is even less utilised with just five Premiership teams providing updates to their (Twitter) followers in excess of their stadia’s capacity. To put it in perspective, the followers of the five top most followed clubs combined on Twitter number only slightly more than those following just Wayne Rooney. Manchester United does not have a presence on Twitter – despite having a reported global fan base of in excess of 350 million.
Traditionally, clubs have been very slow to embrace/realise the potential that social media can deliver for them at a very low cost. The revenues available from a successful and comprehensive social media strategy are vastly under-estimated by most.
Strategy
The clubs’ strategy has been an over-reliance on digital media as a solitary driver, such as the club’s website, to drivers that include social media, where practicable and possible, in conjunction with the digital media content. Content for the fans should be provided (where possible) in forms that maximise the number of views (and associated interaction) from both existing and potential fans.
The social media aspects of any such digital media strategy must ensure that the content is updated regularly, interesting and relevant. Clubs have almost entirely neglected the potential of having connectivity at their stadia If clubs were to consider making their line-ups (e.g. like the Football League app), pre- match interviews and offers available on social media platforms, there might well be a captive audience quite literally on their doorstep.
To be effective any such social media strategy should have two central aspects which should be carefully interlinked – namely fan interaction and revenue generation.
Revenue generation linked to fan interaction
The potential additional benefits available from social media should be a strong driver for a club or player to embrace the opportunities for increased revenue that social media can bring. The cost of updating and interacting with fans through social media platforms is a fraction of the cost incurred in reaching the same audience through ‘traditional’ media such as newspaper and television advert. By employing a specialist firm to handle the social media aspect of the marketing strategy the club (or player) will have access to expert understanding and contacts which will ensure a professional approach at all times. By truly understanding the marketplace and values that should be attached to content the specialists can enable clubs to engage successful with both fans and sponsors.
A significant benefit of social media is the global opportunity it presents. It enables clubs or players the chance to reach fans, both current and potential, across geographical borders for relatively low marginal cost, however this aspect has been relatively underestimated by a number of clubs and players. The platforms are sophisticated enough to enable specific targeted advertisement (e.g. on Facebook) or to enable the club to provide adverts and links to existing offerings such as the official online shop on the club’s website. A tweet could have the direct link imbedded along with an advert highlighting the arrival of the latest products. A simple example is when announcing the club’s latest signing; the club could send a tweet with a link to a page which has the club’s shirt with the name and number of the new signing ready to purchase so the fan can select the relevant size and enter the necessary financial and delivery details. Such a sale could result in income of £50+ for the club within 2 minutes of the fan clicking on the tweet.
Clubs can easily provide fans with the information they want for little or no cost (subject to existing restrictions) – e.g. breaking news about their team before they can obtain it from other media sources. Fans will be attracted by the ability to get regular (and reliable) news about the club so will return to these pages. With the increased use of streaming for content (e.g. player interviews, friendly games etc.) the number of fans and the time they spend on the social media platforms will increase which in turn make the pages more attractive to potential sponsors.
Conclusion
Too few English teams have fully embraced the potential of social media dealing with it (if at all) as an add-on rather than an integral part of their business strategy. The potential benefits available through social media should not be underestimated and are likely to increase over the next few seasons with the increased use of smartphones and interactive televisions. The monetization of social media is an aspect that will appeal to many marketing and business men within a club but this aspect should be finely balanced with the need to develop club brand loyalty. By making a fan feel a more integral part of the club, they are likely to stay more ‘loyal’ and in turn increase the revenues of the club through their response to the club’s direct marketing (e.g. purchase of team shirt) and indirect marketing (increasing the appeal of the club to potential sponsors). Where successfully handled a social media strategy can be a very lucrative opportunity to develop brand loyalty and revenue streams. Think social media is unlikely to be that important? Some thought the same when the Internet first came around…
Iain Taker is an associate at Kemp Little LLP, specialising in commercial contracts, social media and sports law, and a registered lawyer under the FA Football Agency Regulations. Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential. By Iain Taker
By Iain Taker
Social media should no longer be seen as a fad or a part of the future but as an integral part of a club’s (or player’s) digital strategy. Few clubs have yet to fully embrace platforms such as Twitter and Facebook to anywhere near their full potential.
Facebook has over 800 million users; despite this 8 Premiership teams have a higher average gate than number of registered fans on Facebook. Twitter is even less utilised with just five Premiership teams providing updates to their (Twitter) followers in excess of their stadia’s capacity. To put it in perspective, the followers of the five top most followed clubs combined on Twitter number only slightly more than those following just Wayne Rooney. Manchester United does not have a presence on Twitter – despite having a reported global fan base of in excess of 350 million.
Traditionally, clubs have been very slow to embrace/realise the potential that social media can deliver for them at a very low cost. The revenues available from a successful and comprehensive social media strategy are vastly under-estimated by most.
Strategy
The clubs’ strategy has been an over-reliance on digital media as a solitary driver, such as the club’s website, to drivers that include social media, where practicable and possible, in conjunction with the digital media content. Content for the fans should be provided (where possible) in forms that maximise the number of views (and associated interaction) from both existing and potential fans.
The social media aspects of any such digital media strategy must ensure that the content is updated regularly, interesting and relevant. Clubs have almost entirely neglected the potential of having connectivity at their stadia If clubs were to consider making their line-ups (e.g. like the Football League app), pre- match interviews and offers available on social media platforms, there might well be a captive audience quite literally on their doorstep.
To be effective any such social media strategy should have two central aspects which should be carefully interlinked – namely fan interaction and revenue generation.
Revenue generation linked to fan interaction
The potential additional benefits available from social media should be a strong driver for a club or player to embrace the opportunities for increased revenue that social media can bring. The cost of updating and interacting with fans through social media platforms is a fraction of the cost incurred in reaching the same audience through ‘traditional’ media such as newspaper and television advert. By employing a specialist firm to handle the social media aspect of the marketing strategy the club (or player) will have access to expert understanding and contacts which will ensure a professional approach at all times. By truly understanding the marketplace and values that should be attached to content the specialists can enable clubs to engage successful with both fans and sponsors.
A significant benefit of social media is the global opportunity it presents. It enables clubs or players the chance to reach fans, both current and potential, across geographical borders for relatively low marginal cost, however this aspect has been relatively underestimated by a number of clubs and players. The platforms are sophisticated enough to enable specific targeted advertisement (e.g. on Facebook) or to enable the club to provide adverts and links to existing offerings such as the official online shop on the club’s website. A tweet could have the direct link imbedded along with an advert highlighting the arrival of the latest products. A simple example is when announcing the club’s latest signing; the club could send a tweet with a link to a page which has the club’s shirt with the name and number of the new signing ready to purchase so the fan can select the relevant size and enter the necessary financial and delivery details. Such a sale could result in income of £50+ for the club within 2 minutes of the fan clicking on the tweet.
Clubs can easily provide fans with the information they want for little or no cost (subject to existing restrictions) – e.g. breaking news about their team before they can obtain it from other media sources. Fans will be attracted by the ability to get regular (and reliable) news about the club so will return to these pages. With the increased use of streaming for content (e.g. player interviews, friendly games etc.) the number of fans and the time they spend on the social media platforms will increase which in turn make the pages more attractive to potential sponsors.
Conclusion
Too few English teams have fully embraced the potential of social media dealing with it (if at all) as an add-on rather than an integral part of their business strategy. The potential benefits available through social media should not be underestimated and are likely to increase over the next few seasons with the increased use of smartphones and interactive televisions. The monetization of social media is an aspect that will appeal to many marketing and business men within a club but this aspect should be finely balanced with the need to develop club brand loyalty. By making a fan feel a more integral part of the club, they are likely to stay more ‘loyal’ and in turn increase the revenues of the club through their response to the club’s direct marketing (e.g. purchase of team shirt) and indirect marketing (increasing the appeal of the club to potential sponsors). Where successfully handled a social media strategy can be a very lucrative opportunity to develop brand loyalty and revenue streams. Think social media is unlikely to be that important? Some thought the same when the Internet first came around…
Iain Taker is an associate at Kemp Little LLP, specialising in commercial contracts, social media and sports law, and a registered lawyer under the FA Football Agency Regulations.
Iain Taker’s 
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