The Cinematic Orchestra To Build A Home Sheet
have left traces 
orientation "or consumer product? IESE professor - SBM Juan Manuel de Toro, who acted as referee, the match started talking about the conceptual framework of sports marketing for later present a classification of the sports market and place special emphasis on the need for segmentation and the design and development of a strategy for creating and maintaining brand in the sports sector.
In the early stages of the match, with the definition of sports marketing revealed the difference in styles between the players. According to Professor IESE-SBM, sports marketing is "customer orientation, that is, think, decide and act in terms of final consumer." And for that, said the professor, "we must know who is the sports consumer and what they want and need, design the best set possible to these needs, hacérsela know and profitability in its delivery. Market-oriented, not product. "
However, the current vice president of FC Barcelona, \u200b\u200bSandro Rosell, who also has 18 years experience in the department NIKE marketing, disagreed, stating that "in the eternal debate of who is king, if the product or the client-consumer, I think the most important thing is to invest in the product. If you have a great team you have no customers. But not just a club but also any commercial enterprise. Because everything starts with a good product. "
"The sports product is something that has more in common with leisure than with traditional consumer products - said Professor IESE-SBM - It's more of a service: a consumer spectacle sport looks fun passion, emotion, emotional dedication that all be considered. " But Sandro Rosell held that "in sports marketing is very difficult to unify the commercial interests with the interests sentimental."
"excessive product orientation has always been a very characteristic note of sporting bodies, which will undermine the consumer. Is a clear commitment to short-term where we built based on immediate results. "All that matters are the sports results at any cost? Where are the values \u200b\u200bassociated with the mark of the sports club? "Asked Juan Manuel de Toro.
Sponsorship Strategy:
Beneficial aspects of sports sponsorship for the company
Urdangarín, which has been played 170 times for the English handball team, denounced the lack of conceptual models that focus on "guiding the formulation of strategy and systems for measuring the strategic impact of the sponsorship." In his view, in the sports sector "are required relate certain indicators to sponsorship activity with strategic and business objectives. "
Another player, Francisco Huertas, marketing director of Adecco, a multinational Human Resources MM € 17,200 bill, supported the move of Urdangarín exposing the audience steps in the sponsorship strategy to follow in his company:
Project Evaluation:
• Identification of values \u200b\u200bof the sports institution
·
Branding (how does impact our brand? create value?)
· Relations Public (possibility of developing public relations with clients)
• Presentation in kind (company's participation in the sponsored event)
alignment with company objectives, market share, turnover and profit
involvement in seeking common interests between the company and sponsored
internal communication and communication external (Notoriety) Complete
Advertising, training seminars, etc. (Additional activities that complement the sponsorship))
measurement and valuation (measurement Combining a more refined and analytical assessment)
But as all players (sponsors and sponsored) was agreed in the absence of clear criteria and objectives to guide companies in making decisions of sports sponsorship. Institute NOOS President highlighted some of the typical mistakes: "What she likes the president, the company has commitments with certain partners or suppliers, consider only sports sponsorship as advertising, or think that sports sponsorship is only for large companies with many numbers in the income statement. " Sandro Rosell added some more to the list and said: "The President was invited to the box seat at the stadium, our brand will go on TV, the son of the President likes this sport, my "target" is the same as the Club or sporting body to which I sponsor, or the belief that consumption will increase my product or I'll sell more. "
abroad
The signing of the panel, considered one of the leading sports marketing gurus, the current president of Atlanta Spirit and former marketing director of the NBA, Bernard J. Mullin said that in his case, "the strategy of sponsoring all equipment is included within the NBA (overall market strategy)." He noted as the Atlanta Hawks, an organization that runs a year and a half, "despite being the worst team in the league in these times with 11 wins against 68 defeats, sales have increased by 67% and the benefit of sponsorship by 15%. "
Figures Mullin offered They point as, despite not be trademarks or leading teams, the business model of the U.S. basketball competition allowed to make profits. This approach contrasts with the NBA football industry in Europe where, despite the figures highlighted the study Sandro Rosell 2003 European Sport Sponsoring the interest of sports (61% Football 28% and 17% Tennis Formula 1 " ), "very few European soccer clubs make money and only five or six as Juventus, Milan, Bayer, Arsenal, Real Madrid and Barcelona are the major competitors in the market. "
Rosell presented an overview of the football industry. Said it has experienced considerable growth over the past 10 years (15-25% annual increase)
and has caused considerable changes in the structure of revenues and costs, "though - remarked - few clubs are profitable." He stated that the business model has shifted from a primarily local industry to a global business, and compared it to the entertainment industry. Rosell warning that left the field in football titles are as dividends in the company. " In a personal move, Mullin had the experience of your company Atlanta Spirit, comprising three brands (Atlanta Hawks of the NBA, the Atlanta Thrashers hockey team and Philips Arena): "The benefits of the three Brands are a quarter of a billion dollars and the benefit of sponsorship amounts to $ 40 million. This money does not include television rights, because the U.S. has a large network of local television. "
sponsorship philosophy, according to Mullin, is that "we do not sell a sponsorship, what we do is develop a business make every effort to adapt to the sponsor, your target audience. We offer something that works for you, we offer something to measure. In the U.S., usually find a few sponsors, we prefer a few that offer a lot of money because that way they can provide better service and more personalized. "
Brand Management
José Manuel de Toro resumed the meeting by describing the main features of the mark: "It is a guarantee for consumers to satisfy their needs and desires. It is also a source of income differentials (higher price, more volume, more accurately). It is a communication vehicle for other brands (the example is the sponsorship). The brand offers the possibility to easily extend the product line or services offered, - and concluded by stating classification - is the intangible tangible "
For its part, Sandro Rosell distinguish three dimensions involved in the creation and brand development, sports activities (related to the players, equipment and sporting success), social activity (which forms the basis of affection) and business (in which he emphasized the "revenue" the "financially sound" and "cost control") Rosell said: "In a club you have to create a brand, but for this you must first create a product."
In the case of FC Barcelona, \u200b\u200bone of the leading clubs in world football, Rosell claimed about branding, the exploitation of the brand through marketing and the media (referring primarily to the pay per view) had become the largest revenue source of major football clubs. FC Barcelona vice-president launched into the air several questions "Football clubs, sponsors or are we sponsored? Are we brand managers or wait for someone to come and buy from us? In the Barcelona's marketing department have to create a competitive brand yet and we have to make us want someone to come out to shop with us. "
Measuring ROI of sports sponsorship
Francisco Huertas stressed the importance of measuring sponsorship activities with the same systems used for other business activities. "However, although the numbers have to be done, and can measure the return in terms of weight in paper, GPRS, billing or customer growth, etc ... there is an element of empathy and values \u200b\u200bthat can not be quantified." "No tool is useful for everyone - underlined Huertas - because each company has its own goals and evaluate various strategic issues, as I said Inaki, a valued reputation, relationship with other interest groups, other social reputation, and so on. "
Regarding return on investment, Bernard J. Mullin, offered the American experience: "Today the rich character that injected money into a team sport for the love is gone, everyone wants to benefit from sponsorship. The sponsors are demanding that they surrender at the end of a dossier with the number of insertions and appearances of their brands or logos on TV and press the number of activities in which they appear, pictures of all the logos on the stadium. Everything is controlled. Moreover - and concludes Professor U.S. president - in U.S. there are four companies that are dedicated exclusively to evaluate the performance of the sponsorship, and is like an "audit" in which we must show that the sponsoring company increase sales, earn money , etc .... Everything is analyzed rigorously. "
Sandro Rosell, vice president of FC Barcelona, \u200b\u200bconcluded by talking about how sports sponsorship is a highly profitable business while stressing the lack of "tools to measure return on investment." Rosell said: "In my fifteen years of experience in NIKE still have not seen any effective tool. Not even the media analysis companies. Of all the evaluations and assessments the only one I used is the satisfaction of the sponsor. "
The moderator of the panel, José Manuel de Toro, gave the final whistle and the match ended with a standing ovation from the audience to the four expert players, who left evidence that despite the different opinions and points of view the relationship between sponsor and sponsored is one of mutual need and understanding.
Source: wharton.universia
orientation "or consumer product? 
Iñaki Urdangarín, president of NOOS Institute and professor of ESADE company policy, intervened in the party to highlight the need to align the business of sports sponsorship with the company's corporate strategy and and to measure its effectiveness. 
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