vancouver whitecaps case study
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VANCOUVERWHITECAPS FCCASE STUDY
ANGUILLAANTIGUA & BARBUDAARUBABAHAMASBARBADOSBELIZEBERMUDABRITISH VIRGIN ISLANDSBONAIRECANADACAYMAN ISLANDSCOSTA RICACUBACURACAODOMINICA
DOMINICAN REPUBLICEL SALVADORFRENCH GUIANAGRENADAGUADELOUPEGUATEMALAGUYANAHAITIHONDURASJAMAICAMARTINIQUEMEXICOMONTSERRATNICARAGUAPANAMA
PUERTO RICOST-MARTINST-MAARTENST. KITTS & NEVISST. LUCIAST. VINCENT & THE GRENADINESSURINAMETRINIDAD & TOBAGOTURKS & CAICOSUS VIRGIN ISLANDSUSA
FOOTBALL
WOMEN
BEACH
CLUB
FUTSAL
LEAGUE
MEN YOUTH
CASE STUDY FOCUS:
MEMBER ASSOCIATION
2 3
THE CASE OF THE VANCOUVER
WHITECAPS FC4 5
JEFFREY WEBB,CONCACAF President
The role that football clubs play in the development of the game is of utmost importance. Club football has both the responsibility and the opportunity to develop players, coaches and administrators in a systematic and strategic manner. Clubs must also recognize their significance to local, national, and perhaps even international supporters as a first in-teraction between fans and the game of football.
Given the importance of club football, it is par-amount that progress is made in regards to club
management. While clubs are often judged only on what occurs on the pitch, it is the decisions, strat-egies and activities which are made by the club’s management and administration that allow the club to succeed on the field.
CONCACAF is therefore pleased to provide you with a case study on the Vancouver Whitecaps FC, an MLS club which demonstrates outstanding ap-proach to football club management. The White-caps have done a fantastic job of capitalizing on their 40-year history while also embracing a mod-ern approach, and we look forward to following their future progress and successes.
ENRIQUE SANZ,CONCACAF General Secretary
The second installment of the CONCACAF case study series, an initiative coordinated by our Club Licensing Department, focuses on an exceptional men’s football club: the Vancouver Whitecaps FC.
We have chosen to present the case of the White-caps because of its commitment to organization-al excellence, both strategically and operationally. From top executives to interns, all club employees demonstrate a passion and dedication to the club and its mission. The culture of the club is well-es-tablished and helps to guide decisions on the pitch and in the boardroom.
This case study was created using a combination
of online surveys and in-person interviews with Whitecaps employees. President Bob Lenarduzzi, COO Rachel Lewis, and Whitecaps Department Directors were surveyed and interviewed in order to assemble a complete picture of the Whitecaps’ activities, both on a daily and long-term basis. By highlighting the club’s organizational structure and the responsibilities of each department, we have essentially outlined the standard elements of a pro-fessional football club.
We invite you to study the Vancouver Whitecaps FC case in detail. We hope that you will be inspired by their example and be able to apply some of the strategies and ideas at your own clubs in or-der to further raise the standard of club operations throughout the CONCACAF region.
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THE VANCOUVER WHITECAPS FC
CLUB PROFILE
CO-LEADING THE WAY
CLUB ORGANIZATIONAL CHART
CASE STUDY ORGANIZATION
FINANCE & ADMINISTRATION
HUMAN RESOURCES & ADMINISTRATION
COMMUNICATIONS & BROADCAST
MARKETING & DIGITAL
SALES & SERVICE
CORPORATE PARTNERSHIPS
PARTNERSHIP MARKETING & SUITE SERVICES
EVENTS
SOCCER OPERATIONS
SOCCER DEVELOPMENT
REACTIONS
ACKNOWLEDGEMENTS
CASE STUDY INDEX
8 9
CLUB MISSION:
To be a champion club on and off the soccer pitch
CLUB VALUES: Unity. Winning. Honour.
CLUB SLOGAN: Our all. Our honour.
10 11
CLUB NAME: VANCOUVER WHITECAPS FC
YEAR FOUNDED: 1974
LOCATION: VANCOUVER, BRITISH COLUMBIA, CANADA
OWNERS: GREG KERFOOT
STEVE LUZCO
JEFF MALLETT
STEVE NASH
EXECUTIVE CHAIR: JOHN FURLONG
PRESIDENT: BOB LENARDUZZI
CHIEF OPERATING OFFICER: RACHEL LEWIS
NUMBER OF CLUB EMPLOYEES: 102
LEAGUE: MAJOR LEAGUE SOCCER (MLS) – USA
STADIUM NAME: BC PLACE
STADIUM CAPACITY: 21,000 (FOOTBALL-SPECIFIC CONFIGURATION)
54,500 (TOTAL)
WEBSITE: http://WWW.WHITECAPSFC.COM/
FACEBOOK:http://WWW.FACEBOOK.COM/WHITECAPSFC
TWITTER:http://TWITTER.COM/WHITECAPSFC
YOUTUBE CHANNEL:http://WWW.YOUTUBE.COM/USER/
INSTAGRAM:http://INSTAGRAM.COM/WHITECAPSFC#
GOOGLE+:http://PLUS.GOOGLE.COM/+WHITECAPSFC/POSTS
“On the pitch or off the pitch, at centre mid or in the front office, we go after greatness – every time.
We do this by standing together. And because we can’t win without unity, and we don’t want to win without honour, we can always hold our heads high.
In our work and our play we show diligence and integ-rity. We are honest and take pride in what we do. We will give it our all, on our honour.”
THE WHITECAPS’
PROMISE
CLUB PROFILE
12 13
CO-LEADINGTHE WAY
Although the Whitecaps have been a club for 40 years, they only recently joined the MLS in 2011. This transition required a strategic shift in the priorities, resources and management of the club. The club ex-perienced rapid growth during this stage, which was facilitated by an Executive Team which was already in place.
The Vancouver Whitecaps FC has a slight-ly unusual organizational structure in that the club President, Bob Lenarduzzi, and the Chief Operating Officer, Rachel Lewis, have co-lead the organization since 2007.
President Lenarduzzi serves as the pub-lic voice and face of the organization and
focuses primarily on the technical aspects since he played and coached football at the highest level.
COO Lewis is responsible for the day-to-day business operations of the club due to her background in business and sport man-agement. It is noteworthy that Mrs. Lewis is the only female COO of a Major League Soccer team.
This structure was implemented because the two leaders have different but com-plimentary perspectives which allow them to make better decisions collectively than they would on their own.
14 15
The Whitecaps’ leadership team took a deliberate approach in setting the mission and values for the organization.
The mission statement is simple: “To be a champion club on and off the soccer pitch”
Be a Champion: This is about winning, not necessarily about trophies. Winning could be placing players on national team programs, developing homegrown players, demonstrating good corporate citizenship and of course winning on the field.
Club: The Whitecaps strive to be the most complete football club in North America, from grassroots to the MLS team and every level in-between.
On and Off: The club is committed to doing the same things in the right way on the field, in the boardroom and in the community.
Pitch: The primary place of activity for the club.
The Whitecaps’ 3 values were also developed with the overall idea of being an excellent club who does things the right way. These values drive all club activities from a strategic and operational perspective.
Unity: The club must do everything together on the field and in the boardroom with the city of Vancouver, the local community, the players, the coaches and the partners.
Winning: The club wants to be competitive and “win” in everything it does by acting like a champion.
Honour: The club doesn’t want to do something if it is doing it without honour. This means no diving by players, no bad behavior on the field or in the boardroom, no criticizing referees, etc.
These values have also guided the philosophy in terms of hiring. In every hire the club makes, character becomes as important as skill.
THEMISSION
THEVALUES
CO-LEADING THE WAY
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The club has identified 3 Key Success Factors which drive the metrics for the business plans that are submitted by each department.
All goals and objectives must align with these
All goals and objectives must align with these KSF’s, and the Department Directors must link these 3 factors to all plans, actions, and initiatives that are proposed.
This ensures a consistent approach in all club activities and provides a benchmark as the club continues to move forward and grow both locally and internationally.
The Whitecaps’ leadership fully believes in the power of effective communication and strives to deal with these issues in an honest and up-front manner. A number of events and meetings are scheduled in order to facilitate communication and help determine the overall club strategy and direction.
These include:
THE KEY SUCCESSFACTORS
CLUB COMMUNICATION & EVENTS
CO-LEADING THE WAY
REVENUE
FAN REACH AND AVIDITY
ORGANIZATIONAL EXCELLENCE
A 2-day planning retreat withDepartment Directors
Yearly meeting session with ALL club staff (local and remote)
A yearly Employee EngagementSurvey to collect feedback
Think Tanks to discuss and moveforward specific topics
Weekly Management meetings withall Department Directors
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CLUB ORGANIZATIONAL CHARTThe Whitecaps Management Team
VP of Finance& Administration
Don Ford
Director ofCommunications &
BroadcastCarly Jokic
Director of Marketing and
DigitalMikkel Strøjer
Director of Sales& Service
Colby Fackler
Director ofCorporate
PartnershipsPhil Adams
Director ofPartnershipMarketing
Janet Battle
Director of EventsJamie Levchuk
Director of Soccer Development
Dan Lenarduzzi
*VP of Soccer Operations
Greg Anderson*
Executive Assistant and Office Manager
Maria Wells
Chief Operating Officer
Rachel Lewis
Whitecaps Ownership
Group
Executive ChairJohn Furlong
President Bob Lenarduzzi
*Operational Reporting Structure*Administrative Reporting Structure
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As depicted by the organizational chart on the previous page, the Vancouver Whitecaps FC has a fairly flat organizational structure, with each of the Department Directors and Vice Presidents reporting to Chief Operating Officer Rachel Lewis. Each department specializes in one or two particular areas, but there is constant communication and collaboration among all of the departments in order to maximize the success of the club. The remaining pages of this case study provide detailed information about the different departments at the Vancouver Whitecaps FC. The following information is included for each department:
1- Department Profile: This standard profile contains an overview of the department in terms of number of employees, mission statement, key responsibilities, etc.
2- Department Activities: A summary of the department’s activities, processes, goals, philosophies, unique aspects, etc. is included in order to provide an in-depth look inside the Whitecaps organization.
The case study is structured in this manner in order to clearly demonstrate the major activities of the Whitecaps and provide specific examples of how a professional club operates at the department level. The order in which the departments appear is as follows:
•FINANCE & ADMINISTRATION•HUMAN RESOURCES & ADMINISTRATION•COMMUNICATIONS & BROADCAST•MARKETING & DIGITAL•SALES & SERVICE•CORPORATE PARTNERSHIPS•PARTNERSHIP MARKETING & SUITE SERVICES•EVENTS•SOCCER OPERATIONS•SOCCER DEVELOPMENT
CASE STUDYORGANIZATION22 23
DEPARTMENT STRUCTUREWHITECAPS DEPARTMENT PROFILE:
FINANCE & ADMINISTRATION
“A rising tidefloats all boats”
NAME OF VICE PRESIDENT:
Don Ford
NUMBER OF EMPLOYEES:
3 Full-time, 2 Part-time
DEPARTMENT MISSION STATEMENT:
Practical Integrity
RESPONSIBILITIES:
•Accurate financial processing and compliance
•Timely financial reporting
•Uptime on IT infrastructure
•Contract review
•Budgeting and forecasting
•Human Resources management
DEPARTMENT STRUCTURE
VP of Finance & Administration
Information TechnologyCoordinator
HR & AdministrationManager
FinanceAccountant24 25
The Whitecaps’ Finance & Administration Department includes 4 components:•Finance•Human Resources•Information Technology•Legal
DOCUMENTS CREATED FOR MANAGEMENT TEAM
Dashboard: A specialized, 2-page summary of pertinent information and key statistics which is organized in a user-friendly way with colors, graphs and charts, and other features
Game Revenue Summary: Reports on each match from a ticket perspective and compares results to the original estimates
Budgeting Documents: Templates for budgets
THE BUDGETING PROCESS
The Director of each Whitecaps department submits a detailed budget
each year. This process is outlined below:
FINANCE & ADMINISTRATION
August – September: Directors plan for next fiscal year
-Define the business plan against the established Key Success Factors
-Determine new objectives-Create 2 initial budgets: Strategic and Operational
VP of Finance & Administration will reviewproposed budgets and make
recommendations in order to:-Provide input in terms of allocation
and re-allocation-Ensure departmental parity exists
-Assist in achieving department goals with limited resources
The consolidated budget is approved by 2 groups:
1- The Whitecaps President and the COO2- The Whitecaps ownership group
Goal: Approved budgets maximize strategic expenses and minimize operational expenses
After approval from ownership, the final budgets are distributed to each Director so that he/she may start implementing
the proposed plans and programs
CREATING THEBUDGET
REVIEWING THEBUDGET
APPROVING THEBUDGET
IMPLEMENTINGTHE BUDGET
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“Employee retention is paramount to success”
DEPARTMENT STRUCTUREDEPARTMENT STRUCTURE
Human Resources & AdministrationManager
WHITECAPS DEPARTMENT PROFILE: HUMAN RESOURCES & ADMINISTRATION
NAME OF MANAGER:
Wendy Wait
NUMBER OF EMPLOYEES:
1 Full-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Oversee recruitment & selection for front office staff
•Employee relations
•Benefit & leave management
•Policy, procedure and guideline development
•Employee engagement, recognition and development
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THE HIRING PROCESS
The Whitecaps have developed a standardized hiring process which is utilized consistently for any new front office positions. A summary of this hiring process is below:
GENERAL EMPLOYEE PROFILE
While the majority of job requirements for Whitecaps positions are department-specific, the general profile of desired characteristics, or “soft skills”, for Whitecaps employees includes the following traits:
HUMAN RESOURCES & ADMINISTRATION
Each applicant must sendresume & cover letter
Job offer sent via phone oremail to selected applicant
Department Directorspeaks with HR about
new position
HR acknowledges receiptof all applications
HR notifies all othercandidates that job is filled
Director createsJob Description
HR develops a posting
Director selects 4candidates for initial
interview
New employee signs 9-page employment
contract
Position circulatedinternally, then posted
to club website
Top 2 candidatesinterview with COO
START
FINISH
PASSIONATE
OUTGOING AND FRIENDLY
INNOVATIVE AND CREATIVE
FIT IN WITH THE CLUB CULTURE
HONEST AND LOYAL
PROFESSIONAL
STRONG WORK ETHIC
ABILITY TO COMMUNICATE WELL
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EMPLOYEE DOCUMENTS
The Human Resources Department provides all Whitecaps employees with documents which outline company policies and procedures. These are described below:
EMPLOYEE SURVEY
The Whitecaps distribute an Employee Engagement Survey each year in order to collect feedback about each employee’s experiences, feelings, and ideas. This anonymous survey is completed online, and results are analyzed by upper management to determine avenues for improvement. Topics covered include:
Loyalty
•Satisfaction – level of satisfaction with working at the club•Retention – picture themselves at the club in 3 years•Advocacy – recommend working at the club to others
Workplace Sentiment
•Brand and Philosophy – identify with club values and mission; actions aligned with philosophy•Work Environment – relationships with supervisor and colleagues; club’s commitment to employee; workplace climate; departmental equality•Engagement – alignment with KSF’s; opportunities for input and club initiatives; effective communication; club’s financial responsibility•Performance – evaluations; feedback; staff awards
Importance and Satisfaction
•Various Factors – Salary, Vision, Tickets, Social Events, Whitecaps Days, Snacks, Healthcare, Holiday Closure, Partner Discounts
HUMAN RESOURCES & ADMINISTRATION
New Employee Orientation Manual Policies and Procedures Manual
Club Mission and Values Employment Standards - Hiring
Staff Directory Employment Classifications – Intern, Part-Time, Full-Time
Stadium, Facilities, Parking Terms & Conditions of Employment – Eligibility, Hours of Work
Confidentiality Employment Policies – Codes of Conduct, Job Evaluations
Safety & Security Benefits Policies – Vacation, Sick Leave, Maternity/Paternity, etc.
Social Committee Employment Relations Policies – InformationProtection, Respectful Workplace, Discipline, Social CommitteePay & Benefits
Work HoursHealth & Safety Policies – Principles, Code of Conduct
Dress Code
TechnologyFinance Policies – Contract Signing, Travel & Business Expenses
Financial Procedures
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“Make your employees ambassadors”
DEPARTMENT STRUCTURE
Senior Manager Broadcast/Media Relations
Manager CorporateCommunications &
Community Relations
Director of Communications
& Broadcast
Videographer
Writer Reporter
Club Ambassador
CommunicationsSpecialist
WHITECAPS DEPARTMENT PROFILE: COMMUNICATIONS & BROADCAST
NAME OF DIRECTOR:
Carly Jokic
NUMBER OF EMPLOYEES:
6 Full-time, 1 Part-time
DEPARTMENT MISSION STATEMENT:
Inform. Inspire. Engage. Entertain.
RESPONSIBILITIES:
•Media relations
•Corporate communications & public relations
•Content: Editorial/videography
•Broadcast
•Community relations
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The Communications & Broadcast Department is responsible for 5 key areas for the Whitecaps:
Goal:
To build, maintain and improve the reputation of the Vancouver Whitecaps FC
Philosophy and Activities:
•Commitment to media training for players•Consistent messages sent to staff in terms of current issues and updates on future events•Send well-prepared spokespeople out into the community to drive the Whitecaps message•Communicate effectively internally by arming employees with information before it becomes external news•It’s PR, not ER – remain calm and act appropriately no matter the situation
Goal:
To be transparent about club activities by giving quality access to the media and providing excellent service to the media
Philosophy and Activities:
•Be proactive in giving the media good stories•Evaluations are conducted after each media event•Media monitoring system used to analyze quantity and type of media content provided •Open locker room access and great amenities at the stadium on match days
COMMUNICATIONS & BROADCAST
CORPORATE COMMUNICATIONS / PR
MEDIA RELATIONS
Corporate Communications / Public Relations
Media Relations
Broadcast
Editorial / Video
Community Relations
36 37
The Communications & Broadcast Department is responsible for 5 key areas for the Whitecaps:
Goal:
To service broadcast partners operationally, provide quality content and features and improve ratings by growing and monetizing the Whitecaps property Philosophy and Activities:
•All Whitecaps matches on 4 platforms: Radio, TV, Online and Mobile•Post-broadcast calls every 2 weeks with the Executive Producer of The Sports Network (TSN), the Whitecaps’ official broadcasting partner, to evaluate the television broadcast
Goal:
To make a difference in the community and provide opportunities for players and staff to engage with fans Philosophy and Activities:
•400 total appearances in 2013•Partner with community groups to provide exposure at matches through PSA’s and activation activities
3 Pillars of Community Relations
Goal:
Double I, Double E: Inform, Inspire, Engage, Entertain Philosophy and Activities:
•All content should driven by the Double I, Double E principle•Themes, directions and priorities for content must be established•Analytics utilized to see what type of stories and content people are engaging with
COMMUNICATIONS & BROADCAST
BROADCAST COMMUNITY RELATIONS EDITORIAL / VIDEO
Corporate Communications / Public Relations
Cancer Mental Health Youth
Media Relations
Broadcast
Editorial / Video
Community Relations
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The Whitecaps have developed a structured and specific approach to both internal and external communications in order to send a consistent and clear message to all stakeholders. The framework for this strategy, as well as accompanying documents, are outlined below.
COMMUNICATIONS & BROADCAST
When a message needs to be delivered, the Whitecaps’ Communications Department first answers 4 questions:
1- What is the story?2- Who needs to know?3- Through what channel will we send it?4- When do they need to know?
Once these details have been determined, the Whitecaps Stakeholder List is consulted. This list contains all internal and external stakeholders, and the appropriate individuals or groups are selected from this list to receive the specific message using the appropriate channel(s).
A Communications Brief is developed for each message which includes:•Background / Issue Relevance•Audience (Selected from Stakeholder List)•Key Messages•Q&A•Internal and External Communication Strategy
Finally, a timeline for message distribution to various stakeholders across multiple platforms is developed to maximize the effectiveness and reach of the story.
The Whitecaps’ approach to internal communication can be summarized by the following phrase: “Make your employees ambassadors”. This means that employees are given the appropriate information and trusted with it.
The Internal Stakeholders List includes all Whitecaps staff, as well as corporate partners. Important news and information will be distributed internally to staff and partners using various channels BEFORE it is distributed to external stakeholders in order to ensure that employees feel informed about and comfortable with the overall message.
Face-to-face / in-person contact is the preferred method of communication, but since this is not always possible, emails and phone calls are also used to distribute key messages to staff members.
A thorough Crisis Communications Plan has also been created in order to address a wide variety of potential issues so that staff members feel confident in the appropriate way to respond to a given situation. This Plan has also been condensed into a 1-page document in order to provide a quick overview for staff.
COMMUNICATION STRATEGY INTERNAL COMMUNICATION
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“Go all-in: People want to have fun with something.”
DEPARTMENT STRUCTURE
Director of Marketing
MarketingCoordinator
Graphic Designer 2
Digital Media Coordinator
Marketing Coordinator
Graphic Designer 1
Social Media Coordinator
Senior Marketing Manager
Copywriter / Creative Manager
Club Analyst
Digital MediaManager
WHITECAPS DEPARTMENT PROFILE: MARKETING & DIGITAL
NAME OF DIRECTOR:
Mikkel Strøjer
NUMBER OF EMPLOYEES:
10 Full-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Branding
•Advertising
•Digital
•Analytics
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MARKETING
Over the past few seasons, the Marketing Department has placed a priority on re-developing the Whitecaps brand in order to position the club to internal and external stakeholders. A succinct ½ page brand manual was created, and this document now includes:
•The Whitecaps Mission Statement – “To be a champion club on and off the soccer pitch”•The Whitecaps Values – Unity. Winning. Honour. •The Whitecaps Slogan – Our all. Our honour.
These brand elements are displayed on official Whitecaps marketing materials, as well as throughout all Whitecaps facilities. Players are also educated about the brand components and what it means to proudly represent the Whitecaps.
The Marketing Department has also undertaken the process of “hipsterizing” the brand and uses the following terms to characterize their biggest target market:
•Young – adults in 20’s and 30’s•A little artsy and edgy•Trendy and cool
Overall, the Whitecaps aim to be a very clean brand with simple and appealing designs and clear messages. This strategy has worked well as fan avidity continues to increase at a promising rate.
The Whitecaps execute a number of marketing efforts throughout the season, each with different goals and objectives based on the overall marketing plan. A few of these initiatives are below:
Season Launch Campaign: Begins 6 weeks prior to the start of the season with the goal of providing current and potential fans with information about the upcoming seasonSeason Contingency Campaign: Strategically create touchpoints in order to create awareness of the brandSmall Promotions: These specific promotions are tailored based on the activities of other Whitecaps departments in order to identify the right time, place, and content for a marketing activityMerchandise: Targeted emails are distributed with reasons for purchasing Whitecaps merchandise – holidays, special events, etc.
Whitecaps App: Allows fans to view Whitecaps content at any time
Finally, the 12% Campaign is a joint initiative between the Marketing and Sales Departments in regards to season tickets.
Fans are given the opportunity to receive 12% off season tickets for 12 days from the end of September to the beginning of October.
This successful initiative provides fans with an incentive to sign up for or renew their season tickets at a discounted rate, which also benefits the Whitecaps. Since a majority of season tickets are purchased during this time period, the club can then spend more time focusing on other stakeholders and implementing marketing programs before and during the season.
UPDATING THE WHITECAPS’ BRAND MARKETING INITIATIVES
44 45
THE FAN LIFE CYCLE
The Marketing Department tailors its messages and activities based on where fans are in the Fan Life Cycle. From brand new fans to loyal season-ticket holders, the marketing department strives to increase the involvement of the fan so that they become more connected with and invested in the club. An example of the different levels of the Fan Life Cycle in regards to the Whitecaps’ ticket options is included.
MARKETINGSingle game ticket
5 pack ticket package
Season tickets
Half-season ticket pacage
The ultimate goal is to move fans up the life cycle so that they become loyal fans who also advocate for the club by helping to recruit new Whitecaps fans.
In order to get a marketing initiative approved, the plan MUST include a process for collecting data and
information from fans or other stakeholders.
Targeted emails are sent based on previous actions and preferences of fans, including emails regarding only
merchandise, tickets, camps, or youth programs.
When possible, the club offers the Whitecaps FC as a holistic product – bundling tickets, camps, merchandise,
and news into one message so fans can take action.
After each Marketing project, the Club Analyst will review the results and create a report in order to optimize the
success of future initiatives.
TAILORING THE MESSAGE & COLLECTING DATA
46 47
“Sell the experience”
DEPARTMENT STRUCTURE
Group Sales Manager
Senior Manager Ticket and Fan Services
Subscription Sales Manager
Director of Sales & Service
AccountRepresentatives
Fan Services Manager
Ticket OperationsManager
Fan ServiceRepresentatives
AccountRepresentatives
WHITECAPS DEPARTMENT PROFILE: SALES & SERVICE
NAME OF DIRECTOR:
Colby Fackler
NUMBER OF EMPLOYEES:
22 Full-time
DEPARTMENT MISSION STATEMENT:
Sales are a by-product of incredible service
RESPONSIBILITIES:
•Subscription ticket sales
•Group ticket sales
•Proactive fan service
•In-game, front-line customer service
48 49
Subscription Sales:
•Responsible for selling season tickets•Goal is for 65% of BC Place Stadium to be filled through season ticket sales
Group Sales:
•Focused on selling to existing local groups: Youth, Social Groups, Networks•Average of 3,500 group tickets sold each match
Fan Services:
•Proactively and reactively develops relationships with and provides customer service to existing ticket holders•Each representative has 1,200 to 1,400 accounts to service
The Sales & Service Academy was developed internally by the Whitecaps in order to provide all department employees the opportunity to receive additional training while on the job. The course is conducted twice a week for 16 weeks, and employees are expected to integrate lessons learned into their daily work routines.
Sales & Service 1.0 Topics: “The Basics” – Scripting, cold calling, prospecting, handling objections
Sales & Service 2.0 Topics: “The Bigger Pieces” – Time management, writing creative briefs, case studies, presentations by department members
SALES & SERVICE
WHITECAPS FC SALES & SERVICE ACADEMY
Profile of a Whitecaps Season Ticket Holder
YOUNG
Average Age: 38
AFFLUENT
Average Income:
$123,000
URBAN
Located within a km radius 35but very con-
centrated within 5 km of the city
of Vancouver
SOCIAL
60% attend with friends30% attend with family
1 Build Rapport
2 Set the Agenda
3 Ask Open EndedQuestions
4 Apply ProductKnowledge
5 Handle ObjectionsScale of 1-10
6 Ask for aCommitment/Sale
7 Referrals
Sales & Service Academy7 Steps:
50 51
“We want partners activating in the market”
DEPARTMENT STRUCTURE
Partnerships and Corporate Hospitality Manager
Partnership Sales Manager 1
Partnership Sales Manager 2
Director of Corporate Partnerships
WHITECAPS DEPARTMENT PROFILE: CORPORATE PARTNERSHIPS
NAME OF DIRECTOR:
Phil Adams
NUMBER OF EMPLOYEES:
3 Full-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Sponsorship – business development and revenue generation
•Suites – business development and revenue generation
•Sponsorship sales strategic planning
•Suite sales strategic planning
52 53
CORPORATE PARTNERSHIPS
The Whitecaps strive to differentiate the club from others in the marketplace when proposing a new agreement to a potential partner. A few of the distinct features that the club offers are:
• The unique aspects of soccer from a sporting perspective• The attractiveness of Vancouver because it is a multi-cultural
environment• The exceptional experience at Whitecaps matches due to the
dedication and support of the club’s fans• The reach that the club can offer since over 21,000 people attend
each Whitecaps match• The potential to impact the local community since twice as many
children participate in football than hockey• The intriguing story of the MLS and the connections that exist
within the global soccer family
THE WHITECAPS’ VALUE PROPOSITION 1.Needs Analysis Meeting with Potential Partner:
- Provide overview of Whitecaps- Analyze the potential partner’s needs and objectives- Identify potential areas for collaboration – where could this company “fit”?
2. Drafting the Sponsorship Proposal:
- Department brainstorms and consults with other departments on how to package inventory to meet company’s objectives and verifies that the plans can be executed- Sponsorship proposal created in the form of a custom pitch document with specific elements of the agreement
3. Presenting the Agreement and Finalizing the Partnership
- The proposal is presented to company and additional negotiations occur- The agreement is finalized and signed by the Whitecaps and the new partner- Both parties begin working on executing the elements of the agreement
THE SPONSORSHIP PROCESS
The Whitecaps have a specific strategy in regards to the type of partners they desire to collaborate with, and two components are of crucial importance:
1. Quality of the Brand2. The Ability and Desire to Activate the Partnership
If a company is interested in partnering with the Whitecaps, the following process occurs:
54 55
“We want our partners to feel like part of the family”
DEPARTMENT STRUCTURE
Partnership Marketing Manager
Partnership ServicesManager
Partnership Marketing Coordinator
Director of Partnership Marketing & Suite Services
WHITECAPS DEPARTMENT PROFILE: PARTNERSHIP MARKETING & SUITE SERVICES
NAME OF DIRECTOR:
Janet Battle
NUMBER OF EMPLOYEES:
3 Full-time, 3 Part-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Drive ROI for partners & build club brand awareness through best-in-class activations & engagements
•Develop & implement strong suiteholder services platform to increased perceived value & foster strong relationships
•Support & promote ticket sales through the implementation of special ticketing initiatives around partner events & engagements
•Maintain and grow the “sense of family” relationships with all partners and suiteholders
•Establish and grow a strong renewal process for both partners and suiteholders
56 57
PARTNERSHIP MARKETING &
SUITE SERVICES
Once a partner has joined the Whitecaps family, the Partnership Marketing Department ensures that this relationship continues and that both parties are satisfied with the programs and activities being implemented.
To verify that all elements of the partnership agreement are being executed, the Department has created a tool to assist with this process:
The Deliverables Spreadsheet breaks down the partnership contract into trackable elements and pieces. A staff member is responsible for updating this document after matches, events, etc. in order to confirm that the terms of the agreement have been fulfilled and delivered as promised. The staff member also discusses these elements with the partner so that both parties are fully updated.
The Whitecaps have also established a specific “Touchpoint Program” with the goal being to connect each partner with various Whitecaps staff members. This gives the partners the opportunity to have an experience with the entire organization and establish a more emotional connection with the club.
The Partnership Marketing Department organizes several events in order to keep partners involved with the club. These events include:
•Partner Summit: Brings together several partners and provides the opportunity for sharing of knowledge
•Jersey Launch: Partners and season ticket holders are invited to an exclusive event prior to the start of the season
•Open Practice: Allows partners to experience a Whitecaps first team practice and interact with the team
RELATIONSHIP MANAGEMENT
The key to a successful and true partnership is: Engagement for the club, for the fan, for the partner.
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“Consistency: One voice, one brand”
DEPARTMENT STRUCTURE
Event Production Specialist
Event ProductionCoordinator
Event OperationsCoordinator
Event Operations Senior Manager
Event Operations Specialist
Director of Events
WHITECAPS DEPARTMENT PROFILE: EVENTS
NAME OF DIRECTOR:
Jamie Levchuk
NUMBER OF EMPLOYEES:
5 Full-time, 30 Part-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Event management – matches, special events, etc.
•Stadium roles – relationship management, operational integration, production planning
•Season scheduling
•Collateral management
•Internal servicing – sales, partnerships, marketing, community relations
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MATCH OFFICIALS
COACHES
BROADCAST
STADIUM STAFF SECURITY
VOLUNTEERS
VIP’s
REFEREES
PLAYERS
FOOD & BEVERAGE PERSONNEL
EVENTS TEAM
EVENTSThe Events Department is responsible for planning and executing all Whitecaps home matches, as well as all other events hosted by the club. The next page contains an overview of the match-day roles and responsibilities of the Events Department. The diagram of the field depicts the various entities with which the Events Department interacts in order to provide a memorable match-day experience for all stakeholders.
MATCH DAY RESPONSIBILITIES
EVENT OPERATIONS:
Operations Staff #1:•Located in main command center•Works with Stadium Event Manager, Security, Hosts, Housekeeping, etc. to address issues
Operations Staff #2:•Located on field level•Coordinates volunteers and part-time staff•Liaises with stadium, security and food and beverage staff
EVENT PRODUCTION:
Production Staff #1:•Located in main command center•Directs the match on headset•Works with the control room and video staff
Production Staff #2:•Located on field level by 4th official•Responsible for player entrance, half-time contests, production scripts and video boards
EVENTS DIRECTOR:
•Roams in order to troubleshoot any issues •Evaluates new event initiatives
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EVENTSSince the Whitecaps are tenants of BC Place and not the owners, the Events Department fills an integral role in connecting the various entities associated with Whitecaps matches. The Department is a conduit for the following entities:
In order to properly plan, execute, and evaluate all club events, the Events Department has created several documents which outline the specific aspects and results of each event, and the department also utilizes multiple tools to facilitate the event management process.
CONNECTINGSTAKEHOLDERS
DOCUMENTS & TOOLS
Event Documents
Event Overview Form
Event Brief
Event Details Document
Debrief Form
Event Tools
Operations Manual
Standardized Volunteer Training
Lua App – Communications & File Sharing
Game Day Pro – Scripting software
EventsDepartment
LeagueMLS
BroadcastTSN
Venue BC Place Stadium
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“We need to make decisions quickly – give an immediate response in an efficient way”
DEPARTMENT STRUCTURE
Team Administrator
Soccer ServicesCoordinator
Operational Staff Related to First Team & Residency: Head Coaches, Assistant
Coaches, Goalkeeping Coaches, Athletic Trainers, Equipment
Managers, Technical Directors, Physiotherapist, Therapists,
Strength & Conditioning, Physician, Sports Medicine &
Science Personnel
Technical Manager
Professional Teams Manager
Vice President of Soccer Operations
WHITECAPS DEPARTMENT PROFILE: SOCCER OPERATIONS
NAME OF VICE PRESIDENT:
Greg Anderson
NUMBER OF EMPLOYEES:
14 Full-time; 3 Part-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Field a winning and entertaining MLS team
•Develop high potential young players
•Develop and implement top soccer operation services
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The Soccer Operations Department coordinates all activities and logistics for the Whitecaps First Team, Residency Program (U16 and U18) and Girls Elite Program. This structure allows for greater synergies with operational duties for these teams and creates a more centralized service system for the Whitecaps’ elite teams. Soccer Operations also oversees salary cap management for the MLS team by working with the coaches to shape the roster and negotiating with agents to develop contracts.
The Vancouver Whitecaps FC have assembled a large team of people who are dedicated to the club’s first team. The job titles for these positions are listed in the following table.
When a new player joins the Whitecaps first team roster, Soccer Operations assists in smoothing the transition for the player and his family. These services include:
•Sending a survey to players prior to their arrival to identify specific needs
•Distributing a Welcome Package which outlines housing options,
schools, banking information and other logistical aspects of life in Vancouver
•Providing access to a dietician
•Coordinating language lessons
•Further customizing a welcome program ona case-by-case basis
Whitecaps players return for pre-season having followed a detailed training schedule during the off-season. Soccer Operations organizes several off-pitch sessions in order to prepare the team for the start of the season, including:•Full medical testing by Head of Sports Science, General Practitioner, Orthopedic Surgeon, Neurologist and Dietician
•Taking promotional pictures for Marketing
•Undergoing media training
•Listening to Whitecaps’ Department Directors in order to gain knowledge about the club and fulfill any pre-season requests
•Participating in MLS-mandated sessions (Anti-doping, players’ union, athlete services, etc.)
SOCCER OPERATIONS
SOCCER OPERATIONS
PLAYER TRANSITION SERVICES
FIRST TEAM PRE-SEASON ACTIVITIES
FIRST TEAM STAFF
Senior Manager, Professional Teams
Head Coach
Assistant Coach
Assistant Coach & Head of High Performance
Goalkeeper Coach
Head of Analysis & Scouting
Strength & Conditioning Coach
Head Equipment, Logistic & Facilities Manager
Assistant Equipment Manager
Team Administrator
Coordinator, Soccer Services
Head of Sports Medicine & Science
Head Athletic Trainer
Physiotherapist
Assistant/Residency Athletic Trainer
Sports Science Data Analyst
Team Physician 1
Team Physician 2
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“We match-up development and business into one so that we can not only develop players but also be sustainable”
DEPARTMENT STRUCTURE
Senior Operations Manager Development Operations Manager
Soccer Development Administrator
Boys & Girls Head Coaches (Several)
Regional Programs Manager
Academy, Camps, and Tournaments Staff (Several)
Development
High Performance
Director of Soccer Development
WHITECAPS DEPARTMENT PROFILE: SOCCER DEVELOPMENT
NAME OF DIRECTOR:
Dan Lenarduzzi
NUMBER OF EMPLOYEES:
20 Full-time; 3 Part-time
DEPARTMENT MISSION STATEMENT:
To be a champion club on and off the soccer pitch
RESPONSIBILITIES:
•Develop players
•Generate revenue
•Build a recruitment system and network
•Grow the Whitecaps brand across Canada
•Grow the game of football
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The Soccer Development Department’s activities can be summarized by this pyramid. From community clinics to the first team, all levels of football are included in the pyramid, and the Whitecaps have developed a specific approach for each of these levels.
From a strategic perspective, this pyramid is the result of the Whitecaps’ commitment to growing the game of football in Vancouver and across Canada.
SOCCER DEVELOPMENTCOMMUNITY SOCCER SYSTEM
6 – 12School and Community Clinics
13 – 18
6 – 18Tournaments, Academy Centres, Camps
MLS
VancouverWhitecaps FC
Canada
USL PRO Charleston Battary
PDL
U-18U-16U-14Girls Elite
U-18 USSDAU-16 USSDA
Pre-Residency
PLAYER DEVELOPMENT PROGRAM
EA SPORTS BC SOCCER PREMIER LEAGUE
PROFESSIONAL DEVELOPMENT10 – 12 Prospects
VANCOUVER WHITECAPS FC
The top two levels of the pyramid, Professional Development and Professional Teams, are overseen by
the Soccer Operations Department.
The bottom three levels on the pyramid are overseen by the Soccer Development Department.
A detailed explanation of the bottom four levels of the pyramid follows on the next page.
SOCCER DEVELOPMENT
Cost: Club InvestmentGoals: Develop elite players for Whitecaps’ professional teams
Residency Coaches must have Canada “A” coaching license or equivalency in order to
properly train and prepare players.
This high-performance league is a partnership between the provincial football association and the Whitecaps.
The Whitecaps do not operate this league, but they scout matches with the goal of
identifying players for the Professional Development program.
Cost: User PayGoals: Identify and develop players, finance Professional Development
Camps: Skills, Prospects, FantasyAcademy: 7 Academy Centres
each with a qualified staffTournaments: College Showcase,
Whitecaps FC Cup
Cost: Free to UsersGoals: Outreach, social responsibility, partner initiatives
Schools: Partner with 45 schools and 1,600 kids per year
Community: Conduct 8 clinics with 2,000 kids per year
U-18U-16U-14Girls El ite
U-18 USSDAU-16 USSDA
Pre-Residency
PROFESSIONAL DEVELOPMENT10– 12 Prospects
13 –18EA SPORTS BC SOCCER PREMIER LEAGUE
6 –1 8Tournament s, Academy Centres, Camps
PLAYER DEVELOPMENT PR OGRAM
6 –1 8Tournament s, Academy Centres, Camps
PLAYER DEVELOPMENT PR OGRAM
COMMUNIT Y SOCCER SYSTEM
6 –1 2School and Communit y Clinic s
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REACTIONS ACKNOWLEDGEMENTS
“The Vancouver Whitecaps FC has had a strong tradition in Canada and has shown a commitment as a club to development and the genesis of alignment with the National Federation. We look forward to their continued growth as a club and their contribution to the CSA strategic plan.”
Victor Montagliani, President of the Canadian Soccer Association
The valuable contributions of several individuals were integral in producing a quality case study on the Vancouver Whitecaps FC. CONCACAF would like to thank the Vancouver Whitecaps FC for giving CONCACAF an in-depth look at the club’s operations and activities. In particular, President Bob Lenarduzzi and COO Rachel Lewis provided tremendous insights regarding the Whitecaps past history, present activities and future direction. Additionally, CONCACAF appreciates that the Department Directors of the Whitecaps were willing to share information about their daily activities and overall strategies. All photos are courtesy of the Vancouver Whitecaps FC.
“Since joining Major League Soccer in 2011, the Vancouver Whitecaps FC has been a welcome addition to the league. By clearly defining their strategy, goals, and objectives, the club has experienced tremendous growth and improvement in attendance, quality of play, youth development, and other key performance areas. The city of Vancouver has increased its support of the Whitecaps since the club’s transition to MLS, and our league is very proud of the many accomplishments of the club in its first few seasons.”
Don Garber, Commissioner of Major League Soccer
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