carat sponsorship recommendations doc for dubai sports council gregory bolle may 2009

Dubai Sports CouncilRecommendations for the Football Clubs of Dubai

Marketing recommendationsMay 2009

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Agenda

• Introduction• A report, what for?• The global context of this marketing report

• Improve Clubs & Fans marketing policy• Overall analysis• Concrete solutions for year 1• Concrete solutions for year 3• Potential opportunities for year 5

• Improve Clubs & Venues marketing policy• Overall analysis• Concrete solutions for year 1• Concrete solutions for year 3• Potential opportunities for year 5

• Improve Clubs & UFL marketing policy• Mutual understanding






Dubai Sports CouncilMarket Study

Instruction Manual






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• A report, what for?

• Dubai Sports Council has conducted this marketing study in order to firstly analyze the consumer insights (UAE fan consumption behaviors & visualization of the UFL) & secondly try to put in place a generic master-plan to bring more people in the stadium.

• This study will provide to all Dubai club’s marketing department with know-how and marketing insights regarding the current issue of a lack of attendance in Dubai stadia.

• However, the role of each club to develop its own business model & marketing strategy to promote its brand and its entertainment service (sport spectacle called UFL games)

Introduction







• To develop the business model of the football club, Dubai clubs need to recruit people with marketing education & solid experience within the entertainment / service business sectors.

• The business football model needs a proper strategic, marketing & communication planning over a period of 2-3 years (middle term vision) & one over 5-10 years (long term).

• Human resources, know how & expertise will be a determinant success factors in the football industry. Therefore, the top-management of each Dubai clubs has two main responsibilities:

- INTERNALLY: Recruitment of the right experts- EXTERNALLY: Contracting with the right third parties

Introduction







• The European football business models to be followed (if we are considering the scale of the Dubai Clubs) are:

- Olympique Lyonnais = 20 years ago, the club was an average Ligue 2 club and then has become a European Tenor.

- Lille LOSC = Strong leadership from an average Ligue 1 club to the European Championship Leagues competition

- Villarreal = In only 8 years, the average Spanish club became a competitive club in the European stage.

- Athletico Madrid = The club got a 10 years strategic plan that allows him to bounce back among the top Primera Liga Clubs

- Udinese = Average Italian Calcio club with the best management of the last five years.

- Schalke 04 = Average German Bundesliga club with the best management of the last three years

• The best practice in Southern American football business model is Athletico PR (Brazil)

Introduction







• The construction of a solid business model & marketing schemes for each Dubai Clubs will require some years.

• Only dedication & consistency will allow the Dubai clubs to become commercially successful. Thus, the top-management of the Dubai clubs must invest not exclusively in the sport sector but “equally” into the marketing actions & the management team.

• In 2000, the first business choice of Florentino Perez (Real Madrid’s President / Spanish Business Man of the year 2002) was actually to recruit Jose Angel Sanchez – previously the SEGA Marketing Director for the European Zone… only then, he contracted the Portuguese Luis Figo…

Introduction







Introduction













Global ContextNew Etisalat Pro League FormatKey words: AFC, Asian Champions League, Mohamed Bin Hammam

• When the Asian Football Confederation (AFC) released its Strategy for the development of professional football in Asia last year, the proposal demanded that, by October 2008, any football federation intending to compete in the Asian Champions League, would be expected to have a professional league. It also stipulated that each of the leagues' clubs would be commercial entities. Nations who failed to meet the criteria would be dismissed

• In the Gulf region, as Oman, Syria, Qatar and Bahrain fell foul of the Confederation's requirements, the United Arab Emirates made moves to satisfy the conditions. By May, AFC President Mohamed bin Hammam had inspected and assessed the UAE Football Association and announced he expected the Emirates to meet the criteria by October 2008. That's where the idea of a new professional football league came from.






Global ContextFirst Step of Football ProfessionalismKey words: Quality of Football, Long term Value, Strategies

• The newly named UAE Etisalat Pro League (UFL) was indeed officially created in June 2008 to meet this requirement. Its main objective is indeed to support the launch of the new professional league and improve the quality of football and build a long-term value for the UFL. As the appointed CEO, Romy Gai proposed the revision of technical regulations, the outsourcing of venue management and the development of new marketing strategies

• One of the most important things they first introduced was a completely new venue management system for the whole league as it was the weakest part of the federation in the past has been organising match day activities. In that extend, they hired a company called MindSpring which is a Switzerland-based company formed by employees of T.E.A.M. Marketing, the agency that, along with Uefa, created the concept of the Champions League, Europe's premier domestic football competition






Global ContextFirst Step of Football ProfessionalismKey words: Champions League, Case study, European Benchmark

• They are actually using exactly the same model: Same way of organising meetings, same way of organising the police, stewards and first aid, the same way of organising how we accredit the media…" (see the presentation: the European benchmark with a special focus on the UEFA Champions League study case)






Global ContextLack of attendance in Dubai stadiumsKey words: Performance, Education, Cultural standards

• The second main objective was to perform better in terms of attendance in the stadium. The current weakness of the League in terms of sport quality standard is definitely one explanation (see qualitative research report conducted by Synovate)

• In fact, the educational and cultural standards of players are on the decline compared to that of the 1960s and 1970s. The guest speakers blamed the situation on the shrinking role of the social and cultural activities in sports clubs.






Global ContextLack of attendance in Dubai stadiumsKey words: Economy, TV channel, Marketing policy

• While the country took giant strides in the sphere of economy and development over the past decades, it was regression that happened in sports, particularly football.

• However, the sport performance cannot be the sole explanation. The failure in attracting crowds is also due to a lack of marketing expertise within the UAE football clubs and a strong competition with TV channels that broadcast European and Emirati football on regular basis.

• In fact, since almost ten years, TV broadcasters such ART, Al Jazeera Sport, Dubai Sport Channel, Showtime are bringing to the Dubai audiences the best existing football spectacle in the world

• Based on an international benchmark of the European existing football leagues, this study will highlight the current assets (strengths & weaknesses) of the new professional Emirati league and bring its expertise and recommendations to gradually improve Dubai Clubs’ marketing policies.






Global ContextDefinition of the Marketing ObjectivesKey words: Clubs, Fans, Venues, UFL

• We will focus our attention on three main scopes of work that aim to rationalize and optimize the interactions of the following stakeholders: Objectives

> Scope of work #1 > Improve Clubs & Fans

>Scope of work #2: > Improve Clubs & Venues

> Scope of work #3: > Improve Clubs & UFL • From the definition of these scopes of work, a list of recommendations will be dressed according the level of marketing priorities.






Global ContextDefinition of the Marketing ScheduleKey words: Marketing priorities, Schedule, Activation

• Moreover, these listed marketing priorities need to be implemented in a very strict time schedule. Three stages can be identified. The first level of marketing priorities refers to a year 1 activation program, the second to a year 3, and the third to a year 5. • For each, classification according to the level of priority

> Level 1 > Year 1

> Level 2 > Year 3

> Level 3 > Year 5







Improve Clubs & Fans marketing policy













ImproveClubs & Fans marketing policy

CLUBS / FANS

1 - PROMOTION 2 - DATABASE3 – CRM

PROGRAMME

4 – SEGMENTATION+ AVERAGE TICKET

5 - STADIUM






Clubs & Fans: Synovate qualitative research insights

> Giving fans the chance to interact with the clubs will greatly increase their support and willingness to attend games

• Local fans want to be able to buy brochures, magazines, leaflets- information about the matches, the games and the players• Any form of social interaction with the teams, entertainment and music at the stadium is requested• The internet is a major way for fans to feel part of the football community (Using websites to promote merchandising as well as competitions (e.g. to find the best fan) will really keep interest high)• Competitions and prizes (e.g. for the best fan, or for guessing a correct score etc) are really appreciated• Merchandise (e.g. flags, t-shirts, water bottles etc) could all be sold at the stadium and would encourage attendance

> Women attending games is a sensitive subject

> However, local fans are keen to welcome Expats to the stadium

CLUBS / FANS







> Level 1 > Year 1

Level of priority 1

• Develop the brand equity towards different hard fans• Increase the level of promotion towards potential T.A.• Work with marketing tools to create a database of fans• Develop co-marketing with clubs’ sponsors• Create a ticketing policy adapted to the TA• Develop new concepts of entertainment on match-day

CLUBS / FANS






ImproveClubs & Fans marketing policy> Level 1 > General Understanding

Curiosity /Brand

• The Dubai Clubs have brands that they must valorize to their different target audience• A sport brand should be positive and dynamic and reflect education & sporty values

Curiosity /Business

• Dubai clubs are involved in a local competition for entertainment.Not only with sport spectacles

• It is an obligation for them to communicate better and reach frequently their current customers + potential audiences all year long

CLUBS / FANS • Dubai Clubs are located in a cosmopolitan city• Primarily target audience is obviously the UAE nationals• Several kinds of purchasing power imply different marketing services

Curiosity /People

• Dubai Clubs have not implemented a media buying strategy in their annual budget

• Their communication is often more tactical than strategical – The ROI is reallylimited

Curiosity /Communication






ImproveClubs & Fans marketing policy> Level 1 > Understand your different Target Audiences

KEY INSIGHT Dubai is a young cosmopolitan city with old football brands

IMPLICATION Needs to define precisely who the target audience of each club (commercial geographic zone) is and reach them frequently







NEED & WANT

Need•Better information about his club• Better access to the stadium• Better service during the games

Want• To know more about his team• Win some special prizes• To feel part of a real community

Need•Information about the UFL league• Information about your club• Get a good service

Want•To have a good entertainment in Dubai• Share your passion /Not only the football games but the experience

COMMERCIALZONE

TARGET AUDIENCES






REACHTHEM

OFFER THEM

TARGET AUDIENCES

Services • Services must be a adapted according to your target audiences & theirpurchasing powers

• Declination of your marketing proposalssuch as airline company Etihad airwayswith diamond, pearl packages

• Working with your sponsors to see whichbenefits they can delivers to your fans +potential one (your prospects)

Media•Dubai Sports Channel• Arabic Newspaper Sport pages• Arabic Radio• SMS campaign

Social Venues• Schools, Universities• Government places• Café and terrace

Data-Base•Find different data-base and use them• Create your own one• Etc

Others• Family campaign (father / son)• Websites Football / sports / Social • Malls – Direct marketing • Co marketing with your current sponsors• Etc

TBD with each club







KEY INSIGHT The Dubai Clubs' Brand needs to be more valorised towardstheir different target audiences during the whole year

IMPLICATION Needs to create a clear marketing strategy & implement acommunication strategy to respond to the initial MKT objectives







KEY INSIGHT Each club is a brand such as Nike, Emirates, Emaar

IMPLICATIONNeeds to understand the marketing mechanism to valorise your brand

Your brand should rely less & less on sporting results but on concentrate in values

ImproveClubs & Fans marketing policy> Level 1 > Develop the Brand Equity






ImproveClubs & Fans marketing policy> Level 1 > Develop the Brand Equity

• It is necessary to understand the importance of your brand. People of your target audiences are linking values to each Dubai club.

• Therefore, the marketing department must analyse how it can gradually improve the value of his brand towards his target audience and the future one

• Good values are: Education, Social, History, Charity, Development of the Youth, etc

• The marketing case study of the FC Barcelona and their sponsor UNICEF is a concrete example of this new trend. Please note that this deal is strategic & not only a pure one off marketing action

• See Slide 16 – European Football Benchmark






ImproveClubs & Fans marketing policy> Level 1 > Your Promotion towards your target audiences

KEY INSIGHT Understand that there are 3 or 4 important moments in the football season for the communication

IMPLICATIONNeeds to understand that the communication of the club aims to recruit

the fans (End / Beginning of the season) and promotes the important football games






ImproveClubs & Fans marketing policy> Level 1 > Your Promotion towards your target audiences

End of the Season

Beginning of the Season

Important Game - Derby

Final &/ or Derby

Only example of Media buying plan for one year for one football clubAlternative between peaks of communication and smaller spendingEach marketing department needs a media buying budget / every year

Media Spending AED






ImproveClubs & Fans marketing policy> Level 1 > Create a Fans Data-base, make it Alive

KEY INSIGHT Many Dubai clubs have fans, followers and sympathisers

IMPLICATION Needs to create a Data-base and a relationship marketingstrategy with all these captive audiences







• There are multiple ways and channels to create a DATA-base of fans / football consumers

• Gradually, the European football clubs have designed on-line solutions to generate and amplify their initial data-base of annual season tickets holders (and also reach international

followers if any) - but meanwhile, they also implemented a strong on-line CRM programme (rewards, on-line gaming, draws, etc).

• To create a solid DATA-base with a middle term vision, you have to make sure that you know how to segment it in different categories such as: FANS, FOLLOWERS, SYMPATHISERS & PROSPECTS

• Each club must interact regularly with their DATA-base contacts & if possible adapt their message / their content in function of the sub-categories > Relationship Marketing Program







Stakeholderidentification

ExplainBehaviour

AnalyseBehaviour

GenericStrategy

formulation& application

SpecificProgrammes

Forstakeholders

INTEGRATIVE STAKEHOLDER PROGRAMME

• All the Dubai clubs marketing department must undertake a marketing analysis of the fans (consumers) behaviour – the way that they differently spend their time, their money, ... with the club

• The easiest way is to use the six phases of the stakeholder management process adapted from Freeman - 2006

• The scheme below is the first step to build a business modelling or relationship marketing program






ImproveClubs & Fans marketing policy> Level 1 > Develop Co-marketing with your Sponsors

KEY INSIGHT All Dubai Clubs have strong local sponsors

IMPLICATION

Needs to create a program of activation with the sponsorsthat will generate more potential fans & followers – CRM campaigns

WIN/ WIN Your fans must benefit from your sponsorsYour sponsors must benefit from your fans







• All the sponsors of the club should provide benefits to your current fans & potential one. Your sponsors are interesting to reach your fans (macro-economic models)

• Each club must develop a sponsorship program (activation) with their own sponsors towards their fans. Those activations can be draws that will be benefit to your fans + sponsors (increase ROI + reach ROO)

• Multiply the co-marketing activities with your sponsor(s).Dubai clubs could use their database, their platforms of communication, other to be invented ...

• This marketing actions should not be tactical but clearly planned in collaboration with your sponsor(s) at the beginning of each season







CO-MARKETINGBETWEEN CLUBS &

SPONSORS

1 - Club and Sponsors become partners when they are working mutually coordinated and reciprocally accepted – it is a middle term process to establish that requires time and dedication from the club

2 – Aim to develop a partnership in which club and brand gain value (not only financially or exposure)

3 – All their mutual initiatives are consciously planned, organised and controlled by the marketing departments of the club and the sponsor(s)

4 – The final objective is the improvement of customer satisfaction (‘offer more at a lower cost’) with the cooperation of the club & their sponsors






ImproveClubs & Fans marketing policy> Level 1 > Create a Ticketing Policy

KEY INSIGHT A ticketing policy will not replace a clear Entertainment service policy within the Dubai Stadiums

IMPLICATION Needs to create a scheme of services inside of the stadium(values) & also gather the fans near to each other in the stadium






ImproveClubs & Fans marketing policy> Level 1 > Create a Ticketing Policy

• It is necessary to understand the importance of the wellness of the spectator in the stadium. Fans are not buying a football ticket only to cheer their team but for their own entertainment.

• Therefore, the marketing department must analyse how it can gradually improve the experience of the fans / ticket holders.

• Values are: Price vs. Offer, Price vs. Spectacle, Price vs. Hospitality programme, etc

• The marketing case study of the future Doha stadiums is showing a Taylor-made stadium business solution around lounge and hospitality program - See the picture






ImproveClubs & Fans marketing policy> Level 1 > Entertainment on Match-day

KEY INSIGHT Fans are now paying to access a spectacle

IMPLICATION Needs to create a program of entertainment BEFORE & DURING the Etisalat Pro League football games






ImproveClubs & Fans marketing policy> Level 1 > Year 1

Marketing Department will work to improve the services within

the stadium

Marketing Department will set up an annual communication plan

Creation of a customer DATA-BASE

Annual Program of ActivationInside + Outside Stadium







> Level 2 > Year 3

Level of priority 2

• Develop products & services within the stadium (merchandising, transport, catering offer, and hostesses)• Develop hospitality lounges in the stadium• CSR policy (charity, community programme)

CLUBS / FANS






ImproveClubs & Fans marketing policy> Level 2 > Develop Products & Services in the Stadium

• After increasingly the number of spectators (up 30% to 50% from year 1), the marketing department will have to concentrate on how increase the match day spending per spectators

• Several solutions are already available in the Europeans and US markets such as:

- Merchandising shop- Catering / restaurants- Competitions and Drawings- Co-business actions with clubs sponsors- Etc

• Merchandising policy will refer to the “Pareto Business Model” = 80/20 = 20% of the merchandising products are generating 80% of your revenues






ImproveClubs & Fans marketing policy> Level 2 > Develop Hospitality Lounges

• The hospitality Lounge business service can be organised internally (in house) or externally by a specialized organisation (outsourcing)

• The Hospitality Lounges business service is linked to your corporate sales (companies, institutions, sponsors, etc). It is part of a global sponsorship package and / or it is considered as a new revenue stream for the club(please note that most of the Dubai Clubs have the capacity to develop / to

build VIP lounges within their current stadium)






ImproveClubs & Fans marketing policy> Level 2 > Develop a CSR policy

A football club must play a social role in its society. Currently, brands & sponsors are looking to develop societal actions in their annual marketing / communication plan (called “Green Marketing Actions” due to the sustainable development concept)

• In its community:A football club must work with its direct community & multiply partnership with schools, colleges and other youth organisations (short term application)

• Charity Organisation:A football club could partner with local or international charity program such as Dubai Care or Red Crescent and include it in his company profile or sponsorship package (middle term vision)

The principle is to associate these societal values to the brand equity of the club.

Gregory Bolle






ImproveClubs & Fans marketing policy> Level 2 > Year 3

Products / Services forThe B2B target audience

Corporate / Sponsors

Products / Services for the B2C target audience

Fans / Followers

Increase the Commercial Revenues of the Club

Link it with Societal Marketing Actions

Gregory Bolle







> Level 3 > Year 5

Level of priority 1

• Renew stadia / create new ones• Limit the number of sponsors (real involvement with clubs)• Create a business community (‘Club businesses’)• Working on the non-match day in the stadium (concerts, sport events, shows…)

CLUBS / FANS







Improve Clubs & Venues marketing policy

Gregory Bolle













ImproveClubs & Venues marketing policy

CLUBS / VENUES

1 – ACCESS / PARKING

2 - WELCOMING /

CASHIER

3 – ENTERTAINMENT

4 – REMODELLINGSTADIUM

5 - NEW STADIUM






Clubs & Venues: Synovate qualitative research insights

> There are key factors which can prevent fans from attending games

• Timings & location of the games• Traffic & parking • Lack of facilities at the stadium• Secondary Influence: Price

> Developing and improving the stadiums will encourage fans to go to the live games

• Old seating• Lack of hygiene and not enough toilet facilities• No smoking allowed• No beverages or snacks offered in the stadium• No big screens, can not watch replays• No entertainment or music

CLUBS / VENUES







> Level 1 > Year 1

Level of priority 1

• Optimize access to stadium• Improve the welcoming conditions in the stadium• Create a clear space for the ticket sales• Catering offer (snack & beverages)

CLUBS / VENUES

Gregory Bolle






ImproveClubs & Venues marketing policy> Level 1 > General Understanding

• In the sport marketing, US Football & NBA were the first professional leagues to understand the importance of the stadium as a stream of revenue. In the end of 80’s, their stadiums were developed not such as a place to attend sport spectacle but as a whole “entertainment venue” (where the fans / spectators will come along their family and increase their average spending: Shop, Picture park, Parking, Showrooms, Museum,

Restaurant, etc)

• In Europe, the English Clubs (private entities) were the first to invest in those new stadiums at the end of the 90’s. (Old Trafford – Manchester United was one of the first one to switch to this business model; Emirates Stadium – Arsenal is one of the most known “Naming Stadium” business model that co-financed its stadium with a brand/ sponsor)

• German & Portuguese clubs integrated those heavy investments with the organization of the international events: UEFA Euro 2004 & FIFA World Cup 2006 (see slides 19

& 20 – European Benchmark PowerPoint presentation) - % financed by the States / % financed by Private funds / % financed by the club







• Each Dubai stadiums are generating revenues for the clubs. However, few professional clubs of Dubai have considered to undertake a marketing study about how to increase their stadium revenues.

• As any trade organization, the Dubai club marketing department must get a clear idea of the following items mentioned below and work gradually on it.

-Understand their stadium’s “Commercial Zone” & get a clear consumer insight research (see qualitative + quantitative researches operated

by CARAT / Synovate & Financed by Dubai Sports Council);

- Optimize the existing stadium revenues;

- Identify the additional stadium revenues (period of 2 years);

- Develop the whole stadium business model







• Dubai Clubs have stadiums / venues to accommodate other events than purely UFL games (20 000 capacities).

•For instance, the Dubai Tennis Stadium is organizing concerts and other entertainment that targets other Dubai communities: Indian, English & Iranian.

• Al Nasr Club is organizing (internally or externally) AC Milan football camps during the Dubai school holidays. Those camps are generating extra revenues for the club and bring new comers to the Al Nasr Stadium (Same principle that the Al Nasr

ice-skating venue).

• The marketing case study of the Stade De France is a concrete example of this new trend. Please note that this stadium (80 000 capacities) do not welcome any football resident club since 11 years & therefore, must diversify their business portfolio to generate revenues for their private owners: Bouygues & Vinci.

Gregory Bolle






ImproveClubs & Venues marketing policy> Level 1 > Optimize the access to the stadium

KEY INSIGHT CARAT / SYNOVATE researches prove that non-Emirati cannot localizementally & geographically the Dubai stadiums

IMPLICATIONNeeds to work hand to hand with the RTA organization to

create dedicated football stadium road signs(can be applied with the Dubai Tourism Authority’s maps)






ImproveClubs & Venues marketing policy> Level 1 > Improve the Welcoming in the Stadium

KEY INSIGHT The Dubai Clubs have not set-up a clear welcoming strategyto greet their fans / sympathisers

IMPLICATION Needs to define a better hospitality program & create a welcoming service






ImproveClubs & Venues marketing policy> Level 1 > Improve the Welcoming in the Stadium

• Welcome fans / sympathizers every two weeks must be considered as a service.

• The Dubai Clubs must integrate in their organization, a football stadium manager that will manage several aspects of the stadium welcoming conditions. Those conditions should be segmented & indentified with the marketing department of the club.

• Those conditions would be set-up according to the value of your football tickets. We can imagine several services such as Hostess (VIP section) / Valet parking (adapted to VVIP, VIP,

Corporate and Regular Ticket holders) / Waiter / Security agents / etc.

• All the staff will be external of the football club. However, they should be all trained by the Stadium Manager and wear the logo of the football club.

Gregory Bolle






ImproveClubs & Venues marketing policy> Level 1 > Create a unique Ticket Office

• To generate more revenues, (for the time being) the club must create a unique Ticket Office to invite the sympathizers to understand clearly the club sales process (even a non season

ticket holder must recognize the Ticket Office)

• This Ticket Office can offer other payment services such as:

- Catering vouchers; - Merchandising products;

- Parking tickets;- Other Dubai events tickets; - Etc (to be determined by each mkt dept)…

• This ticket office should be part of your sponsorship strategy (which includes visibility, direct marketing, etc…)






ImproveClubs & Venues marketing policy> Level 1 > Improve the Catering Offer in the stadium

• The whole idea is to double the average spending of the fans / sympathizers within the stadium. Therefore, the club marketing department must create a business deal with a catering company.

• However, due to the Dubai benchmark, it is extremely important that the quality of the catering match with the fans’ expectations.

• Therefore, the quality of the catering should not be limited to the VVIP or VIP fans must be applied for the mass market too. The catering would be an important asset to improve the general atmosphere of the stadium & thus, recruit new sympathizers in your venue.

• Note: Each marketing department should undertake a micro marketing study around their current catering offer






ImproveClubs & Venues marketing policy> Level 1 > Year 1

Create a unique selling pointfor the club / Improve the

catering offer aroundthe Games

Improve the Access +Improve the Welcoming before / during / after

the Games

Improve the Stadium Experience of your Fans

Develop Commercial Offerswith a commitment to the quality

Gregory Bolle







> Level 2 > Year 3

Level of priority 2

• Ensure entertainment before, during & after game• Create an atmosphere in the stadium• Creation of VIP lounges & corporate boxes

CLUBS / VENUES






ImproveClubs & Venues marketing policy> Level 2 > Ensure Entertainment in the Stadium

• The spectacle offered by the UFL league is not yet considered as better than the one during the amateurism period – before September 2008 (see the qualitative and

quantitative researches CARAT / Synovate – Financed by Dubai Sports Council).

• The Dubai clubs must for the 2 or 3 seasons take into consideration the fact that the fans / sympathizers are paying to get 2 or 3 hours of entertainment.

• The Stadium manager & the marketing department must organize regularly entertainment events before / during / after the UFL games. Those activities must be interactive with the attendance.

• Those entertainment occasions should be planned in advance & organised in a way to be profitable (at least without

any costs) = Co-marketing / Dinner / etc…






ImproveClubs & Venues marketing policy> Level 2 > Create a Festive Atmosphere in the stadium

• Any stadium in the world is a place of exchanges and a gathering of people around a passion, sport entertainment, concert, … Stadia are considered as a place of freedom where the people are expressing their enthusiasm freely

• In Dubai, the federal laws are restricting the freedom within the Dubai stadiums such as smoking or drinking alcoholic beverages – In addition, socially, Emirati women are not coming to the football stadiums which are male oriented venues. (see the qualitative and quantitative researches CARAT /

Synovate – Financed by Dubai Sports Council).

• Therefore, the marketing department must ensure that the people (current fans / sympathizers) are creating social links within the stadium and therefore, will make sure that the fans are gathering closed to each others in the stands.

• All of them must have an enjoyable experience.(Marketing wise: coming back in the stadium + word of mouth)

Gregory Bolle






ImproveClubs & Venues marketing policy> Level 2 > Develop Hospitality Lounges

• Same notices that Clubs & Fans

• The hospitality Lounge business service can be organised internally (in house) or externally by a specialized organisation (outsourcing)

• The Hospitality Lounges business service is linked to your corporate sales (companies, institutions, sponsors, etc). It is part of a global sponsorship package and / or it is considered as a new revenue stream for the club(please note that most of the Dubai Clubs have the capacity to develop / to

build VIP lounges within their current stadium)






ImproveClubs & Venues marketing policy> Level 2 > Year 3

Improve the General Atmosphere of the Stadium

(Goodies, Draws, Lounges,...)

Create Entertainment occasions for the UFL

Games

Increase the Positive Experience of the Fans

Passion / Gathering / Feelings…Stadium = Socio- Emotional Platform

Gregory BolleGregory Bolle







> Level 3 > Year 5

Level of priority 3

• Build a new stadium (see Juventus or Doha innovative project)• Non-match day offer (concerts, shows, expositions, …)

CLUBS / VENUES







Improve Clubs & UFL marketing cooperation













ImproveClubs & UFL marketing policy

CLUBS / VENUES

1 – COMPETITIONITSELF

2 - PROMOTION /

HEROES

3 – UFL SPONSORS

4 – WORK WITH TV / MEDIA

5 - COMMITTEETO BE SET UP

Gregory Bolle






Clubs & UFL: Synovate qualitative research insights

> Local fans have noticed a marked improvement in the UAE football league in recent years

• Local football fans claim that the UAE football league has been consistently improving over recent years • Footballers, while certainly not seen to be as skilled as international players, are seen to have improved somewhat in terms of skill and professionalism• The league has developed in terms of the players themselves and their attitudes, as well as more media, advertising and sponsorship• There is a feeling that fans, players, managers and all those behind the scenes are becoming more and more devoted to the game and therefore the level of professionalism is increasing

> Spontaneous suggestions for improving the level of the UFL are all based around Local Players

• More training- lectures and intensive courses, allowing them to train abroad or play against stronger teams• Financial incentives for players (to increase their commitment)• Honouring ceremonies to show winners respect• Remove players who are not performing; punish players who are disrespectful, lazy or uncommitted• To Local fans, a Football Academy is an excellent way to push the standard of the UFL

CLUBS / UFL






> Level 2 > Year 3

Level of priority 2

• Sponsorship activation (clubs +

league sponsors) for the fans interest• Create rivalry between clubs in the media• All star game + awards every month.• Interaction fans/ stars, VIP/stars• UFL school days

CLUBS / UFL

> Level 1 > Year 1

Level of priority 1

• Create a UFL website (Arabic & English)• Interlink between Dubai clubs’ website & UFL website• Close relationship between the UFL and the clubs (co-marketing & co-branding)• Create UFL stars in the media

CLUBS / VENUES

> Level 3 > Year 5

Level of priority 3

• DSC, UFL and Dubai clubs should meet regularly• Creation of a dedicated committee to rule their relation

CLUBS / VENUES

ImproveClubs & UFL marketing policy






ImproveClubs & UFL marketing policy> Level 1 > Mutual Understanding

• The season 2008-2009 has been successful for the development of the UFL pro league in the U.A.E. Building a successful professional football league is a matter of several years. This year was about launching a new brand & improve the global organization of the UFL competition.

• Dubai Clubs and the UFL management teams must work together to improve and enhance the potential of growth of the UFL competition in Dubai.

• The creation of a UFL committee within Dubai Sports Council allows to underline Dubai clubs’ needs and find opportunities to collaborate together with the UFL management team. (See slide 9 of the PowerPoint presentation European Benchmark)






ImproveClubs & UFL marketing policy> Level 1 > Year 1

Improvement of the UFL’s format and brand +

Co-marketing with clubs

Better and MoreInitiatives from the Dubai Clubs

Increase the Average Attendance in Dubai Stadiums

“Virtuous Marketing Circle”More Revenues Generated

Within Stadiums

Gregory BolleGregory Bolle






Dubai Sports CouncilRecommendations for the Football Clubs of Dubai

Gregory BolleManaging DirectorCARAT Sponsorship [email protected] / 050 435 4846

Sebastien Sayegh Executive Account ManagerCARAT Sponsorship [email protected] / 050 103 3886

Gregory Bolle




