information, insight and analysis for the global sports sector ...

information, insight and analysis for the global sports sector ...

Mikhail Irvin Khoza ProkhorovAmbitious On the far-reaching plans to make theNew impact Jesery World Nets Cup the 2010 firstglobal will have basketball on South franchise AfricaLAurent-eric Jim Brown le layHow On delivering Eurosport’s FIFA’s innovative bigtechnology event and strategy the colour is andenhancing passion unique its live to offering AfricaNeal Danny Pilson JordaanSports On World scheduling: Cup ticket the sales keyweapon and the in excitement a broadcaster’s aroundaudience-gathering US travelling contingent armouryISSUE No. 157 161 • 06.10 10.10information, insight and and analysis for for the the global sports sector



Annecy 2018 holds the promise of an outstanding event, set inthe heart of the French Alps between the everlasting snows ofMont-Blanc and the most pristine lake in Europe. This is a bidcommitted to delivering athletic and environmental excellence,and to staging the most memorable show the sporting movementand the entire world have ever enjoyed…A HIGH-PERFORMANCE CONCEPT FOR A UNIQUEOLYMPIC EXPERIENCE• Events organised around two main bases, Annecy andChamonix, which are just one hour away from one anotherand directly linked by both motorway and the OlympicGames train• All events within a 33-km radius• Geneva International Airport 25 minutes from Annecy

A BID FOR ALL SPORTS MEN AND WOMEN,DEVELOPED AND BACKED BY CHAMPIONSOlympic Champion Edgar Grospiron leads a teamof great champions, committed to producing andpromoting the Annecy 2018 bid.Each member of the team is an expert in aparticular field and together they work hard tocreat an environment where all sports men andwomen, can be ensured of their safety and comfort,leaving them free to concentrate fully on theirperformances.This expert knowledge is also inspiring one of thecornerstones of the legacy Annecy 2018 hopes toleave to the world of sport: invinting all to Annecyand Savoie-Mont-Blanc as an international centre ofexcellence for winter and outdoor sports. With itsground-breaking infrastructures, unique natural settingand hospitality facilities, the territory intends to becomea welcoming training and competition ground for top-levelathletes in both summer and winter.- Photos : D. Vidalie - M. Muller - Agence Zoom - Gettyimages - J.M. FavreWorking with Edgar Grospiron (centre), Perrine Pelen (Olympic Slalom medallist, 1980/1984), Gwendal Peizerat (Olympic Ice Dancing champion, 2002),Florence Masnada (Olympic Combined medallist, 1992 and Downhill medallist, 1998), Sandrine Bailly (World Biathlon Champion, 2003), Antoine Dénériaz(Olympic Downhill Skiing Champion, 2006), Jean-Pierre Vidal (Olympic Slalom Champion, 2002), Denis Barbet (Paralympic Slalom Champion, 2002).


10.10 CONTENTSSportBusiness International • No.161 • 10.10REGULARS10 AgendaLooking ahead, commentand analysis18 Brands and MarketingTough times for beachvolleyball and changes insponsorship contract designVOICESPAGE 19“It is clear that the future of NBAbasketball lies in expanding, notonly to Europe, but to Asia, Africaand beyond. This is at the core of theNets strategy as well. We plan tohave the first global NBA franchise.”Mikhail Prokhorov,Owner, New Jersey Nets441922 MediaHow switching schedules hasbecome an important tool ina broadcaster’s armoury26 EventsPolo in China and World HalfMarathon Championships44 HeadlinerLaurent-Eric Le LayChairman and CEO,Eurosport48 Most Influential...Broadcasters52 Big DebateWhat developments andtrends will shape the sportsmedia in the next 10 years?98 PeopleSam Rush, International COO,Wasserman Media Group37FEATURES37 SPORTEL: Who’s who in MonacoA look at the leading exhibitors and participants40 SPORTEL: Live Sport Still Reigns SupremeThe rights trends and major deals in 201067 The Future of Sports MarketingWhat’s shaping the 21st century marketing environment74 Driving the Engines of GrowthInternational Focus: Germany80 Industry QualifiersCareer development through education and training86 Opening the Industry DoorNew courses: the latest postgraduate qualificationsPAGE 24“For some sports, I think there’s actuallya benefit in moving away fromcompetitive slots, not towards them.A good example is NBC’s Breakfastat Wimbledon, which has provedvery resilient...I think ice-hockey atSochi 2014 will probably be aired livein order to satisfy audience expectations.Hockey strikes me as being as resultcriticalas soccer.”Neal Pilson,Former head of CBS SportsPAGE 44“My job is about sport - which I love -and the different ways in which peoplein different countries enjoy and relateto it. And working with technologymeans that everyday we can have adream and make it come true.”Laurent-Eric Le Lay,Chairman and CEO, Eurosport74

UPDATA 10.10www.sportbusiness.comDEAL OF THE MONTHSwiss banking group UBSbecame a “global partner” ofFormula One in a five-dealofficially launched at lastmonth’s Singapore Grand Prix.About the dealUBS said the agreementfollowed a comprehensiveevaluation of the commercialbenefits of all globalsponsorship properties.Formula One’s attraction isunderstood to be its all-yearround visibility and strongpresence in many of UBS’s keygrowth markets such as Asia,Middle East and Latin America.What drove the deal?“UBS has been searching for aglobal sponsorship platformthat has appeal to our clients,promotes our brand globally andmakes good commercial sense,”said Oswald Grübel, UBS GroupChief Executive.“Our new partnership withone of the largest and mostpopular sporting organisationsin the world will fulfill all thesecriteria, and it constitutes a keyelement of our newly launchedbranding activities.“The global reach of FormulaOne complements the manylocal activities we support.”What’s it worth?$200 million.TOP 30 SPONSORSHIP DEALS: AUGUST 2010Sponsor Value Duration DealNo Sponsor Industry Event or Activity type ($m) (years) type1 UBS Financial Services - Banking Global Partner Formula One Organisation 200 5 N2 adidas Clothing - Sports MLS Organisation 200 8 N3 Spor Toto Gambling/Lottery Spor Toto Super League Event 125 5 N4 adidas Clothing - Sports Mexican Soccer Federation Team 80 8 R5 Discover Financial Services Financial Services - Other Orange Bowl Team 80 4 N6 Budweiser Drinks - Beer Richard Childress Racing Team 54 3 N7 Allstate Insurance Financial Services - Insurance Sugar Bowl Event 36 3 R8 Abu Dhabi Government Authority Volvo Ocean Race Event 25 2 N9 Canadian Tire Retail Stores National Hockey League Organisation 20 N10 Citizen Watches/Timing U.S. Open Event 18 5 R11 Uni-President Enterprises Food - Other New York Yankees Team 16 R12 MTN Telecommunications Bloemfontein Celtic Team 16 4 N13 Menards Retail Stores Richard Childress Racing Team 15 N14 Puma Clothing - Sports Usain Bolt Personality 15 3 R15 Wyndham Hotels PGA Stop Tour tournament Event 12 2 R16 adidas Clothing - Sports Wisconsin University Team 11 5 N17 Telefonica Telecommunications Team Movistar Team 10.4 1 N18 Fiat Cars/Automotive Aston Villa Team 10+ 4 N19 Anta Financial Services - Banking Luis Scola Personality 10+ N20 SBO BET Gambling/Lottery West Ham United Team 10+ 3 R21 Tipp3 Gambling/Lottery Austrian Bundesliga Organisation 10+ 3 R22 Airtel Telecommunications Indian team home series Event 10+ 3 N23 Chang Drinks - Beer EPL on ESPN Star Sports Event 10+ 3 N24 Abu Dhabi Islamic Bank Financial Services - Banking UAE Football League Event 10+ 3 N25 KC Telecommunications Hull’s KC Stadium Team 10+ 15 R26 Panasonic Consumer Electronics US Open Event 10+ 3 N27 Investec Financial Services - Banking Tottenham Hotspur Team 8 N28 Polo Ralph Lauren Clothing - Non Sports USOpen Event 8 5 R29 Wells Fargo Financial Services - Banking Charlotte PGA event Event 7 N30 Geico Financial Services - Insurance Orlando Magic Amway Center Team 5 5 NNotes: Fees are reported/estimated. (N) - New deal; (R) - RenewalSource: The World Sponsorship Monitor produced by Sports Marketing Surveys. Contact: nigelg@sportsmarketingsurveys.comSNAPSHOTGAMING COMPANIES AS SPORT SPONSORS IN EUROPEAN FOOTBALL, 2009-10“The overall global gamblingmarket will be worth e263bnby 2012, with much of thatdriven by internet and sportsgambling,” says Gareth Moore,SPORT+MARKT UK Director.“Many gambling and bettingcompanies have recognisedthe power of association withsport, and in particular football,as a platform to promote theirrange of products to connectwith their target market.bwinMansionFrancaise des JeuxBetClicLottomatica188 Bet109.5987Figures in M per year30“The softening of legalrestrictions in Europe can onlybe seen as even more beneficialas this should help attract moresponsorship revenue. However,in other European marketsrestrictions remain in placeto protect the rights of statemonopolies, as these are reliablesources of government income.”Unibet12Bet.comPMUSisal MatchpointSource: SPORT+MARKT SPONSOR GLOBE6.53.53.536 SportBusiness International • No.161 • 10.10

UPDATA 10.10AVIVA, ESPN DEBUT WITH RUGBY DOUBLE-HEADERINSURANCE GROUP AVIVA madeits television debut as the titlesponsor of Premiership Rugbyin a Twickenham double-headerlast month on UK pay-televisionbroadcaster ESPN.According to research andanalysis from Watching Briefpowered by SportBusinessIntelligence, the first of twomatches on September 4, whereLondon Irish beat Saracens by33-16, attracted an averageaudience of 73,000 viewers(0.1-per-cent audience share)for ESPN, the league’s newbroadcast partner. The secondmatch – an entertaining 29-29 drawbetween Wasps and Harlequins –drew 52,000 (0.5 per cent).Premiership Rugby, and as aresult Aviva, are likely to receivestrong promotion from ESPNas the broadcaster will use theleague to fill its schedule, whichhas been hit after ESPN’s BarclaysPremier League coverage wasslashed from 46 to 23 live matchesfrom this season onwards.Analysis of opening weekend of Aviva Premiership RugbySaturday 4 September,ESPN73,0000.1%ShareLondon Irish - Saracens14.00 k/oHowever, given ESPN’s relativelow penetration, audiences willstruggle to match those attractedby Sky, the league’s other livebroadcast partner. Sky showedNorthampton-Leicester on theopening weekend, which attracted110,000 (0.9 per cent). Lastseason, the average audienceacross the whole season was158,000 on Sky Sports.To counterbalance the smalleraudiences on ESPN, the leaguewill receive more exposure thanbefore because more games will52,0000.5%ShareWasps - Harlequins16.30 k/oSunday 5 September,Sky Sportsbe shown live on television thanin previous seasons, when only 32matches were shown live.Given that its subscriptionprice is cheaper, it is possibleto imagine that ESPN will enticerugby fans to sign up whopreviously hadn’t subscribedto Sky for its rugby coverage.But how many rugby fans arethere out there who aren’talready signed up to Sky forits rugby offering (includingEngland autumn internationals,Heineken Cup and of course110,0000.9%ShareWasps - Harlequins15.00 k/osome Premiership Rugbygames)? And will any existingSky subscribers sign up for asubscription to ESPN?No doubt all interested parties -the broadcaster, the rights-holderand the sponsor - will be hopingfans sign up to ESPN’s coverage.For more information onSportBusiness Intelligenceor Watching Brief, contactBen Speight, Head ofSportBusiness Intelligence,on Works 2010 - out now!Now in its 6th edition, Sponsorship Works bringsyou over 20 brand new sport sponsorship casestudies from around the world. Each case studycontains details of the sponsorship objectives andhow the sponsorship played out in the results ofthe campaign. It provides an anatomy of the dealand focuses particularly on how it was activatedand measured.This is the essential casebook for brands, agenciesand rights holders.See the full list of case studies at or call our team on+44 (0) 207 954 3514SportBusiness International • No.161 • 10.10 7

Tel: +974 4494 4444,

COMMENTPUBLISHINGEditorial Director:Kevin Roberts@krobsportbizDeputy Editor:Matt Cutlermatt@sportbusiness.comDesigner:Charlie ThomasProduction Manager:Craig Youngproduction@sportbusiness.comProduction Assistant:Laura HeadPublishing Director:Phil SavageInternational Business& Sales Director:Stuart LewisMarketing Executive:Tom LeeAdvertising Sales:Cyril DujacquierCharlie Dixonmediateam@sportbusiness.comInformation Sales Manager:Adam BarkerSales ExecutivesBrian WilliamsChris BeadleSean FrenchAlex DziekonskaSubscriptions andInformation Sales:subs@sportbusiness.comT: +44 (0) 20 7954 3481www.sportbusiness.comPublished by:SportBusiness, a division of SBGCompanies Ltd, 33 - 41 DallingtonStreet, London, EC1V 0BB,T: +44 (0) 20 7954 3515,F: +44 (0) 20 7954 3511,www.sportbusiness.comCover Photo: Getty Images SportPrinted in the UK by:Pensord paper used within this publicationhas been sourced from a Chainof-Custodycertified manufacturer,operating within internationalenvironmental standards such asISO14001 and EMAS.This is to ensure sustainable sourcingof the raw materials, sustainableproduction and to minimise ourcarbon footprint.SportBusiness Internationalis published monthly © SBGCompanies Ltd 2010. All rightsreserved. No part of this publicationmay be reproduced or transmittedin any form or by any means, orstored in any retrieval system ofany nature without prior writtenpermission, except for permitted fairdealing under the Copyright Designsand Patents Act 1988. Applicationfor permission for use of copyrightmaterial including permissionto reproduce extracts in otherpublished works shall be made to thepublishers. Full acknowledgement ofauthor, publisher and source must begiven. ISSN 1757-5346.“Has the intensity and relentlessnature of media coverage allowedsport to assume a level of importancethat is out of keeping with its realrelevance to 21st century life?”KEVIN ROBERTS ON SCANDAL AND NEED FOR GOOD GOVERNANCE TOPREVENT SPORT FROM IMPLODING AS A MAGNET FOR MEDIA AUDIENCES.TELEVISION AND SPORT have long enjoyed what iscommonly described as a symbiotic relationship.On one hand, top sports properties are among the fewwhich deliver massive audiences at a time when channel andactivity choice continues to grow exponentially, while on theother, the halo effect of television creates and celebrates thestars whose moments of magic make sport worth watching.Television has added a new dimension to sport…literally. Sports have gorged on television exposure andgrown, and grown, and grown.Today live coverage is supported by rolling sports news.Comment and analysis is available across every conceivablemedia platform and it all serves to preview and review thelive content dished up by broadcasters. In many respects,sports news is simply a 24/7 trailer for the main feature.Now this should be an entirely happy state of affairsbut here’s a question: has the intensity and relentlessnature of media coverage allowed sport to assume a levelof importance that is out of keeping with its real relevanceto 21st century life and one that is in danger of implodingunder the strain?For while rights-holding broadcasters have an interestin promoting their content through positive coverage, theheroes they create find themselves living under greaterscrutiny than ever before from other ‘legitimate’ mediaand the largely unregulated internet where, as someoneonce noted, ‘a lie is half way around the world before thetruth has got its boots on.’Stories about the off-field lives of sports stars aremeat and drink to the tabloid press and celebrity gossipmagazines. Often this is entirely positive and the fact thatceleb mags are prepared to pay huge fees for exclusivecoverage of their weddings and other events is evidenceof this. But while the red tops are only too happy to buildcirculation by building stars, they are equally happy to slashand burn. Sports stars are fair game if they step out of line.Tiger Woods and Wayne Rooney are among thosewho have suffered while former World Champion boxerRicky Hatton is, at the time of writing, being treated for adrink and drug addiction. The kind of exposés which layopen the all-too-human frailties of some of our top sportstalent may be considered to be self-inflicted and there isno doubt that there is a rather desperate public interest inwhat goes on off the field of play.Of course this causes damage to the stars in questionand various strategies have been devised in an attempt toallow them to weave their way back into the affections ofthe public and, of course, their sponsors.But to most fans, the occasional recreational scandalsimply adds to the soap opera fascination of sport.Sure, some brands simply have to take action and ditcha sponsorship deal if the behaviour of a star seriouslychallenges their image or values, but on the whole theimpact is a flesh wound, not a mortal injury.More damaging to the future of sport are scandals of adifferent kind. These which have their roots deep withinsports, its infrastructure and governance.In recent times we have endured Formula One teamsending a race by ordering one driver to allow another topass on his way to victory, and we have seen systematicabuse of blood replacement rules in rugby.Of course, too, there’s betting: the same newspaperwhich decided to expose Ricky Hatton’s personalweaknesses was also responsible for doing us all a favourwhen it revealed evidence of spot-fixing by members of thePakistan cricket team touring England.The revelations are, of course, disturbing in their ownright but are made far more worrying by the implicationthat this has been going on for a long time. All sorts ofreasons are put forward, including the relatively low payof the Pakistani players. But whatever the mitigation, thisis a scandal that eats away at the very fabric of sport anderodes its credibility. Any action which unfairly affects theoutcome of a contest poisons the well of sport.TV has built sport and its personalities and the publicwill put up with almost any amount of extra-curricularactivity by sports stars so long as it doesn’t impact on whathappens on the field.What was the worst footballing outcome of WayneRooney’s alleged infidelities? The fact that he was leftout of a Premier League match to save him from themaelstrom of abuse from opposing fans. The game ended3-3. Had a non-distracted Rooney not effectively beenexcluded for shagging, things might have been different.But that’s a big leap of the imagination.Having teams order cars to crash or crack a bloodcapsule to break the rules has a more direct impact onoutcomes and the standing of sport.There is a massive pressure on those responsiblefor governing sport to root out systemic cheating andcorruption, because once the spell of sport is broken andthe public demonstrates it can’t be bothered to watch acharade of a competition, the symbiotic and highly lucrativerelationship with broadcasters goes out of the window.SportBusiness International • No.161 • 10.10 9

AGENDASHORTSTOPUSA Track and Field: Chief executiveDoug Logan was fired. Logan becamechief executive just before the 2008Olympics and kicked off a majorreview of USATF after the team’s poorshowing in Beijing.Winter Olympics 2018: SwedishInternational Olympic Committeemember Gunilla Lindberg wasappointed to lead an 11-personevaluation team. Lindberg has been amember of commissions monitoringprogress of five Olympic Games.ATP Tour: The professional men’s tennisseries said it will consider shorteningits calendar to give the players moretime to rest. The Tour currently consistsof 62 events in 32 countries and runsfrom January until November.NHL: The National Hockey Leaguefined the New Jersey Devils $3m andtook away the franchise’s first-rounddraft pick for its initial contract offer toIlya Kovalchuk. The league’s complaintthat the 17-year, $102m contractcircumvented its limit on team payrollswas upheld by an arbitrator in August.Trinidad and Tobago: The republic’sfootball federation (TTFF) appealedagainst a Port of Spain High Courtdecision that it should honour anagreement with 13 of its 2006 WorldCup squad players and also paythe legal costs of a four-year courtbattle. It is reported that before thetournament the TTFF agreed to pay thesquad 50 per cent of revenues raisedwith the World Cup campaign.FIFA: World football’s governing bodyinvestigated allegations that a Togoteam which played an exhibition matchagainst Bahrain in September wasfake. Local media reported that thegame had been “sold” to the BahrainFootball Association by a “fake agent.”Brawn GP: The Formula One teammade a profit of £98.5m in the yearthey won both the drivers’ andconstructors’ titles, 2009, according toa company filing.AIBA: The International BoxingAssociation provisionally suspendedSouth Korea’s national federationover allegations its former president,Yoo Jae-joon, disrupted AIBA’scompetition procedures and bribedmembers for votes during elections.BETTMAN UPS THE ANTENHL commissioner Gary Bettman - Getty Images SportPaul Romanuk unravels the future direction of international ice hockey.NATIONAL HOCKEY LEAGUE (NHL)commissioner Gary Bettman has cast doubt onwhether the world’s most influential ice hockeyleague will make its star players available for the2014 Sochi Winter Olympics.Speaking at the first ever ‘World HockeySummit’ in Toronto, Canada this August,Bettman revealed during a Q&A session: “Goingto the Olympics is a mixed bag. It can be verygood, but there can be problems.“There is mixed sentiment among theclubs. Some think it’s a terrible idea [Olympicparticipation, which involves halting the league’sschedule of matches right in the middle of theseason] but others think it’s very important.”Why would the commissioner provoke suchcontroversy at a gathering devoted to strengtheningthe international appeal of ice hockey?The speculation is that Bettman is hesitatingto declare NHL participation in Sochi in order touse the issue as a bargaining chip in upcomingnegotiations with the player’s union (playersoverwhelmingly want to play in the Olympics].There is also a belief in some quarters thatBettman wants the NHL to be financiallycompensated for stopping its season andallowing players to go to the Games.Not surprisingly, the president of the RussianbasedKontinental Hockey League, AlexanderMedvedev, was incredulous that the NHL wouldeven toy with the idea of not allowing players toparticipate in what will be the biggest internationalsporting event in modern Russian history.“It’s quite obvious that there’s no need tospend time and money to analyse the effectthat international events like the Olympicshave on hockey,” said Medvedev during a paneldiscussion. “To not send the NHL to the OlympicGames, either to Sochi or the next destination, islike putting poison or pesticide into the soil thatproduces this first-class product.”Looking forward, it is more than likely thatthe NHL will still pause its season in 2014 andallow players to participate, as they have done forevery Winter Olympics since Nagano 1998.For both the sport and a multitude ofinternational broadcasters, there is simply toomuch riding on the presence of the NHL players.Indeed, the very idea for the “Global Ice HockeySummit” was born out of the Vancouver WinterOlympic Games when the men’s final betweenCanada and the United States became the mostwatchedice hockey match in history.“I think we should be placing an even greateremphasis on NHL players at the Olympicsand we should increase their profile,” saidBrian Cooper, a long-time sports marketingexecutive and present Director of the HockeyCanada Foundation. “The marketing value thatthe Olympics brings to the sport cannot bequantified. It’s priceless.”Other major issues discussed at the summitincluded developing a cohesive schedule betweenthe International Ice Hockey Federation (IIHF)and the NHL for international competitionsto replace the current somewhat convolutedagenda. There was also discussion about there-establishment of a European ChampionsLeague. The most recent attempt was in 2008-09,when the competition met with success at thebox office but was a failure financially when theventure’s main backer, Gazprom Export, pulledout as a result of the global financial crash.Ultimately, the IIHF would like to see arenewed Champions League, with the winnerplaying the NHL champion.“For the hockey fans,” said IIHF presidentRené Fasel, “that would be music.”10 SportBusiness International • No.161 • 10.10

AGENDASHORTSTOPMark Cuban: The billionaire owner ofthe NBA’s Dallas Mavericks will haveto face insider-trading allegations thatwere thrown out last year by a lowercourtjudge. The US Court of Appealsin New Orleans overturned the lowercourtruling from a 2008 lawsuit.Kaizer Chiefs: Primedia, which ownsseveral South African radio stationsand a cinema chain, sold its 40 percent stake in the South Africanfootball club back to founder KaizerMotaung for an undisclosed sum.Primedia bought the 40 per cent stakein 1997 for R40 million.PLAYING WITH FIREBarry Wilner on the nightmare scenario facing the NFL if ownersand players fail to sign a new collective bargaining agreement.AFTER THE NATIONAL FootballLeague (NFL) Super Bowl, staged atthe billion-dollar Cowboys Stadiumin Dallas on February 6 next year,there is possibly...Armageddon.Despite an average team valueof $1.022 billion and televisionearnings envied by professionalsports leagues across the globe, theNFL is approaching labour chaos.A lockout looms after the SuperBowl’s final whistle: the 32 teamowners voted to opt out of thecollective bargaining agreement(CBA) with the players back in2008, and the expiration date forthat is in March 2011.But what would a stoppagemean? Not much if it curtails onlyoff-season activities and perhapssome exhibition games nextsummer. A whole lot more if it runsinto the regular season - and almostunimaginably if the 2011 seasonisn’t played at all.“If it’s a lockout that doesn’tlose regular-season games, itwill impact only the participants- the players and owners - to ameaningful degree,” says MarcGanis, a leading analyst of NFLbusiness and president of Chicagobasedconsulting company SportsCorp. “If there are games lost in theregular season because of a lack ofa CBA, that will have an impact ona larger number of stakeholders.“Such as, obviously, players whowon’t collect salaries and ownerswho won’t bring in revenues forticket sales, merchandising andsponsorships.”Less obviously, stadium workerswill lose jobs, municipalities won’tcollect taxes, retailers won’t sellparaphernalia, TV networks willhave to scramble to find replacementprogramming, teams will scaleback club personnel and hotels,restaurants and transportationservices that cater to the tourismindustry will be hit hard.“As bad as missing a couple ofgames can be, it’s not Armageddon,”adds Ganis. “If the season is lost,there will be tremendous adverseimpacts on everyone. Losing a fewgames has an adverse effect onmany, but that can be made up,perhaps if they add a game late inseason, or maybe move the SuperBowl back a week or two.“But if an entire season is lost,it’s a massive hit that will also meanuncertainty for the following yearbecause you have not reached anagreement in time to salvage the2011 season. Any incentives to getsomething done for the next seasoncan be lost as well.”The central dispute is, of course,about money. The owners claim theplayers get far too big a percentageof revenues, and the players don’tVikings-Saints, the 2010 NFL season opener - Getty Images Sportplan any givebacks. Suggestions ofan expanded season from 16 to 18games are met by the union withproposals to expand rosters andincrease, not decrease, how muchmoney they earn.Both sides seem entrenched fora contentious series of negotiations,which most observers believewill begin in earnest after theSuper Bowl. The sides have metperiodically this year, with littleprogress on any substantive issues.Should there be an extendedlabour stoppage, Ganis says eachside will have “miscalculated theresolve of the other or ‘uber-greed’has taken over, which is the mostnegative inference there could be forthe NFL.”Ganis echoes the sentiments ofmany who are familiar with NFLlabour disputes when he warnsthat the franchise owners are in thestrongest position.“The owners are extremely wellprepared for this negotiation. I havenever seen them this prepared intwo decades covering the league,” hesaid. “But I would never suggest oneside or the other has more resolve.“The owners are prepared fornegotiations and a resolution, and fornegotiations and a non-resolution,and the players can’t possibly have aplan for non-resolution because theircareers are so short.”National Football League: ChiefFinancial Officer, Anthony Noto,returned to investment bank GoldmanSachs after two years in the position.Eric Grubman, executive vice presidentof business operations, now overseesthe American Football league’s finance.The Jockey Club: The largestcommercial group in Britishhorseracing appointed Andrew Creanto the new position of Group FinanceDirector. Crean, formerly Finance andCommercial Director with contractfood and support supplier the CompassGroup, is now responsible for allaspects of The Jockey Club’s financialplanning, reporting and control.IAAF: Inspectors from athletics’ worldgoverning body visited London toassess its bid to host the 2015 WorldAthletics Championships in the 2012Olympic Stadium. London is biddingsolely against Beijing after the thirdcandidate, Chorzow in Poland, failed tomake it to the inspection stage.Betfair: The online sports bettingprovider said it plans to list its shareson the London Stock Exchange. Thecompany, which is estimated to beworth £1.5bn, was founded 10 years ago.AIBA: Amateur Boxing Association ofEngland chief executive Paul King wasset to challenge for the presidency ofthe International Boxing Associationon November 2 in Kazakhstan.Euro 2012/16: UEFA and adidasappointed Intersport as the officialsports shop of licensed productsfor the two tournaments. Dedicatedspaces will be made available withinIntersport stores in 20 countries,including 800 stores across Europe.SportBusiness International • No.161 • 10.10 11

AGENDAMatthew Glendinning on the fall-out from the UK coalitiongovernment’s bonfire of the Regional Development Agencies.THE CITY OF MANCHESTER,ranked in the top ten host cities forsport in the 2010 SportBusinessUltimate Sports City awards,will find it tough to maintain itsprestige position now that a keysports funding partner is headingfor the scrap heap.The Northwest RegionalDevelopment Agency (NWDA), oneof nine such regional developmentagencies (RDAs) in England, wasinstrumental in launching themajor events strategy that helpedposition the north-west of Englandas a leading destination for hostingmajor events - with Manchester asits venue hub.Manchester has attracted aprestigious line-up of events inrecent years, including the FINAWorld Swimming Championships,the UCI Track Cycling WorldChampionships, the UEFA CupFinal (all 2008) and, since 2005,the annual Paralympic World Cup.But with the UK’s coalitiongovernment winding down allRDAs by March 2010, fundsfor sports hosting and venueconstruction are sure to contract.The NWDA has already announcedthat all funding will cease foruncommitted (not yet contracted)projects in 2010-11 and thatthere will be no new financialcommitments in the same period.But according to ManchesterCity Councillor Mike Amesbury,executive member for Arts andLeisure, Manchester can still striveto stay ahead of the game. “TheNWDA has been a key partnerand success has bred success, butthings have now moved on,” hetells SportBusiness International.“It’s a different ball gamenow. This age of austerity will bechallenging and we’ll have to workin partnership with the new LocalEnterprise Partnerships (LEPs)scheme which will focus solely onthe Greater Manchester area.”The budget for these LEPswill become clearer when thegovernment announces its ownspending review on October 20,but losing the NWDA budget putsimmediate pressure on majorevents earmarked for the city.“Obviously, the NWDA has beena key partner in terms of leverageUEFA signage adorns Manchester Town Hall in 2008 - Getty Images SportCOUNTING THE COST OF CUTSand funding for the Netball WorldChampionships 2015 bid and we’llhave to work with another partnerand make the economic case forsuch an event,” says Amesbury.“A substantial amount offunding for the Paralympic WorldCup has also come from theNWDA and we are now workinghard behind the scenes to havethe funding up to 2012 [when thecurrent contract runs out].”With the governmentcommitted to an Olympic agendaup to London 2012, it’s conceivablethat central funds will be madeavailable keep the Paralympicevent in Manchester.But, more generally, the city willhave to find other ways to drive asport and culture agenda that hasbeen key to the city’s renaissancein recent years. Amesburyremains bullish about the city’sprospects: “We have the ROWEBritish Grand Prix Squash and theBritish International TaekwondoChampionships this month[September]. We are always lookingto host new events but maybenow we’ll be a bit more relaxedabout commercial partners andsponsorship arrangements.”Across England however, thepicture may be less rosy.Yorkshire Forward, the RDA thatplayed a partnership role with theNational Ice Skating Association(NISA) to bring the EuropeanFigure Skating Championshipsto the Sheffield Arena in 2012, iscommitted to the event.But what about funding forevents similar in stature to the2009-10 Clipper Round the WorldYacht Race hosted by Hull, or the2009 Tour of Britain cycling race,which pedalled off from unheraldedScunthorpe, under the new regime?Likewise, the Advantage WestMidlands RDA was instrumentalin getting Coventry’s Ricoh Arenaoff the ground through a crucialinjection of £5 million five yearsago, without which, the agencysays, the stadium would neverhave been built.Further south, however, thereappears to be less sporting concernover the bonfire of the RDAs. TheLondon Development Agency(LDA)’s senior press officer RobertBeasley admits that criticism of itsproposed abolition has come morefrom the business community thanthe sports sector.“Outside of the Olympic Games,our role has been fairly small insport,” he says. “The Tour de FranceGrand Depart in London in 2007,for example, was only partiallyfunded by us with the majoritycoming from Transport for London.”Yet the London DevelopmentAgency played a key role insupporting the London 2012Olympic bid: it not only committed awhopping £1.2 billion to buy up theland for the Olympic site, but spenta further £17 million on upgrades tothe Crystal Palace Stadium to keepinternational athletics in the pre-Games spotlight in the capital.Beasley points out that London’sMayor Boris Johnson has proposedthat the functions of the LDAshould be rolled into the Mayor’sGreater London Authority. Echoinga familiar refrain country-wide, headds, “the key question then is howmuch money we’ll get.”12 SportBusiness International • No.161 • 10.10

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AGENDAAGENCIES GO FOR GROWTHInternational sports marketing agencies are expanding their presencein emerging markets to drive business. Andy Fry reports.GROWTH IS BACK on the agenda for the world’smost influential sports marketing agencies aftertwo years of relative belt-tightening and clothcuttingduring the global economic downturn.In many cases, this upswing is being drivenin by the strength of the E7 economies, whichinclude China, India and Brazil, as the leadingplayers chase growth in regions and sectors wherethey have identified opportunity for expansion.The economies in the Far East, once knownas the ‘Asian Tigers’, have also perked up for thesports marketers. A case in point is the RTLownedUFA Sports agency, which this summeropened up an Asia division in Singapore - to beheaded by regional specialists Tom Housemanand Jeff Chue.Explaining the rationale, UFA Sports MDStefan Felsing called it “a compelling statementof intent at a time when the sports businessin Asia is undergoing an important transition.There is still huge untapped commercialpotential and UFA Sports Asia will play asignificant role in delivering value.”So how does that assessment sound toMarcus Luer, who founded Total Sports Asia(TSA) 15 years ago and now has a network ofseven offices across the region, including twolarge offices in Mumbai and Delhi.“There’s no quick fix out here - but anyinternational sports agency worth its salt needsto have an Asian strategy - that’s for sure. It’sthe fastest-growing region in the world and hasopportunities everywhere.“TSA will have a record year in 2010.Broadcasters and corporate clients arespending again after a dry spell in 2009.Across the board, I’d say the enthusiasm to usesponsorship as a ‘localised’ marketing platformin Asia is back.”The other market attracting attention is Brazil- which is no surprise when you consider thisgrowth economy will host both the 2014 FIFAWorld Cup and the 2016 Summer Olympics (inRio De Janeiro).Octagon, for example, has had a reducedpresence in Brazil since it parted company withlocal partner Koch Tavares a few years back. Butin September it rectified that by acquiring B2S, awell-established firm with offices in Rio and SaoPaolo. The deal, says Octagon, will “strengthenOctagon’s offering in light of Brazil’s ascendancyas the capital of sports.”Clearly, the melding of two businesses mightresult in duplication. But the overall picturein Brazil is of agencies seeking to invest in acountry were GDP growth is seven per cent ayear and advertising growth is an even moreimpressive 13-14 per cent. A media report thatPublicis is set to acquire Brazilian agency Talentfor $200 million is indicative of the M&A feverthat has overtaken the market.In terms of sports specific developments,Brazilian football legend Ronaldo revealed thathe is to partner WPP in a new agency (9ine)– while Chime Communications chairmanLord Bell told the Financial Times he is seekingpartners ahead of the World Cup and Olympics.Unquestionably, geographic expansionamong agencies has also been aided by theInternational Olympic Committee and FIFA,whose decision to award mega-events to Brazil,China, Russia and South Africa is providingfuel for growth. A classic case in point is HavasSport & Entertainment, whose activities haveincluded a new office in South Africa, an Asianfacingalliance with TSA and reports of a newpartnership in Brazil.But territorial expansion is not the onlymeasure of growth. Octagon, for example, hasnot just targeted Brazil – it has also beefedup its global hospitality capability and addedan Australian surf management agency calledRevolver to its fold. For other agencies, growth isabout drilling deeper into a vertical area ratherthan expanding horizontally.Around 95 per cent of agency Kentaro’sbusiness, which has grown at a record 20 percent year-on-year over the last two years, isfootball. But that isn’t viewed as a weaknessbecause “the sport is growing rapidly,” saysKentaro co-CEO Philipp Grothe. “The US, Indiaand China all represent big opportunities – butso does the expansion of activity in Europeanrights. We have just expanded our office inSweden, for example.”The fact that Grothe sees the US as a growthmarket is interesting, since you’d expect suchan advanced sports marketing society to besaturated. But he’s not alone. IMG, for example,has made an aggressive play in the US collegesports space in the last three years. That hasinvolved a stunning level of investment, mostrecently the $80-$100 million acquisition ofcollege sports specialist ISP Sports, havingpreviously picked up Collegiate Licensing andHost Communications for $200 million.This vast outlay hasn’t stopped IMG seekingopportunities in other markets – for examplea partnership with India’s Reliance Industriesthat could lead to the formation of an Indianprofessional basketball league. As part of a 30-yeardeal, the Basketball Federation of India (BFI)has granted the IMG Reliance joint-venture allcommercial rights to basketball. Notwithstandingthe popularity of cricket in India, IMG CEO TedForstmann has called it “a gigantic opportunityto build a big sports ownership business in aphenomenal country that’s growing like crazy.”One company which provides a detailedinsight into the sports marketing sector isInfront Sports & Media – with its 500 employeesacross 24 offices and an annual turnover of€500 million.Wolfgang Streit, executive director Finance,Legal & Administration, acknowledges thatmedia rights, sponsorship and hospitality haveall had a tough time, but that Infront grew ata double-digit rate in 2008 and 2009 and “weare positive that we will achieve our equallyambitious targets in 2010.”Streit says innovation, high standards ofdelivery, technology-driven efficiencies and adiversified business base have helped Infrontbeat the slump.As for the future, he says Infront is growing14 SportBusiness International • No.161 • 10.10

COMMUNIQUESEPTEMBER 2010ISTANBULTHE FIBA WORLD CHAMPIONSHIPS:BETWEEN A ROCK AND HARD PLACEInfront China handles the partnership with Chinese Basketball - Getty Images Sporta full-service business both “organically andthrough strategic acquisition.”In terms of offices, it has opened both inSingapore and China since 2005: “Today InfrontChina (based in Beijing) is our strategic hubfor Asia with close to 50 staff…[but] we do notsee a great need for new market entries in thefuture. Our experience in China shows that thisoften requires large investment to develop a newmarket properly.”Having said that, Infront remains optimisticabout the region: “Our work in China hasbeen challenging, but we have stuck toour determination to be a leading force,because the market is so exciting. The 2010 CBAAll-Star Game was a huge success in terms of fanexcitement, sponsor interest and media coverage.”I ENJOYED A spectacular dinnerone night during the FIBA WorldChampionships in Istanbul. We wereon Galatasaray S.K.’s Suada Island inthe middle of the Bosphorus, sittingwith Asia’s hulking landscape offone shoulder and Europe twinklingoff the other. The lights danced onthe water and basketball talk filledthe restaurants. But metaphors like‘crossroads’ or ‘between a rock and ahard place’ wrestled in my head.Those titles applied because Ifound myself wondering if WorldChampionships (and World Cups)are roaring into a dangerousintersection. Said another way, couldmarket conditions - sportingevolution brought on bythe likes of the NBA,UEFA and NHL -make these eventsobsolete? Probablynot. But there ispossible reason forconcern.In FIBA’s case,organisers wentto great trouble topromote these 80games involving 24teams (ultimately won bythe United States) by using theimagery of Kobe Bryant (USA), DirkNowitzki (Germany), Pau Gasol (Spain),Andrew Bogut (Australia) and TonyParker (France) … none of whom cameto Turkey.A marketing guru might suggestthe acceptability of this bait becausesometimes one has to offer sizzleto sell steak. And, regardless, thebasketball was still superb with FIBA’sfast-paced, physical style much inevidence. Furthermore, the FIBACongress, a critical component of theWorld Championships, was well-stagedand successfully drew basketballadministrators from over 170 countries.But the question on the minds ofmore than a few delegates was this:in an age of proactive professionalleagues and mega-event Olympics,where are big sport federation WorldChampionships headed? Could theybecome after-thoughts if biggercompetitions offer more financialcompensation to attract the world’sbest professional athletes?Hard to say. We know manyfederations are charged with stagingWorld Championships often to facilitateautomatic entries into the Olympics. Soit’s not, perhaps, a deal-breaker that10 big-name NBA players did not playbecause, in their place, another 35 did.But how should FIBA think aboutgrowing their showcase event? Isbasketball (as a global brand concept)taking on football, ice hockey and tennisfor market share and sponsorshipdollars? Of course it is. So when FIBAstages this once-every-four-year event,how can they best ensure all of theworld’s basketball fans really care?This last question is valid because inAmerica, Turkey’s world-classeffort struggled to getsignificant newspapercoverage asbaseball’s pennantraces clashedwith the US Opentennis, the startof the universitygridiron seasonand the NFL’skick-off weekend.To some FIBAmembers, this maynot be a problem. Ifthe Yanks prefer their NFL,NCAA, NBA, NHL and Olympics aheadof the World Championships, so be it.FIBA will be fine.But on a larger scale, theopportunity to more fully promotebasketball must consistently warrantproduct review because fiscal evolutionand worldwide growth is tricky.When you want to sell globalcorporate partnerships, you want theUS market engaged.Ultimately, FIBA’s data afterIstanbul will show increases in globalviewership, ratings and internet clicks.But there were issues (empty seats,missing players) as well. For the 2014World Championships in Spain, theAmericans mustn’t be allowed to thinkof FIBA’s premier event as the darkside of the moon.Rick Burton is the David B. FalkProfessor of Sport Managementat Syracuse University and formercommissioner of Australia’s NationalBasketball League.SportBusiness International • No.161 • 10.10 15

AGENDASHORTSTOPFIA: Formula One’s governing bodyturned down all entries from teamshoping to fill the 13th constructorslot in 2011. The slot arose followingthe collapse of the US F1 teambefore the start of the 2010 season.European Club Association: TheECA, which represents about 170European football clubs, called onworld governing body FIFA to insureplayers who get hurt on nationalteam duty. It also called on FIFAto reconsider its fixture scheduleafter setting a date for exhibitionmatches in August, just a monthafter the end of the World Cup.FIFA: The UK’s InformationCommissioner’s Office investigatedworld football’s governing bodyfollowing allegations passportdetails of England fans who attendedthe 2006 World Cup were sold bya “rogue employee” of the body’sofficial ticketing agency.English Premier League: Clubspending in this summer’s transferwindow decreased 22 per cent on2009 to £350 million. According toDeloitte, Manchester City accountedfor 36 per cent of spending, paying£126 million in transfer fees.European Court of Justice: Thebody ruled that German lawsprotecting state monopolies forgambling were “unjustifiable” and inbreach of European Union law. Thelandmark judgement could open theway for foreign betting companies toestablish a presence in Germany.Real Madrid: The Spanish clubreported a 50 per cent jump inticket revenue thanks to an increasein foreign visitors to its SantiagoBernabéu stadium. Real made€27 million in ticket revenue for theyear ending June 30 - a 48 per centincrease on the previous 12 months,according to its annual report.Nigeria: Four former footballofficials were arrested over claims$8 million went missing during the2010 World Cup. It is alleged thefour - who include former footballfederation head Sani Lulu Abdullahi- made payments to unauthoriseddelegates, chartered a faulty aircraftand paid $400,000 to stage a friendlymatch against Colombia in London.FOR A SPORT built on speed,NASCAR tends to move very slowlywhen adjusting its schedule.But empty seats, sinkingtelevision ratings and difficultykeeping long-time sponsors orattracting new ones to provide thelifeblood of the sport has provokedsome relatively drastic action.And the upheaval for the 2011season is significant, particularlywith the addition of KentuckySpeedway to the roster.The previous owners of theraceway in Sparta sued NASCARwhen it refused to award the track,built in 2000, any Sprint Cup races- the top NASCAR racing series.The other two series,Nationwide and Trucks, didrun there, but until the facilitywas purchased by SpeedwayMotorsports Inc. owner BrutonSmith, and the lawsuit wasdropped early in 2010, the stockcar ruling body wouldn’t considerputting a Cup race there.Now it has not just consideredKentucky but given it the go-aheadfor July 9, one of many moves inthe overhaul of the schedule.“What we’ve done is ultimatelygive each track the best opportunityto succeed,” says Steve O’Donnell,NASCAR’s senior vice president ofracing operations.What NASCAR has done ismove Chicago into the lead-offspot for the ‘Chase for the Cup’,which has previously begun inNew Hampshire. It’s also droppedone of the two races at Atlanta,usually held in early spring andpoorly attended, with KansasSpeedway getting a second event,albeit in early June.Auto Club Speedway outside LosAngeles has been dropped fromthe Chase and will have only onerace, on March 27. Even though itserves the largest media market ofall NASCAR tracks, the Fontanasite rarely has sold out.NASCAR also switchedMartinsville, the shortest trackon the circuit, to the Halloweenweekend and moved Talladega,the biggest speedway, to an earlierspot in October.The biggest winners areKentucky, which gets the springrace Atlanta had - SMI owns bothtracks - and Kansas.“Bruton was the only personin the world who could bring arace. The only one,” says JerryCarroll, who developed plans forand oversaw the building of theSpeedway. “NASCAR wasn’t goingto bring a race to Kentucky. Theycan’t. But Bruton can, and Brutonsaw the opportunity in Kentucky.”Kentucky track officialsestimate the race might contributesomewhere in the region of$150 million a year in terms ofeconomic impact. It’s a populartrack with drivers, many of whomThe Sprint Cup at the Kansas Speedway in 2009 - Getty Images SportNASCAR RINGS THE CHANGESNASCAR is shuffling venues to maximise revenues during hard economic times.Barry Wilner talks to the sport’s senior vice president of racing operations.have tested at the facility in the pastor run Nationwide races there.Meanwhile, Kansas Speedwayofficials sought to build andoperate a $521 million racetrackcasino outside of Turn Two,promising they would enticeNASCAR to place a second eventat the track. The Kansas City venuehit the jackpot, and local officialsestimate the extra race will havea $100 million economic impact.The casino is projected to bringin $200 million annually when itopens in 2012.“We’re delivering (the secondrace) before the casino even opensits doors,” Speedway presidentPatrick Warren said.“There’s a natural connectionbetween Kansas Speedway and thecasino, and it will establish thisarea as one of the major sports andleisure destinations in our country,”added Lisa France Kennedy, theCEO of International Speedway,which owns the track.“This has far exceeded ourexpectations. It’s going to be one ofthe top destinations in this country.”One change not made wasmoving the season finale fromHomestead, Florida, to LasVegas, which already has a racescheduled in March. “We’re reallyhappy with the championship inMiami,” O’Donnell adds, “andwe’ve got something to build upondown there.”16 SportBusiness International • No.161 • 10.10

Jaime Alguersuari of Spain and Scuderia Toro Rosso retires from the race with an engine problem during the Hungarian Formula One Grand Prix at the Hungaroring onAugust 1, 2010 in Budapest, Hungary. 103187219, Paul Gilham/Getty ImagesPhillips Idowu of Great Britain on his way to winning the gold medal in the MensTriple Jump Final during day three of the 20th European Athletics Championshipsat the Olympic Stadium on July 29, 2010 in Barcelona, Spain.103157494, Stu Forster/Getty ImagesMat Rebeaud of Switzerland competes in the Moto X Freestyle Final during XGames 16 at the LA Coliseum on July 29, 2010 in Los Angeles, California.103162447, Harry How/Getty ImagesThe power of sportLocal and Global coverage of live action,shot by the world’s leading 376 7981

BRANDS & MARKETINGSHORTSTOPBRANDS + MARKETINGJaguar: The luxury car manufacturerterminated its sponsorship ofAustralian swimmer Stephanie Riceafter she made an alleged anti-gaycomment on social networking siteTwitter. Rice will also lose the $90,000Jaguar XF car she was given thisFebruary when the deal was signed.Burger King: The fast-food giantsigned a three-year deal to sponsorSpain’s Professional Football League(LFP) from 2010-11 to 2012-13. Burgerwill be an official supplier of the LFPand the two parties will develop an“ambitious” marketing activationpolicy, both in Burger King restaurantsand across digital media.Wayne Rooney: The England strikerwas backed by sponsors Nike,Coca-Cola and EA Sports after pressallegations that he had a relationshipwith a prostitute. All three insistedreports were a “private matter”.Geox: The Italian shoemaker said itis looking to sponsor a Formula Oneteam next season. Geox founder andchairman Mario Moretti Polegato saidinvolvement in the world’s most popularsports would allow the company to testnew technology for its products.Derry: The UK’s 2013 City of Culturebecame an official host port andparticipant in the Clipper Roundthe World Yacht Race 2011-12. Theagreement forms part of the campaignto market the city’s culture, businessand education offerings in a number ofthe cities on the race’s route.AirAsia: The airline became the newtitle sponsor of the ASEAN BasketballLeague for the 2010-11 season. AirAsiawas the ABL’s official carrier in 2009-10.WMRT: The ISAF World Match RacingTour sailing series named MatthewStrachan as its new Sales Director.Strachan is responsible for identifyingand targeting potential title sponsorsand secondary partners.DHL: The express and logisticscompany was announced as the officialLogistics Partner for the 2011 RugbyWorld Cup. Under the deal DHL isresponsible for ticket distribution aswell as the Rugby World Cup Limitedand International Rugby Board’sexpress shipments and internationaland domestic freight movements.JUST ABOUT EVERYONE familiar with thepopularity of beach volleyball believes the AVP isin the midst of a hiatus, not a disappearing act.From tour commissioner Mike Dodd, a formerstar player, to sports marketing analysts and evensome potential sponsors, there is a strong sensethe players will be back on the sand again in 2011.“I believe there is some silver lining,” saysDodd, who is currently finding sponsors andformulating a business plan for a new tour.“Through the course of the investor search for thelast months of the AVP before it shut its doors,there was a lot of interest from a lot of people whohave good ideas and a passion for volleyball.”Dodd mentions skincare brand Nivea, a“perfect” partner because of its sun-care productsand general emphasis on healthy exercise: “Niveawas a brand new sponsor and so excited abouttitle sponsorship [signing a five-year agreementfrom 2010]. As hurt as they are that the seasonturned out the way it did, they still are eager tobe associated with a new ownership group and aplan that makes sense, and with solid financialbacking would like to be very involved.”While the international circuit is run byInternational Volleyball Federation, the collapseof the AVP, which has run US tournamentssince 1998, could have an impact on the LondonOlympics. A new qualifying system is now inplace that no longer calls for players to earnpoints on the world tour. Instead, domesticgoverning bodies hold their own Olympic trials.“We very much want to see the AVP surviveThe 2010 AVP Hermosa Beach Open - Getty Images SportLIFE’S A BEACH FOR THE AVPA failure to find investors saw the 2010 AVP beach volleyball tour cut shortearly. Barry Wilner looks at who might be out there to bring it back to life.and prosper,” said USA Volleyball CEO DougBeal. “They are unquestionably important forthe development of the sport in this country, aswell as our success internationally.”What are the odds that a well-funded tourwith bigtime sponsors could resurface in thenext few months? “There’s no question the tourwill come back,” says Scott Minto, director ofSports Business at San Diego State University.“But the renewed version of the AVP will likelysport a new business model, one that mirrorsother minor US sports, featuring fewer stops,more local sponsors in lieu of large nationalbrands, and more focus on the fan experience.”Dodd and most pro volleyball players mightsettle for that as a stopgap, but they prefer asimilar structure to that which thrived underthe AVP banner for more than a decade. Doddis hopeful several sponsors with a history in thesport will help establish a new tour that featuresthree indispensable elements for success:investors, sponsors and, of course, players.Is that feasible? “Every sport needs to find itsaudience,” says Scott Becher, CEO of Sports &Sponsorships marketing agency. “Big audienceequals big revenue. Minor sports must fight hardto both make it easy to be found by its fans, andfigure out a way to generate revenue from them.“The best approach is for a minor sport toposition itself as a cost-efficient alternative to thehigh-cost of attending pro sports. This isn’t thedemise of the sport of beach volleyball, it justremoves some of the media spotlight.”18 SportBusiness International • No.161 • 10.10

EYE ON THEINDUSTRYNETS: A GLOBAL FRANCHISE?Matt Cutler speaks to New Jersey Nets owner Mikhail Prokhorov aboutbrand-building ahead of the NBA’s first regular season games in the UK.HISTORY WAS MADE in May this year whenprecious metal magnate Mikhail Prokhorov’spurchase of the New Jersey Nets and its BarclaysCenter saw him become the first foreignfranchise owner in the history of the NBA.One of the billionaire’s first moves was tomake players “global superstars” - a statementmade principally to attract the best free agents,and one in particular: LeBron James. LeBronchose instead to go to Miami Heat, howeverProkhorov immediately showed America avision firmly fixed on distant shores.The Nets play the Toronto Raptors on March4 and 5 at London’s O2 Arena in the first regularseason games to ever be played in Europe. Thematches are part of a two-way initiative to growboth the profile of the NBA and its franchisesoutside North America and the popularity ofbasketball in the UK in the lead-up to the 2012London Olympic Games. And Prokhorov saysthe O2 games are stepping stones to globaldomination by the Nets brand.“It is clear that the future of NBA basketballlies in expanding, not only to Europe, but toAsia, Africa and beyond,” he said. “This is at thecore of the Nets strategy as well. We plan to havethe first global NBA franchise, to be the world’steam, not only because I am the first franchiseowner who was not born in North America, butbecause we’re living in a global economy and weneed to adapt to the new rules of the game.“The upcoming Olympic Games in Londonare very important for basketball and we shouldbe giving the fans a taste of what they have tolook forward to in 2012. At the Beijing Olympics,basketball was the hottest ticket around.“As with any grand plans, the key is to startby taking steps that you can build upon. TheLondon games [at the O2] will be an excellentway to build upon the NBA’s existing presenceNets forward Trenton Hassell - Getty Images Sportin the UK. For the Nets in particular, the UKis an important market, both because of theeconomic potential and also because, of allEuropean countries, the connection with theUnited States through history, language andculture is especially strong.”The UK is certainly a burgeoning market forthe NBA, which first staged a game in Londonin 2007 and has been helped by the successes ofBritish player Luol Deng for the Chicago Bulls.However with football so deeply-engrained intothe national psyche, many industry experts seea ceiling for the growth of the sport in the UKand, indeed, question the ability of an NBAfranchise to capture global attention.“From time to time I think we will continueto witness franchises/brands that serve as touchpoints for consumers, as the Chicago Bulls andLA Lakers have been over the last couple ofdecades,” says Simon Chadwick, professor ofSport Business Strategy at Coventry University.“However, this is transient, especially giventhe mechanisms the NBA has in place to ensurecompetitive balance, which ensures that we don’tget ‘superglam’ teams dominating.“Given the collectivist model that has beenadopted by the NBA - revenue-sharing, draftpicks and centralised commercial contracts - Ithink it is unlikely that we will see a sustainableglobal franchise brand in the same way as wehave Manchester United and Real Madrid infootball. If anything, the NBA is the ascendantbrand already and has become the maincompetitor to United and Real.”Prokhorov counters bullishly: “There are nolimits. The Nets are working on global growth notonly in the UK, but also in China, where we areplaying two games in October. You can be surewe will be looking actively for other opportunitiesto expand the team’s presence abroad.”BRANDS + MARKETINGDECLUTTER YOUR LIFEShaun Whatling on the perennialissue of sponsor quantity.Just a few years back, UEFA made greatplay of reducing its Champions Leaguesponsor roster to six to reduce clutter andmaximise return for sponsors. Yet, in thelast few months, the IOC signed both P&Gand Dow Chemicals, bringing the totalnumber of TOP partners for 2012 to 11.That’s right, 11. I don’t know how ‘live’this question is, but I believe the IOC’ssuccess raises some interesting pointsabout sponsorship, value and clutter.Firstly, media exposure drives a simplevalue equation which is apparent in thedecision of UEFA: the fewer the brands,the greater the visibility. If media exposureis the main driver for sponsor, or propertyvalue, then concentrating this exposure infewer, bigger hits is a safe strategy.For the Olympics, on the other hand,with no in-stadia branding, direct mediaexposure is clearly not a value driver. And,despite the fact that the London Gameswill bring together a pool of around 50associated brands, fear of clutter doesn’tappear to be hampering sales.Sure, some brands are put off andothers are justifiably concerned abouthow they can achieve requisite return.But sales for London and Sochi 2014 arebooming and Rio aspires to announce itsfirst banking category partner before theend of this year.Our simple theory is therefore: clutteris only really a concern if media exposure,not association, is the primary goal.Anyone who has sat through a 2012 pitchwill know how generously LOCOG ascribevalue around the business. The challengewith a Games partnership is not clutter,but identifying the real opportunityamongst many, and assessingwhether timeframe and organisationalcompetence are sufficient to leverage it.For me, both P&G and Dow are signsof an absolute coming of age for theOlympic programme. Dow has recognised,presumably as a by-product of itsexposure to the Chicago bid, the immensevalue of the B2B supply contracts whichan IOC partnership constitutes. P&G, froma B2C standpoint, by borrowing Johnson& Johnson’s clothes, and its Thanks Momcampaign, has become the first brandever to carve out a clear slice of the realOlympic intellectual property from theoff. This is the new exclusivity - exclusivityof message. If your message has cutthrough,it doesn’t matter what, or howmuch company you keep.Clutter is about branding withoutmeaning.

BRANDS BRANDS & MARKETING& RKETINGBRANDS + MARKETINGCONTRACT DESIGN: CARVING UP THE CUPWith the planning and delivery of sponsorship becoming more sophisticated and measurable, Richard Gillisexamines how contracts have altered over the years and asks why standard agreements are no longer the norm.THERE WAS A TIME, not so long ago, thatEnglish football was wide open, a clutter freewhite space populated by a small number ofbrands whose own particular Mad Men slepteasy at night, safe in the knowledge they had thewhole playing field to themselves.Those days are gone. And some.This season’s new entrants to the footballmarket sign up in the knowledge that theyface a Herculean task (and correspondinglyhigh activation budget) if they are to stand outfrom the sheer number of other brands outthere, each of whom is trying to leverage theirassociation with the game, be that via team,event or star player.This shift has necessitated not just a changein approach but also in the nature of thesponsor contract.Few properties demonstrate how thingshave changed more eloquently than the FACup, football’s oldest competition and also thelast of the major English football tournamentsto be sponsored.“In the early 80s we developed the blueprintfor the original first central sponsorshipsin football,” says John Taylor, chairman ofsponsorship specialists Sports Impact, “namelythe Canon League (all four Divisions of theentire Football League) and the Milk Cup (TheFootball League Cup) where the title sponsorbasically had all the rights and drove the entirerights activation programme”.Taylor helped broker a deal between theEnglish Football Association and Littlewoods,which became the first FA Cup sponsor in 1994,paying for the right in a four-year deal. In 1998,the trophy became the FA Cup sponsored byAXA, when the insurance company agreed topay £26 million, also on a four-year deal.Broadcast sponsorship rights were notincluded in the original Littlewoods deal, leavingthe brands to negotiate separately with ITVfor break bumpers around game coverage asthe event switched between ITV and the BBCdepending on the FA’s broadcast deals.Likewise, access to players for personalappearances in support of the deal wasalso a lot simpler. There were more ad-hocarrangement according to Taylor, who recallsrecruiting David Beckham, Michael Owen andJamie Redknapp for personal appearances tohelp leverage AXA’s involvement.“Nowadays with the FA Cup and theEngland team sponsorships, there are severalmore partners which inevitably runs the risk ofclutter and requires the FA to delineate rightscarefully,” he says.“Also, as with the FIFA World Cup and theOlympics TOP programme, the FA encouragessponsors to own and invest exclusively in one20 SportBusiness International • No.161 • 10.10

EXPERT VIEWSDominic FarnsworthPartner in the Media, Brands andTechnology Department, Lewis SilkinThe term ‘sponsorship contract’ does notreflect the nature of the modern relationship.The term ’brand partnership’ is more suitable.We are less frequently looking at simpleagreements where the property owner is paidto allow the sponsor to be associated with anevent, it is more of a two-way, brand-buildingexercise. A key area in a number of contractsis not what you can give us, and what wecan give you, but what can we achieve if ourcollective contacts, know-how and resourceswork together - this could be media content,new product developments or events.Contracts, therefore, need to be drafted in away that recognises and accommodates theBRANDS & MARKETINGBRANDS + MARKEfluidity of the modern relationship.Sure, there are plenty of definites to becaptured in the agreement, but it needs tobe able to create the framework for future,and as yet unknown projects. From a legalperspective contracting to agree on futureprojects is fraught with uncertainties but thebuilding blocks for successful co-operationcan be put in place. Morality clauses, forexample, are often a source of heateddebate during negotiations. An interestingdevelopment is the realisation that ’morality’clauses should be capable of biting both ways.A player/athlete may not want to be associatedwith a sportswear brand found to operatesweatshops, or a company responsible fora huge environmental disaster. It’s an arealong- destined to provide column inches.Charlie DundasDirector of Sports & EntertainmentSponsorship, MediaComIn my opinion, no two contracts can everbe the same given that individual clientrequirements are never going to be directlycomparable. However, the nub of this issuegoes back once again to the due diligencecarried out by the sponsor in the lead upto the deal. I accept that not all deals canhappen with the luxury of a long lead time.Nevertheless, it is incumbent upon anybrand considering sponsorship that theyhave clear and realistic expectations of themedium coupled with at least an outline ofa feasible activation programme that can bebespoke to suit the contract. The pay off fromthis approach should be that it is easier todraw up a bespoke contract which is free ofconfusion and one that enables both partiesto progress into a partnership. It is criticalin my opinion that the rights holder viewstheir role as ‘partner’ in the project. Thesponsorship should be mutually beneficialand on that basis, the rights holder has tobe obligated to support and assist the clientwith the successful delivery. Hence a wellconstructed,tailored contract is fundamentalto providing the framework and rules ofengagement on both sides.E.on have partnered the FA Cup since 2006 - Getty Images Sportarea - for example McDonalds and footballcoaches - in an attempt to give brands stand-out.”Today, the FA Cup is the centre of a powerstruggle in more ways than one. The incumbentsponsor E.on - a Germany-based energy firm,which has been the trophy’s partner since 2006- in a deal worth £8.3million a year to the FA.However, having decided not to renew thedeal, E.on has agreed to extend the relationshipfor another year, on the same terms, followinga late offer from the FA, which had failed tofind a replacement.“About 18 months ago we informed the FAwe wouldn’t be extending that contract,” saidSimon Breakell, E.on’s sponsorship manager.“It’s been a good partnership, we wouldn’t bewhere we are without it. But we didn’t wantanother long-term deal.“Then, at the semi-finals in April, the FAapproached us to ask whether we would go for ashort-term deal. At that time we were reviewingour sponsorship options, working with ourglobal head office in Dusseldorf to put togethera unified strategy. We didn’t think a short-termoption would be on the table. It allows us to taketime to work on our strategy.”Some observers point to the entrance intofootball of E.on’s competitor Npower (as titlesponsor of the Football League from thisseason) as a reason for the German company’sabout turn. “Npower coming in to football doeschange the landscape,” admits Breakell. “Wewere the only energy company in the game forthe last four years. Did it effect our decision?No. We were reviewing our options and notreacting to what other people do.”For sponsors, the essence of this story is,what do you buy when you buy the FA Cup?Tradition, romance, national coverage, football’sability to make headlines: each of these playa part. But in today’s more crowded sponsorenvironment, how do you put a price on that?A detailed breakdown of the property’s mediavalue was carried out for the FA by researchagency Sport + Markt, which was used as abenchmark by the FA during negotiations.The German research agency claimedthe famous trophy was worth £33 milliona year, with the domestic media rights valuedat £18.8 million, which Sport+Markt brokedown in the following way: association valueand status of the competition - £1.5 million;primary matchday media exposure -£5.5 million; secondary in-stadia mediaexposure - £1.1 million; print media value -£4.7 million; internet media value -£5.5 million; corporate hospitality, tickets -£500,000; and additional marketing assets- £100,000.Regardless of the values involved, thebreakdown of the rights in this way offers aglimpse of how rights holders such as the FAare cutting and dicing their inventory. This is aprocess that will only continue to evolve, saysE.on’s Simon Breakell: “Gone are the days whenyou take an off-the-shelf package and that’s all youget. The more creative brands are looking at howthey use sponsorship to reward their customers.”John Taylor, who has monitored the changesat first hand since that first FA Cup deal, saysthe current trend sees global rights holdersseeking fewer and deeper relationships. “Thiswill continue because brand guardians seemwilling to pay higher fees in an attempt to avoidbrand clutter,” says Taylor. “Everyone is seekingthe holy grail of brand differentiation andengagement. Any brand seeking this now hasto be extra careful in negotiating its rights anddevising a creative activation programme.”The question for football’s rights holders is,can they deliver on this dream?SportBusiness International • No.161 • 10.10 21

MEDIASHORTSTOPGoogle: The internet search engineannounced it will launch a freeservice allowing internet browsing viatelevision sets in the US this autumn.LFP: France’s top tier football leaguewas considering a buyout of FranceTelecom’s IPTV pay-television serviceOrange Sport, according to a leakedleague document. The platformwould become the basis of a leaguetelevision channel.DFL: The German football leaguewill tender the domestic rights tothe Bundesliga for 2013-14 onwardssometime in the next year. The tenderis being produced early to allow timefor regulatory scrutiny of any deals bythe German cartel authority and theEuropean Commission.English Premier League: Indovisionacquired the rights in Indonesia from2010-11 to 2012-13 in a deal with rightsholderESPN Star Sports. Matcheswill be shown on Indovision’s pay-TVchannels and on its sister free-to-aircommercial channels Global and TPI.Serie A: The 20 clubs of Italy’s topfootball division again failed to reachan agreement on how to distribute therevenues from this season’s centrallysoldtelevision deals at a leagueassembly. Income from broadcasterswill continue to be shared on the basisof last season’s individually-sold dealsuntil an agreement is reached.Mark Thompson: The director-generalof UK public-service broadcaster theBBC said pay-TV operator BSkyB shouldpay retransmission fees to the free-toairchannels it carries. His commentsechoed those of US broadcaster Fox,a sister company of BSkyB under theNews Corp umbrella, which has lobbiedfor retransmission fees to be paid byAmerican pay-TV platforms.BSkyB: The UK pay-TV broadcasteradded 90,000 subscribers net in thethree months to end-June, taking itto 9.86 million. The broadcaster is oncourse to reach its target of 10 millionsubscribers before the end of the year.Cycling: Australian broadcaster SBSagreed a three-year rights deal withthe Union Cycliste Internationale (UCI),from 2010 to 2012. The deal includesexclusive rights for all UCI World Cupand World Championship events.SPORTS FANS WANT MOREJust under half of sports fans in the UK want a broader and more diverse spreadof sports programming on leading TV channels, according to new research.FOURTY-ONE PER CENT of UK adults whowatch sport on TV either strongly agree oragree that lower-profile sports should be given agreater amount of broadcast coverage, accordingto research from SMG Insight/YouGovconducted for SportBusiness International.The areas of the UK where people agreedstrongest were Wales (45 per cent strongly agreeor agree), Northern Ireland (23 per cent stronglyagree), and Yorkshire and the Humber (47 percent strongly agree or agree).“Terrestrial channels will rarely give upscheduling time for anything other than the‘power sportsand one-off ‘National Treasures’such as Wimbledon, The Grand National orBoat Race,” says David Stubley, former headof business development at UK commercialbroadcaster Channel 4 and managing partner ofmedia consultancy Sportent.“You would thinkthat leaves UK sportssubscriptions channels,like Sky and ESPN, witha home-run but, unless it’sfootball, they don’t generallyfeel it drives subscription. Paychannelshave two approachesto smaller sports: we’ll show itsomewhere, but won’t pay a rights fee; or youpay us to show it through bringing in a sponsor.”Respondents across a range of demographics- including both the highest and lowest socialand economic groups - reacted strongest to dartswhen given a selection of sports they wanted tosee more of on TV.No darts event is protected for free-to-airbroadcast on the UK government’s ‘CrownJewels’ list although public-service broadcasterthe BBC has the rights to the BDO’s WorldProfessional Darts Championships at theLakeside until 2013. According to TV SportsMarkets, in the top non-football UK sportsaudiences in 2009 on digital and satellite TV,darts took nine of the top 100 places.Events from rival darts body the ProfessionalDarts Corporation, run and promoted by BarryHearn, are shown extensively on UK payplatformBSkyB’s sports channels.Stubley suggests that with digital mediachanging the broadcast landscape and theLondon Olympics less than two years away, theresearch indicates that the door is open for a newapproach to smaller sports on UK television.“It’s hard to make a success of freeto-aircontent dedicated to a singlesport such as volleyball or gymnastics,but bringing a group of sportstogether under an umbrellabrand would work in myview, especially if thebroadcaster had theengine room of anexisting media partner.“It will require fundingand a smart approach tokeeping production costsunder-control, but Ihave a hunch a mediaWhich, if any, of the following sports would you be interested in seeing morecoverage of on leading UK TV Channels?Total Gender Social GradeSportBase Male Female ABC1 C2DECycling 14% 15% 13% 14% 14%Darts 16% 18% 12% 14% 18%Equestrian Show Jumping 7% 2% 13% 8% 5%Go Karting 8% 12% 3% 5% 12%Horse Racing 7% 9% 5% 5% 9%Jet Ski Racing 7% 7% 7% 6% 8%Motor Cycle Racing 13% 16% 7% 10% 16%Powerboating 8% 9% 6% 6% 9%Sailing 7% 9% 5% 8% 7%Snooker 14% 18% 9% 12% 17%Stockcar Racing 11% 14% 6% 8% 13%Superleague Formula Motor Racing 8% 10% 5% 7% 9%Rowing 8% 7% 9% 7% 8%Base: All GB who watch sport at least once a month Source: SMG Insight / YouGov Plc.22 SportBusiness International • No.161 • 10.10

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MEDIASWITCHING THE SCHEDULESThe first Friday night Six Nations game in the UK this year - Getty Images SportThe rescheduling of traditional kick-off times attracts its fair share of criticism from those outside the broadcastingsphere, but it has become a key weapon in the broadcaster’s audience-gathering armoury. Andy Fry reports.IN SEPTEMBER, my football-mad son andI missed two of England’s UEFA Euro 2012qualifiers because they were played on nontraditionaldays (Friday then Tuesday). Just backfrom holiday, we hadn’t picked up on the fact theschedules were different.Last May, we also missed the UEFAChampion’s League Final because it movedfrom Wednesday to Saturday. On that occasion,we knew it was on - but couldn’t be bothered towatch it on the small kitchen TV (having beenbounced out of the living room by my daughterswatching The X Factor).It was all pretty annoying. But there’sno mystery as to why this kind of schedulereshuffling happens, says Neal Pilson, formerhead of CBS Sports who now runs his own sportsrights consultancy Pilson Communications: “It’sabout broadcasters and rights holders gettingthe greatest number of eyeballs so they canmaximise revenues from advertisers, sponsors orsubscribers. They do it because they believe theaudience size will increase as a result.”In the US, says Pilson, this is not a newphenomenon: “A lot of fans were unhappy aboutMajor League Baseball’s decision to switch theWorld Series from the afternoon to the eveningin 1971. But the MLB thought its TV audiencesand revenues would grow and was ultimatelyproved right (NBC attracted around 60 millionTV viewers).”On another occasion, says Pilson, it wasESPN that was the driver for change. “Collegefootball used to be played on Saturdays - andhad a strong social event feel to it. But ESPNbelieved there was potential for it to be broadcastlive every weekday. When ESPN first suggestedit to colleges, half refused to switch - thougheventually they came round when they saw howwell it was performing.”Some schedule switches are no-brainers - suchas the decision to move horseracing’s EpsomDerby from a working Wednesday to Saturdayin order to hit a broader audience. But as theprevious examples demonstrate, there are risks.Firstly, that the audience doesn’t realise there’sbeen a change - in which case fans don’t watch.Secondly, that the switch undermines other partsof the value chain - serving one audience (TV)at the expense of another (live spectators). Andthirdly, that the rights holder underestimates theappeal of rival content - or finds itself the victimof tactical counter-scheduling.On the first point, Pilson says the onus lieswith rights holders and broadcasters to makesure they promote the change. But they also needto ensure they have decided on a schedulingstrategy that suits viewers: “Some years agoin the US, NASCAR took the decision tostandardise its race times on Sunday afternoonso fans knew when to tune in.”This kind of sign-posting has become moreimportant than ever in an era of fragmenteddigital distribution, where leading audiencesto sports content and getting them to stay is amajor challenge. But it can run counter to otherprevailing trends in sports marketing, saysPhilipp Grothe, co-CEO of Switzerland-basedrights agency Kentaro.“If you look at a market like Germany,free-to-air broadcaster ZDF moved towardsconsistency in scheduling its football highlights24 SportBusiness International • No.161 • 10.10

show - but the pay-TV sector opened up newlive kick-off times on Sunday to try and increasesubscription revenues.”You see a similar situation in the UK, wherean increasing number of English PremierLeague matches are scheduled at lunchtime inorder to hit the league’s growing legion of Asianfans. “Inevitably, TV revenues dictate how sportsare scheduled because they are bigger than thelive event revenues,” says Grothe.“But there is a balancing act. You don’t wantto create a situation where fans desert matches- because broadcasting games from half-emptystadia doesn’t look good. And you don’t want tokeep moving matches around the TV schedulebecause fans don’t like that.”A current example of schedule shifting inaction was Six Nations Rugby’s decision to playone of its fixtures on a Friday night in 2009.After two years experimenting, it has nowdecided to make the move permanent - withWales-England set to kick-off the 2011 edition onFriday, February 4.Some fans are not that happy - since itcomplicates travel arrangements. But echoingGrothe’s point, UK public-service broadcasterthe BBC is keen because of the improved ratingsthat result. By association, so are the sponsors,which are achieving more exposure. The viewfrom the Six Nations organising committee isthat, commercially, the switch is “a no-brainer”.Grothe, like Pilson, doesn’t have a basicproblem with sports trying to improve theirprospects: “When I was at IMG we proposed toUEFA that they shift the Champions League Finalto Saturday night to create a kind of Super Bowleffect. The ratings this year were not as strongas they might have wanted - but I still believe itis the right approach for both the broadcastersand the host city. Once CL broadcasters get theirmarketing strategies organised, I expect UEFAwill do well and that rival channels will avoid adirect clash with the final.”He is more cautious, however, on thesubject of kick-off times. “I think the decisionto play Champions League games at 2045 CETmeans it gets late for children - particularly inthe Northern European markets. Overall, CLscheduling is not child-friendly - which may be along-term issue.”Having said this, adult sports fans seem to bea pretty flexible bunch. In the case of the PremierLeague, for example, there’s no evidence thatUK-based fans are refusing to attend lunchtimegames or churning out of pay-TV subscriptionsbecause of Asia-friendly scheduling. Similarly,sports fans on the US West Coast don’t seem tomind that live events are scheduled to suit the70 per cent of the US population that lives in theEastern and Central US time zones.Pilson says this pragmatism amongst USsports fans also prevails when their own leaguesgo on the road. “I think fans realise that sportsleagues are trying to grow by exporting what theydo. So if the MLB or NBA take games abroadthen you’ll often get a loyal audience which iswilling to tune in anyway.”Not that there are any hard and fast rules,stresses Pilson: “For some sports, I thinkthere’s actually a benefit in moving away fromcompetitive slots, not towards them. A goodexample is NBC’s Breakfast at Wimbledon,which has proved very resilient.”The Olympics is another interesting scenario,he adds: “In the US, the easy availability of resultsvia digital media means that there is pressure onNBC to show Olympic events live whatever theday-part. But it can make more revenue showingdelayed coverage in primetime. They’ve taken theview, which is supported by our research, thatOlympic events are mostly not result-critical, thatis to say people will still watch them even if theyhave already know the outcome.”There’s one exception to this, says Pilson:“I think ice-hockey at Sochi 2014 will probablybe aired live - in order to satisfy audienceexpectations. Hockey strikes me as being asresult-critical as soccer”.Saturday night’s alright...for the Champions League final - Getty Images SportDEAL OFTHE MONTHKEVIN McCULLAGHSenior Reporter, TV Sports MarketsSports marketing agency MP & Silva hadsome success with a novel approach toselling football rights into the notoriouslyuncompetitive Japanese market.Football’s big in Japan - why is ittough to sell football rights there?Japanese broadcasters have traditionallybeen very reluctant to compete witheach other for sports rights, making it a“graveyard” market for agencies sellingrights there, even for popular sports likefootball. MP & Silva has faced a difficulttask this year selling rights in Japan forthe English Premier League, Italy’s SerieA, France’s Ligue 1 and US Major LeagueSoccer for the 2010-11 season onwards.What did the agency do that was new?It sold most of the rights non-exclusivelyto three broadcasters, undermining thetraditional sports broadcasting mantrathat exclusivity equals value.Pay-television broadcaster SkyPerfectTVhad exclusive rights for Serie Alast year. For 2010-11, it has acquiredfrom MP & Silva exclusive rights for onlythe first, second and third-choice SerieA matches, but also has non-exclusiverights for Premier League, Ligue 1 andMLS matches. In two other deals agreedby the agency, rival pay-television operatorJ Sports acquired exclusive rights for thefirst-choice Premier League match, andnon-exclusive rights for matches from theother three leagues, and public-servicebroadcaster NHK acquired non-exclusiverights for all four leagues.MP & Silva is in talks with at least sixfurther broadcasters about non-exclusiverights for the four leagues.How successful was the new approach?Modestly successful, according to MP& Silva, and local industry experts. Theagency’s president Riccardo Silva saidthe approach would result in “a slightincrease in revenue and much greaterexposure for the leagues” and that itwould help new channels and operatorsgrow into the market.One Japanese expert said the agencyhad probably maximised the revenuepotential from the market and done wellon exposure. However he added that itprobably had not earned much by includingLigue 1 and MLS rights in the deals, and ifa Japanese player was to move to one ofthose leagues, the rights could suddenly beworth at least $1 million per year.SportBusiness International • No.161 • 10.10 25

EVENTSSHORTSTOPMelbourne: The Victorian stategovernment had to cover the race’shighest-ever shortfall as this year’sAustralian Formula One grand prixcost taxpayers AUS$49m ($46m). Eventhough attendances increased by 5,000to 305,000, revenues fell by 30 per centto AUS$24m and costs rose by nearly20 per cent to AUS$73m, excluding theAUS$8m renovation of the Albert Parkcircuit, also paid by the state.Qatar 2022: The country’s bid to hostthe FIFA World Cup unveiled plansto spend $4bn to build and upgradenine and three stadiums respectively.The stadium designs include one inthe shape of a sea urchin and anotherwrapped in a screen that will displaymoving video images during matches.PGA Tour: The men’s professionalgolf tour said it is planning to takeadvantage of the sport’s return to theOlympics in Rio de Janeiro in 2016 byexpanding to South and Latin America.The proposals include launching a newgolf tour outside of North Americawhich would consist of at least 12events, according to Inside the Games.PyeongChang: The Korean city biddingto host the 2018 Winter Olympicswas chosen to host the 2013 SpecialOlympics. Some 2,500 athletes from105 countries will participate in the13-day competition taking place fromJanuary 26 to February 7 in eventssuch as alpine skiing, cross country,snowboarding, and figure skating.London 2012: Olympic organisershad to withdraw a job offer to formerOlympic champion Sevdalin Marinov.The Bulgarian had been offered therole of technical operations managerfor weightlifting despite testing positivefor steroids in 1994.Japan 2022: The country’s bid to hostthe FIFA World Cup announced JapanAirlines as its transportation partner.The airline became the 19th officialsponsor of the bid.Magny-Cours: Bosses of the Frenchmotor racing circuit said they are keento see the French Grand Prix return tothe Formula One calendar as soon as2012. Magny-Cours chief executive SergeSaulnier said the new A77 motorwaybetween Paris and Magny-Cours and anenlargement of the pit lane would helpits efforts to return to the race roster.Polo burgeoning for China’s business classes - Getty Images SportTHE POLO NETWORKDavid Walmsley investigates the rise of polo events in China whichare acting as networking points for a new wealthy business class.THERE MAY NOW BE an estimated one milliongolfers in China but, with a participation rate ofless than 0.1 per cent of the adult population, it isstill some way from being the game of the masses.For some of the country’s high-end propertyinvestors, though, the default developmentamenity of Golf and Country Club is no longerthe epitome of luxurious exclusivity: as China’sexpanding business classes have bought into thesport’s aspirational image in growing numbers,the ultra-rich and those who house them aremoving on in search of fields new.In Tianjin, 30 minutes from Beijing by train,polo is now the only game in town for GoldinProperties, which is building a 2,600-acrecentral business district, hotel, residential andleisure scheme in the city. The emphasis is onthe premium and golf has moved beyond thatexclusive niche, says Rowland Wong, President ofthe Tianjin Goldin Metropolitan Polo Club, whichopens on November 4: “Golf is no longer thegame for the rich and famous - everyone’s playing.“Polo has always been the king of sports andthe sport of kings. Even in Europe participation isnot widespread; in China it is really nil.”Wong believes the time is right to reintroducepolo to the country that lays claim to havingoriginated the sport 1,800 years ago.As the largest polo facility on the Chinesemainland and the country’s “most exclusiveprivate members club”, the 890,000-squaremetreTianjin venue is well-equipped to tap intoboth the sporting and social elements of thattrend through its two international-standard polofields, stabling for 150 horses, indoor equestriancentre and riding school, 167 five-star hotelrooms and suites, six food and beverage outlets,spa, banqueting hall and red wine and cigar bar.But equally important to its success inattracting a wealthy clientele will be its ability toconnect its members with a global community ofpolo-loving business leaders. And the anticipatedkey to creating these networking opportunities isthe club’s event hosting schedule, which sets outto deliver three major international tournamentsneatly spread across the calendar.The high point of the schedule will be theCharity Cup, slated for September or Octoberannually and aiming to establish itself as oneof the world’s leading high-goal competitions,attracting an audience of 10,000 and many of thesport’s leading teams and professional players.At the next level of competition, medium-goal,the Ambassador’s Cup intends to offer the samequality experience to 4,000 guests including keygovernment and ambassadorial figures every May.And between those two pillars, in January, thewinter weather creates an opportunity to presentthe Metropolitan Snow Polo Cup, the first suchtournament in Asia and set to be a highlight of theTianjin social calendar for around 5,000 VIPs.Wong explains: “The whole Tianjin GoldinMetropolitan development is an internationaltrading hub for international, well-to-do people towork in, connect and play. We are looking to havemore international participation in the propertybusiness and we are looking for expansion intoother major cities, so we want to utilise the clubas a tool to meet friends across the world whomight like to participate in the growth of China.“These three international events are where wewould like to bring people together to play poloand network - with the horse symbolising the bestof a common language, integrity and heritage.”26 SportBusiness International • No.161 • 10.10

EVENTSFINDING SECONDARY SOLUTIONSBaseball has done afantastic job of boosting itsrevenue beyond traditionalsources - and the ‘onlineticket re-sale market’ isat the very heart of thisrecovery. Alex Millerlooks at the dramaticeffect of the re-sale marketand looks at which sportsneed to do more beforethey can enjoy the benefits.WHEN IT COMES to sales inUS sports, the National FootballLeague used to dwarf Major LeagueBaseball.But these days baseball revenuesare on the heels of those reportedby the NFL: for 2010, total NFLrevenues were estimated to be$7.8 billion, compared with $6.8billion for the MLB, according toUS analyst Plunkett Research.Baseball’s sales have increased over50 per cent from their level in 2004and have more than doubled since2000. The NFL’s sales have grownat roughly half of baseball’s paceduring the same time period.The growth of the onlineticket re-sale market is a majorcontributor. Despite the recession,it has boosted season ticket salesand helped cut down on thenumber of no-shows, which in turnincreases sales within stadia.Baseball was the first sport toexploit the revenue opportunitieson a grand scale and the sportcontinues to blaze the trail - butsteadily almost all major sports arenow acknowledging that it is ineveryone’s best interest to have atrue transparent secondary marketfor ticket sales.Bob Bowman, CEO of MLBAdvance Media, the arm of thesport that runs, says mostteams have come to the realisationthat the secondary market isMLB-StubHub deal saw ticket sales soar - Getty Images Sporta benefit, not a blow. He alsoacknowledges that credit for teamsselling record numbers of tickets isdue to the rapid growth of onlineticket re-sales through companiessuch as StubHub (eBay’s onlineticket re-selling business).In 2007, the MLB signed asponsorship agreement withStubHub and ticket sales onStubHub soared, with the site nowestimated to sell over five milliontickets a year. The company hasformal relationships with almost60 professional and college sportsteams, including the ChicagoBears and the WashingtonRedskins from the NFL.The deal with baseball is28 SportBusiness International • No.161 • 10.10

EVENTSbeneficial enough to StubHub thatit gives the sport something it nevergranted other teams or sports - acut of the 25 per cent combinedcommission it gets from the buyerand seller when a ticket is sold.These relationships betweenclub and re-seller are a key aspect.Without them, the practice ofre-selling tickets may not even belegal in some sports or countries.Anti-re-sale and touting lawshave largely gone away in the USover the last five years. In some 38states, re-selling tickets is now legal,so long as the sale does not takeplace at the event site. Other stateshave varying degrees of regulation.Not surprisingly, StubHub andother ticket re-sale companiesincluding Ticketmaster andTicketNetwork are supportinglegislation changes and havelobbied state legislaturesto modify stricter laws.In the UK and anumber of Europeancountries, the re-sale ofall sports tickets is legal- but extra legislationcontinues to surroundfootball and the Olympics.Football ticket re-sales areillegal in the UK undersection 166 of the CriminalJustice and Public OrderAct, unless the re-sale isauthorised by the organiserof the match.Official ticket partnerA similar law exists in theNetherlands, where there-sale of football ticketsis illegal unless throughthe official - an officialpartner of clubsincluding Feyenoordand PSV Eindhoven.The first officialsecondary ticketinginternet platform launchedthere in 2007 and subsequentlyseveral companies includingviagogo, Seatwave, Worldticketshopand skelper have emerged.As a result, online re-sellers suchas viagogo are increasingly formingpartnerships with top Europeanfootball clubs. viagogo has alreadyteamed up with clubs includingManchester United, Chelsea,Bayern Munich and Aston Villa.Despite these partnerships, someticket re-selling companies feel thefootball industry could do more.Ticketmaster re-sale companyGET ME IN! had an agreement inplace with Wigan Athletic until lastseason. General Manager AndrewBlachman, says: “If football clubswere to lobby the governmentsaying the current laws are not intheir best interests, then the currentrestrictive laws would go away.“We recognise that a number ofthe football-based laws in the UKwere written around the time ofviolence in football grounds and fansafety; when controlling hooligansand segregation were the primaryconcerns. We certainly wouldn’twant to compromise that, but inthis day and age the technology isthere to ensure fan safety.”While the football industry coulddo more to support ticket re-selling,rugby is another sport that couldgo further. However, there aresigns that the sport may be wakingup to the idea. Only this month(September 2010), viagogo signeddeals with Wasps and London Irish.However the RFU continuesto crack down on the practiceof clubs re-selling the tickets tonon-club members. The RFU haseven accused clubs of abusing thesystem and banned clubs fromreceiving tickets.But one could argue thatany clubs re-selling ticketsat a premium are likely to bereinvesting that money back intothe sport, whether through newstadiums or coaches. There is alsoa train of thought that fans payingtop dollar should be embracedrather than discouraged.Blachman adds: ‘Rugby clubsand the RFU could be doingbetter in the UK. For example, SixNations tickets are allocated to theclubs and the RFU has historicallydiscouraged those clubs fromre-selling the tickets to non-clubmembers. You could also argue thatthe fans willing to pay top prices fortickets are the biggest fans - theyspend serious money’.This argument is exactly thesame as witnessed in the US.Only last year, the New YorkYankees went to war with theirbest customers, pulling renewaland post-season ticket rights fromtheir season and partial-seasonticket holders if they were caughtre-selling their tickets.Teams mistakenly believedthat the secondary marketwas competition for their ownticket sales, but this attitude isincreasingly looking unfounded.Eye-popping pricesThe re-sale market also attractscriticism for the eye-poppingprices that tickets can fetch.However, the counter argumentis that an even greater numberof fans can take advantage ofcheaper prices, while buying withconfidence - and clubs themselvesare increasing revenues.According to viagogo researchpublished this August, football fansare wasting more than £40 milliona year on unused Premier Leaguefootball season tickets.Of the 8.75 million PremierLeague football season ticket seatsavailable, 1.75 million bought willgo unused (based on a season ticketholder missing four games a year).Ed Parkinson, Director ofviagogo, UK, says: “This researchshows the astonishing numberof wasted tickets in the PremierLeague, a figure we believe could bereduced dramatically.“Now more than ever, peopleare looking for value for moneyand by clubs offering a ticketexchange facility fans are ableto recoup some of the cost formatches they cannot attend, andhelp their club fill seats that wouldhave otherwise been empty.”Viagogo has powered theChelsea ticket exchange for fouryears and both parties recognisehow the exchange has benefittedthe club and fans.Ron Gourlay, Chief Executiveof Chelsea FC, adds: “Since welaunched the ticket exchange,tens of thousands of tickets formatches at Stamford Bridge havebeen resold safely and legallythrough the exchange. The servicehas provided our fans with moreopportunities to buy tickets for indemand matches that might haveotherwise gone to waste.”SportBusiness International • No.161 • 10.10 29

EVENTSSHORTSTOPMaracana: The Rio stadium, due tostage both the opening and closingceremonies of the 2016 Olympics andthe 2014 World Cup final, closed for twoyears to undergo a $300m renovation.The redeveloped Maracana is due toreopen in time to host matches in the2013 Confederations Cup.Silverstone: The Northamptonshirecircuit will take over from Brands Hatchas the host of the British Touring CarChampionship season finale from 2011.Turkmenistan: The country on theCaspian Sea unveiled plans to invest$1.9bn to build an ‘Olympic City’ sportsfacility. Local media claimed thatTurkey’s Polimeks Construction hadbeen chosen to develop the project,which will see the construction of 30sports facilities, including a footballstadium with a capacity 60,000.Lord’s: The home of cricket wasconfirmed as host for the archerycompetition at the 2012 LondonOlympics. The archery is scheduled torun from July 27 to August 3.2016 Olympics: Saint-Clair Milesi,head of communications for the RioGames, left to become media relationsmanager for the World Cup 2014 LocalOrganising Committee. Milesi hadjoined Rio’s bid in January 2009.Feyenoord: Research conducted byEneco found the Dutch football club’snew stadium could become the world’sfirst energy neutral ground. The arenaon the New Meuse river could reduceCO2 emissions by 60 per cent.Quail Hollow: The Golf Club inCharlotte, USA, was chosen to host the2017 PGA Championship. Quail Hollowwill be the third North Carolina courseto host the year’s final major.Summer Olympics: The South AfricanSports Confederation and OlympicCommittee announced Durban was theonly city bidding for the Games in 2020.Camp Nou: Perpignan rugby clubwas set to play a match at BarcelonaFC’s stadium on April 16 next year. Anagreement with the football giants willsee the league clash with Racing Metroplayed at the 98,787-capacity stadium,according to reports.Macau Open: This month’s golftournament was postponed after theevent promoter failed to attract asponsor to cover the cost of the event.Championships coming to China this month - Getty Images SportNO HALF MEASURESRoad running is riding a boom, but the World Half Marathon Championshipsremain something of a problem child for the IAAF. Adrian Hill reports.ACROSS THE GLOBE millions pound thestreets in pursuit of their own personal goals,enthused to take part in one of the full or halfmarathons staged from Newcastle to Sydneyand Buenos Aires to Moscow.Participation levels are still rising 40 yearsafter the great running boom began. This year’sLondon Marathon attracted a record 36,500entrants and figures suggest that 500,000took part in races over the classic distance onAmerican roads in 2009.Multi-national corporations are queuing upto back these running festivals and elite athletescontinue to benefit from lucrative appearancefees and prize money.“The big city marathons sell out in days, ifnot hours, with many events reporting doublefiguregrowth last year,” says Sean Wallace-Jones, the IAAF’s senior manager for RoadRunning. “Numbers in Prague’s half marathonwere up 20 per cent and its marathon saw anincrease of 18 per cent. Tokyo has a capacity of30,000, but 500,000 apply.”However, there is one blot on the landscape- an event that should be regarded as one of thegreatest in the calendar.On October 16, the 19th IAAF World HalfMarathon Championships will be staged for thefirst time in China, a country belatedly goingthrough its own road running craze with 100races planned annually in the country. Nanning,a city in the southern Guangxi Zhuang provinceand home to seven million people, was awardedthe event in November 2008. Petro-chemicalgiant Sinopec has signed as title partner.The move to one of the new hotspots of thesport is another attempt to raise the profile ofa concept which, as Wallace-Jones admits toSportBusiness International, causes the governingbody some concern.“The World Half Marathon Championshipsis an event we’re not particularly happy with aswe’re unable to attract the depth of participationit deserves. We have seen great performances atthe Championships over the years but there aretwo factors at play - the East African dominationand the commercial road running circuit, whichis such a big money sport.“The first prize of $30,000 is a significantamount of money but, as a Championship, wedo not offer appearance fees whilst events suchas London, New York and Berlin have multimilliondollar budgets.”It’s a conundrum for the IAAF that they, andtheir athletes, want a showpiece race for one ofthe most popular disciplines on their ledger butcan’t stage it within the soon-to-be annual WorldAthletics Championships as many athletes wouldrather compete for the marathon title and it wouldbe too physically demanding to enter both events.Then there are those who would prefer to chasemoney rather than titles. This means the eventcontinues to exist as a separate entity without theprofile accorded to the 26-mile crown.Despite this, there is no shortage ofcandidates to stage a spectacle which attracts300-400 runners from up to 40 nations.Debrecen in Hungary and northern Italy cityUdine are recent venues, and Rio de Janeiroused it as part of its campaign for the 2016Olympics with a successful staging in 2008.“The World Half Marathon Championships ison a scale which makes it a relatively easy eventto host,” adds Wallace-Jones. “It costs $1-$1.5m tostage so many cities see it as an affordable way toproject themselves as a venue for a global event.”The World Half Marathon Championshipsappears to be a victim of road running’s successbut as long as the mass race phenomenoncontinues to thrive the IAAF appears content.30 SportBusiness International • No.161 • 10.10

THRILLING GAMES…HARMONIOUS ASIAGuangzhou Vice Mayor Xu Ruisheng talks to SportBusiness International.What are your expectations of the AsianGames?The Guangzhou Asian Games are currently intheir preparatory period but are gradually formingtheir own characteristics:The Guangzhou Asian Games will be thelargest Asian sporting event ever held.When choosing the events for the GuangzhouAsian Games, we gave full consideration to thedevelopmental needs of sports in every Asiancountry and region, selecting 467 events across 42sports. This is the largest number of events thathave ever been featured in the history of the AsianGames, so in order to attract as large a crowd aspossible, we aim to further publicize and advertisethese events.The Guangzhou Asian Games are a culturalevent that will truly embody the multiculturalismof Asia.Together with the Olympic Council of Asia,we [the Guangzhou Asian Games OrganisingCommittee (GAGOC)] launched the “Road ofAsia” campaign. This event followed both themaritime Silk Road and the overland Silk Road,visiting all 37 countries and regions in Asia andspreading greetings and warm wishes to all fromthe people of Guangzhou, Guangdong and China.We also held a number of promotional activities- including the Treasures of Ancient IndiaExhibition, the Asian Memories photographyexhibition and an Asian arts exhibition, and wewill continue to fully display the essence of themulticulturalism of Asia throughout the length ofthe Games.The Guangzhou Asian Games will have astrong emphasis on the continuous developmentof the city after the Games.The Guangzhou Asian Games Village hasalready been built. This is the first time in thehistory of the Asian Games that the majorfunctional areas will be together in a singleplace, creating an Asian Games model with astrong focus on the design of all buildings, andnot just those which will hold sporting events.For those where events will be held, they willcontinue to benefit all residents after the Games,or become tourist destinations. The Asian Games’shooting range, for example, will merge with theZengcheng White Water Tourism DevelopmentZone; the Conghua Equestrian Court will becomethe horse breaking and training base for the HongKong Jockey Club, providing a positive push toConghua’s high-tech agriculture sector.The Guangzhou Asian Games have created anew model for market development.The Guangzhou Asian Games have led tothe development of the market and have alsocreated a new model for the development of theAsian Games market. A new benchmark hasbeen set for future Asian Games host cities. TheGuangzhou Asian Games has already signed with47 sponsors. The Hong Kong Jockey Club alsoparticipated in the design of the equestrian arenaand will be involved in its management afterthe Games, deepening the level of cooperationbetween Guangdong and Hong Kong.The Guangzhou Asian Games will be a publiccelebration for all people in Asia.The Asian sports industry is on the up, andAsian athletes are showing a greater level ofstrength in international sporting events. Weare making great efforts in all aspects of sportscommunication and IT to fully show the beautyof sport and we hope that the Guangzhou AsianGames will be cause for celebration among allpeople of Asia, spreading the same messageand values as the Olympics and reflecting thepassionate nature of this great Asian event.What does hosting the Asian Games mean forGuangzhou, and for China as a whole?This year the 16th Asian Games and theGuangzhou 2010 Asian Para Games will beheld in Guangzhou. These Games are a hugeevent for the city of Guangzhou, for GuangdongProvince, for China and for the whole of Asia,and serve not only as a platform for showing theeconomic and social development of China inthe last twenty years, but also as an opportunityto drive investments, stimulate consumption,increase domestic demand and boost the soundand speedy development of the economy.They will also allow foreign friends to learnof the modernisation of the historical city ofGuangzhou. We hope that by hosting the AsianGames, Asia and the rest of the world will seethe reform and development that has taken placethroughout Guangzhou and Guangdong; peoplewill learn about the unique Lingnan culture; andChina’s international reputation and influencewill increase. We hope the Asian Games will actas a stimulus to the reform and opening up ofGuangdong and Guangzhou, that they stimulatethe modernisation of the construction industryand promote both the physical and spiritualaspects of construction and design in the area.We hope they accelerate the further integration ofPearl River Delta cities, and they are sure to marka momentous landmark in the developmentalhistory of Guangzhou and Guangdong.How much has been drawn from theBeijing Olympics in the preparations for theGuangzhou Asian Games?The Beijing Olympics received critical acclaimfrom the Olympic Committee, both national andinternational media, and from the general public.We have taken a number of positive things fromthe success of the Beijing Olympics and putthem to full use when preparing for this event,including traffic control before and during theGames, security, event organisation and mediaservices.Members of GAGOC have made several visitsto Beijing to learn from their example, and wehave invited officials from the Beijing OrganisingCommittee for the Olympic Games (BOCOG)to come to Guangzhou and lecture. We alsomade substantial efforts to select those who haveSportBusiness International • No. 161 • 10.10 31

an experience of the Olympics to serve on ourcommittee. At the same time as meticulouslystudying the example set by the Beijing Olympics,we used previous Asian Games, the NationalGames and other major national and internationalsporting events as a point of reference. We believethis kind of deeper understanding will lend itselfto the success of the Guangzhou Asian Games.After the triumph of the Beijing Olympics,society now has much higher expectations for theGuangzhou Asian Games. We aim to build on thefoundations that the Beijing Olympics have laidand use it in the context of Guangzhou and theAsian Games. We hope to bring about a fusionof Asian culture, promote Chinese culture, andhighlight Guangzhou culture in order to makethe Guangzhou Asian Games an unforgettablesporting event.How many new sporting venues have beenbuilt for the Guangzhou Asian Games?This year’s Asian Games will make use of 53competition venues and 17 independent trainingvenues. Of these, 58 have been upgraded (82.9%of total venues) and 12 are new builds (17.1% oftotal venues). The newly constructed venues arelocated mainly in districts and county-level citiesthat were previously lacking in sports facilities,or at colleges and universities, so as to meet thesports development needs of schools and thecommunity.When designing the venues, a strong emphasiswas placed on their compatibility with Lingnan’stropical climate, aiming for a harmoniousrelationship between man and his naturalsurroundings. The need for environmentalprotection and energy conservation wasemphasised throughout construction, and wegreatly employed the use of new technologies.Full consideration was given to the developmentof a sports culture in universities and urbancommunities when it came to the design andlayout of venues, as well as the fitness needs of allpeople, and the optimisation of urban space.What benefits will the Asian Games have onGuangzhou’s infrastructure construction?The Asian Games are an amazing opportunityfor Guangzhou and will have a positive effecton the face of the city. Our theme is “Experiencethe Games, light up your life”, and the goal is forbluer skies, cleaner water, smoother transport,better housing and a more beautiful city. TheAsian Games City Project is already in full swing,as is the outline construction for our “gardencity” plan, and for the 2010 City Facelift Project.Infrastructure construction has been intensifiedin a number of areas, including on facilities forthe Games, the Baiyun airport, Guangzhou Port,Guangzhou South Railway Station, a high-speedroad network, the subway, intercity rail links,and on improving public water, electricity andgas supply. The integrated control of water andair pollution is continuing, as is the practicalapplication of an integrated treatment programmefor the improvement of city hygiene andcommunity improvement. Our urban renewaland “city village” projects are also making steadyprogress, all of which are helping to strengthen anintegrated system of urban management and lawenforcement.What role have sponsors played?This year, developmental control of the AsianGames market was passed from the OlympicCommittee of Asia (OCA) to GAGOC, allowingfor a more independent development andcreating a new development model for the AsianGames market. With this new model, no matterhow many sponsors we have or how large thesponsorship amount, we will witness a recordbreakingdevelopment of the Asian Gamesmarket.The Guangzhou Asian Games currently have47 separate signed sponsors, and all levels ofsponsorship will help contribute towards thedevelopment of the Asian Games in China,the development of Asia, and even towardglobal development. The use of our sponsors’technology, products and services has lenthuge support to the GAGOC’s preparatorywork, and it will help support the 2010 AsianGames throughout their duration, as well aseach member of the OCA’s National OlympicsCommittee.What response do you expect from the media?The Guangzhou Asian Games will be the largestsports culture event ever to have taken place inthe history of the Asian Games. There will beapproximately 9,500 registered media personnelin attendance, transmitting each spectacularmoment of the Games to the rest of the world.The media will be in and around Guangzhouthroughout the preparatory stages and theGames themselves, and are free to report whatthey wish provided that they respect the lawsof China. We have built an interview stationin the main news center in order to facilitatethe needs of registered reporters and have“These Games are ahuge event for the cityof Guangzhou, forGuangdong Province, forChina and for the wholeof Asia.”prepared a number of additional services forthose who will come to Guangzhou. We wantto show the world the vibrancy of Guangzhouand the many benefits that have come as aresult of its new era of social and economicdevelopment.Hosting the Asian Games will bringGuangzhou to the attention of Asia and the world,helping to promote Lingnan culture and show thepragmatic and creative quality of our increasinglyinternational city. By hosting an unforgettableAsian Games, we hope to fully display to theworld that Guangzhou is an open, progressive andinternational city, both convenient to live and dobusiness in. The infrastructure is excellent, andindustry well developed. There is a pragmatic,open and creative character to the city. We haveonly respect and warm wishes for people of allcultures and nationalities.Will the venues for the Asian Games be filledto capacity?The first phase of public ticket sales for theGuangzhou Asian Games officially beganMay 20th and sold over 200,000 tickets for69 events in 13 disciplines. There was a strongpublic response, and sales went very smoothly.The majority of tickets for all sports and eventsare now either sold out or are in limited supply.From July 26 to August 15, pre-event ticket saleswere steady. The ticket office received 20,000bookings in this period, of which 16,000 werefor the opening ceremony.32 SportBusiness International • No. 161 • 10.10

In what ways have the public shown theirsupport for the Guangzhou Asian Games?Guangzhou has received a huge amount ofpublic support since it chose to host the AsianGames. After winning the bid in 2004, thepublic has generally been both welcoming andexcited. Now that we are in the preparatorystages, the general public has shown evengreater support for, and participation in, theAsian Games. Many jumped at the chance tobecome volunteers or take part in Asian Gamesvolunteer group activities. As of midday onAugust 31, a total of 967,426 people had alreadysigned up as volunteers.The Asian Games volunteer group activitiesare the largest non-governmental events oftheir kind, officially beginning on June 30,2009. As of July 3 of this year, a total of 292messenger teams have traveled to 115 citiesin 17 different countries in all five continents,with over 23,000 people in attendance atthe events. This has given a real boost to thepopularity and the impact of the GuangzhouAsian Games, and their success has givenpeople a platform upon which to promoteAsia, Guangzhou and Lingnan culture. We areable to mobilise the people of Guangzhou tospread the message of the Asian Games andthe city itself using their incredible enthusiasmfor, and dedication to, the event. Residentswho attend the events are increasing rapidlyand have become an important way in which toparticipate in the Asian Games.What is the largest challenge you havecome up against when preparing for theAsian Games?Since winning the Asian Games bid in 2004, wehave stuck to our original promise and made solidprogress in the preparations for the Asian Games.We still face some challenges, however.This year’s Asian Games will have the highestnumber of people in attendance, the highestnumber of events and the largest number ofvenues. The organisation is therefore muchmore complex, and the difficulties to overcomeare larger.After the Guangzhou Asian Games, we are setto host the first Asian Para Games. There is onlya short period of time between these two events,and so preparations are even more difficult.In 2008, China hosted the Olympic Games.These were a huge success, and so have reallyraised the bar for the Guangzhou Asian Games.This year, international sporting events includethe World Cup South Africa, the Singapore YouthOlympic Games and the Vancouver WinterOlympics. The Guangzhou Olympic Games havea lot to compete with.Hosting the Asian Games is a nationalundertaking. We must, therefore, work muchharder in order to broaden public appeal, win thesupport of government policies, attract talent andeffectively utilize resources.The global economic crisis has also had aneffect on preparations for the Guangzhou AsianGames, in particular with regards to marketdevelopment.What does hosting the Asian Games meanfor Guangzhou?Firstly, the Games will help to improveGuangzhou’s urban environment.The Guangzhou Asian Games will boostimprovements to the city’s infrastructure andsurroundings, and promote economic andindustry development. Great consideration wasgiven to how the venues for the Games couldbe effectively utilised after the event in orderto benefit all city residents. When it came todesigning the venues for the Games, we usedthis as an opportunity to promote the long-termdevelopment of the city. The layout of venuesand the supporting infrastructure follows amulti-center, multi-functional plan, aiding in thetransformation of Guangzhou from a single-centerto a multi-center city. Secondly, they will elevateGuangzhou’s status as a sports city. We havebegun to hold promotional activities in schools,residential areas and villages and use the spiritand moral value of sport to spread our messageand advance Guangzhou’s status as a sportscity. Thirdly, they will help Guangzhou becomea more modern and civilized city. The AsianGames have had a positive effect on the lives of allpeople living in Guangzhou, stimulating publicconsciousness and encouraging those to volunteerand participate. GAGOC has organized a numberof volunteer activities and those who took parthave become messengers of Lingnan culture. Inpreparing for the Asian Para Games, a great dealhas been done to ensure a high level of accessibilitythroughout the city for all who are disabled. Thesemeasures will create a more civilized and modernGuangzhou and play a positive role in promotingGuangdong’s leading city. Fourth, they willhelp to make both Guangzhou and Guangdongmore internationally renowned and influential.Holding the Asian Games will bring Guangzhouto the attention of Asia and the rest of the world.Through these Games, we can better promoteLingnan culture and show to the rest of the worldour increasingly international city.Are there any other major competitions thatGuangzhou plans on hosting in the future?Hosting the Asian Games has helped Guangzhougreatly improve its sporting facilities and filledthe city’s residents with a passion for sport.In the future, Guangzhou will play host to aseries of high-profile international sportingevents, including the Guangzhou InternationalWomen’s Open.SportBusiness International • No. 161 • 10.10 33

34 SportBusiness International • No. 160 • 09.10

EVENTSof combat sports and martial arts, as wellas the ancient traditions and values of the13 participating sports, highlighting theircontribution to modern society.IN THE COMBAT ZONEThe first ever World Combat Games, held this year in Beijing,exceeded expectations according to organisers SportAccord.MISSION ACCOMPLISHED. With the inauguralWorld Combat Games, from August 28 toSeptember 4 this year, SportAccord successfullylaunched its first ever multi-sports event.Further events, such as the World MindGames (2011) and the World Beach Games(2012), are soon to follow as SportAccordpursues a global growth strategy for its membersports federations.“We want to support our members bygiving them the opportunity to get exposure toa worldwide audience,” explains SportAccordpresident Hein Verbruggen. “Our multi-sportsGames offer the participating sports a uniquechance to be on stage together and bring themcloser to the public.”Based in Lausanne, SportAccord is theumbrella organisation for 104 internationalsports federations, as well as organisersof international games and sport-relatedinternational associations. The mission is tounite, support and promote its members andtheir common aims and interests, while at thesame time conserving and respecting theirautonomy. A means to achieve this is the launchof several multi-sports Games.The SportAccord World Combat Games2010 featured 13 Olympic and non-Olympicmartial arts and combat sports, among themaikido, boxing, judo, ju-jitsu, karate, kendo,kickboxing, muaythai, sambo, sumo, taekwondo,wrestling and wushu.More than 1,100 athletes from five continentsparticipated and about the same number ofvolunteers helped deliver the event. During theeight days of competition, 136 gold medals wereawarded. Medals were won by 60 per cent of thenations taking part, including non-traditionalcombat sports nations.Russia led the medal table with 18 golds,followed by China (15) and the Ukraine (7).Competitions, moreover, were of the highestquality with top-ranked athletes taking partin around 75 per cent of the medal events. Inkickboxing, for example, the best eight athletesfrom the World Championships were presentin every discipline.In terms of doping control, all participantsreceived information from the SportAccordDoping-Free Sport Unit. One hundred andtwenty-four doping controls were conducted,including pre-competition tests in the trainingvenues and hotels, as well as tests based onboth an athlete’s performance and throughrandom selection.The World Combat Games also aimedto go beyond sport and featured a culturalprogramme that reflected the wide varietyA hosting successThe Chinese hosts, highly experienced in stagingmajor sporting events, managed the challenge toorganise the World Combat Games in 17 monthswith professionalism and dedication.The three competition venues and the trainingvenue, all former Olympic sites, met the highestinternational standards. The colourful openingceremony with spectacular show elements tookplace in the Beijing National Indoor Stadium andalmost all of the 16,000 seats were filled.The competitions themselves attracted hugeinterest among the local population. Stands werepacked during the finals and even the morningsessions attracted a large amount of spectators.Reviewing the event, Antonio Espinos,chairman of the World Combat GamesCommittee, said: “These were the first multisportsGames SportAccord has delivered. Thereare some lessons to be learned but the feedbackwe received from the athletes was overwhelminglypositive, which is most important.”For many athletes, the Combat Games 2010were the first opportunity to take part in amulti-sports event. “I am impressed by the sizeand the scope of these Combat Games, “ saidThomas Le Cuyer (USA), bronze medal winnerin the 70 kg Men’s Grappling.“I have been competing for more than20 years now and have been to three WorldChampionships, but nothing compares to thishere. This week has been a great experience.”The federations too provided positivefeedback. “The World Combat Games were ourmajor event this year and we are quite pleasedwith the outcome,” said Stephan Fox, SecretaryGeneral of the International Federation ofMuaythai Amateur (IFMA). “It has exceeded allof our expectations.”Global interest in the World Combat Games2010 was pleasing for the organisers, with morethan 30 broadcasters from five continents eitheraccredited or interested in getting content fromhost broadcaster CCTV.In order to reach out to the young and diversefans of combat sports and martial arts all overthe world, the event was especially promoted onthe internet and through social media, achievingover 55,000 viewers so far on the Combat GamesChannel on YouTube, in addition to substantialnumbers of followers and fans on networkingsites Twitter and Facebook.SportBusiness International • No.161 • 10.10 35

Creating Full TapelessWorkflowsVisit us atSportelMonacoStand B03-04Want to know more, go to

SPORTEL 2010LET’S TALK TVAs the international sports television and sports contentindustry converges on Monaco for the sector’s premierannual event, a SportBusiness International 21-pagespecial feature give a full preview of SPORTEL and looksat the hot topics in the world of televised sport.SportBusiness International • No.161 10.10 37

SPORTEL 2010IT’S BUSINESS TIMESPORTELMONACO is an institution. It is ameeting place for industry executives fromaround the world, where relationships are struckand content is bought and sold.It has been the scene of many groundbreakingdeals. While the business it serves has changedbeyond all recognition since its first outing in1990, SPORTELMonaco has continued to be themust-attend event of the industry.The event provided an alternative fortelevision executives who went to the MIPconferences down the coast in Cannes. Whenit first launched at the Loews Hotel (now theFairmont) in 1990, a mere 121 individuals from82 companies sauntered around just 15 stands.Last year, just under 2,500 delegates walked thefloor at the Grimaldi Forum and 68 countrieswere represented by 938 companies.The idea for SPORTEL was conceived byGeorges Bertellotti, a Monegasque journalistand avid sports fan, at the general assembly ofGAISF (General Association of InternationalSports Federations) in Colorado Springs inOctober 1987.With the invaluable collaboration of LucNiggli, then secretary general of GAISF, andGilles Noghès, director of the Monaco Touristand Convention Authority, who also came upwith the name, SPORTEL was born.The legacy of Bertellotti, who died in 1998,carries on at SPORTELMonaco with the Awards.The annual ceremony, at which the industry’stop names in sports production are celebrated, isone of the events that are held at the conferencealong with seminars and workshops (seeopposite page). From slow-motion for televisionto content for mobile phones, the productionindustry’s best are recognised.Winners are selected by the great and thegood from the world of sport and film. In thepast, juries have been headed by top officialsfrom sport (former FIFA president JoãoHavelange in 1995 and former IAAF presidentPrimo Nebiolo in 1997), top athletes (cyclingchampion Eddy Merckx in 2000 and Olympicswimming champion Alexander Popov in 2008)and leading names from the movie screen (PeterUstinov in 1998).This year, the panel includes BernardChenez (cartoonist, painter and writer), FrankFredericks (President of the IOC AthletesCommission), Jean Gachassin (President of theFrench Tennis Federation) and former rugbyunion player Jonah Lomu.38 SportBusiness International • No.161 • 10.10

SPORTEL 2010SPORTELMONACO 2010 CONFERENCE PROGRAMMEMonday 11 October14:30 - 16:00 Round Table:Online Sports Betting, what arethe stakes for Sport?- Which innovations introduced by theFrench law project to prevent the riskof fraud and corruption in sports?- Which legal provisions guaranteethe integrity in sports competitions?- Which business deals betweenbroadcast rights-holders andsports bodies?Speakers• Jean-François Vilotte, President,ARJEL• Denis Masseglia, PresidentFNOSC (French National Olympicand Sports Committee)• Stanislas Frossard, ExecutiveSecretary in charge of EPAS(Enlarged Partial Agreement onSport), European Council• Philippe Germond, CEO, PMU• Christophe Blanchard-Dignac,President, Française des Jeux• Francesco Ricci Bitti, Presidentof the International TennisFederation (ITF), member ofthe IOC (TBC)LocationSalle Van Dongen, level -2Tuesday 12 October10:30 - 12:30 Symposium:“Women in Sport” - The influenceof women: a chance for sportModerators• Patrick Chêne, CEO, Sporever• Richard Bunn, Chairman, RBINetwork.Speakers• Anita DeFrantz, President ofthe IOC Women and SportCommission• Nadia Comaneci, Olympicchampion• Barbara Slater,Director of Sport, BBC• Ingrid Deltenre,Director General, EBU• Bibiana Steinhaus,Bundesliga Referee• Carol Isherwood, Member ofInternational Rugby Board• Sarah Lewis, Secretary General,International Ski FederationLocationAuditorium Camille Blanc, level -214:30 - 18:30 Internationalconference: Sports Law andEconomicsSession 1 - The European Sportsmodel and Sports LawSession 2 - Sports EconomicsSession 3 - Online betting: a newmedia phenomenonModeratorDr. Maurizio Cohen, ResidentMember ACBGroup, PresidentPodium GroupLocationAuditorium Camille Blanc, level -215:00 - 15:45 Special Press Event:2010 FIFA World Cup BroadcastReviewPresenters• Niclas Ericson, Director FIFA TV• Francis Tellier, CEO of HBSLocationSalle Van Dongen, level -216:30 - 18:00 Symposium:The economic consequences of thecurrent crisis on the financing ofsport, what lessons can be learnedand what are the alternatives?SpeakerProf. Wladimir Andreff, SportsEconomistLocationSalle Van Dongen, level -2Even before thedust has settledon the last greatsporting spectacle,preparations arewell underway toensure that Londonwill surpass all itspredecessors.Road to London – a sport magazine showwith 130 episodes, 26 minutes Tel +46 8 666 04 02SportBusiness_199,3 x 127_100818.indd 1 2010-08-18 15.55

SPORTEL 2010THE FIGURE THAT WAS oneveryone’s lips this year was therecord-breaking 106 millionaverage audience US network CBSattracted to its coverage of the NFLSuper Bowl in January. But this wasby no means an isolated example.Still in the US, the VancouverWinter Olympics delivered 20million viewers on 15 occasions forNBC. To put that in perspective,NBC exceeded this score only 12times during the whole of 2009.Meanwhile, the FIFA World Cupturned in a terrific performancefor Disney-owned network ABCand Spanish-language channelSuper Bowl audience one of 2010’s many viewing records - Getty Images SportLIVE SPORT STILL REIGNS SUPREMEAndy Fry reviews therights trends and majordeals from around theworld in the past yearand sees how TV ratingsemphatically confirmedthe value of live sport toleading broadcasters.Univision. All told, 24 millionUS viewers watched Spain defeatHolland in the Final, puttingsoccer on a level with Major LeagueBaseball’s World Series.Strong viewing figures, manymore of which are on pp. 50-51,demonstrate that a successfulshowing by local talent can workwonders for ratings. In Spain,Telecinco’s share on World Cupfinal day was 80 per cent.You could see a similar trendduring the 2009 World BaseballClassic when Japan versus Koreadelivered a 37.8 rating in Japan (thehighest-rated sports event since the2006 WBC, including the 2008Beijing Olympics).The reason for dwelling on thesenumbers is that they have seriouscommercial implications. For astart, content which is imperviousto digital fragmentation is highlydesirable to advertisers, which iswhy CBS was able to command$3 million for a 30-second SuperBowl ad. It’s also very attractiveto pay-TV platforms, which havemanaged to strengthen theirposition during the recessionthanks (in no small measure) tosport. Consider the situation inthe UK, where sport has enabled40 SportBusiness International • No.161 • 10.10

SPORTEL 2010pay-TV platform BSkyB to increasemonthly subscriptions, roll-outHD-ready set-top boxes andintroduce 3D coverage.Not to be overlooked either isthat sport - both live and nonlive- is a valuable asset in theonline and mobile space. Whetheracquired as part of a TV rights deal,a sponsorship deal or a stand-alonedigital platform deal, video, news,updates, interviews, stats andresults have become a crucial partof sports fans’ daily diet - withoutdiminishing their love of watercoolerevent television.Sport: an indicator of healthFor all of the above reasons, controlof flagship sports rights tends to be agood indicator of the health of majormedia companies. Disney-controlledESPN/ABC, for example, has createda virtually flawless commercialmodel. In a nutshell, it can bidhigh on US sports rights knowingthat it will recoup via the dualrevenue streams of subscription andadvertising. From this base, it hastaken both a digital and internationalleadership position in the market.Typically, companies thatattempt to challenge this kind ofrights-based hegemony struggle(think Setanta’s high-profile andultimately failed assault on BSkyBin the UK). But what’s interestingright now is that there is a genuinethreat to Disney’s dominance inthe US - thanks to the planned$30 billion merger of cable giantComcast and NBC Universal. Asseparate outfits, ComCast andNBCU have both taken sportseriously - but lacked what it takesto compete effectively with ABC/ESPN for rights such as the NFL.Now, however, the ComCast-NBCUmarriage will create a major newplayer in US sports rights - whichought to be good for rights holdersseeking to stimulate competition.Of course, it’s not alwaysobvious in the short-term whatis good or bad for rights holders.While competition is usually agood thing, it can also have adisruptive effect - with rightsowners unwilling to trade whatthey know for a theoretical futurepayback. A good example of this isevident in the UK, where domesticand European regulators have bothtaken the view that BSkyB is toodominant in pay-TV sport. Themost recent attempt to address thiswas UK media watchdog Ofcom’sdecision to place a cap on whatSky can charge rival platforms thatwant to carry its premium sportschannels, like Virgin Media and BTVision.Sky is understandably furiousabout this. But more interestingis the position of the EnglishPremier League. At first sight, youmight suppose the Premier Leaguewould welcome more competitionbetween platforms. But its actualposition is that Ofcom’s ruling isan “ill-judged and disproportionateintervention” which will “damageall sports”. While not quitepredicting the collapse of society,the Premier League says: “It willbe harder to recruit and retain toptalent, youth development willcome under pressure, investmentin grounds and facilities will bedeferred and, in the case of football,the ability to contribute to the gamewill be severely diminished.”Why so resistant? Well theanswer probably lies in the factthat the Premier League’s bigcommercial upside over the nextfew years will be the internationalmarket - where its TV rightsrevenues are booming. Forthe Premier League, anythingthat destabilises its domesticrelationship with BSkyB is apotential threat to that growth. Bycomparison, Ofcom’s attempt todeliver UK choice is a sideshow.YouTube finds sport in 2010A similarly conflicted situationsurrounds new media giantslike Google, which ownsYouTube. Here, the storyof the last few years hasbeen whether to attackGoogle/YouTube on thegrounds of digital piracyor seek to use it as a way ofcreating new connectionswith sports fans (somethingthe NBA elected to doSportBusiness International • No.161 10.10 41

Brazilian football is unique. It’s not only aboutthe fierce competition and the incrediblypassionate fans. Brazilian football has a touchof magic: the raw talent of the players createspoetry in motion, an atmosphere of excitementand anticipation.If you want to have a top entertainment packagefeaturing the championships that reveal theworld’s greatest footballers, contact Globo TVSports or go to We have thefootball the whole world dreams about.SPORTEL MONACO-VISIT US AT STAND I.14

SPORTEL 2010LOVING IT LIVELAURENT-ERIC LE LAY, CHAIRMAN AND CEO OF EUROSPORT, TELLS KEVIN ROBERTSHOW TECHNOLOGY IS CREATING THE POTENTIAL FOR INNOVATION AND IS ENHANCINGLIVE COVERAGE AT THE CORE OF ITS PAN-REGIONAL OFFERING.WHEN JAMES CAMERON’S 3D film Avataropened in Paris, Laurent-Eric Le Lay was at thehead of the ticket queue.Not that the 43-year-old head of Eurosport wasinterested in booking two seats together in theback row. Instead he booked the entire cinemain a special Friday morning showing for many ofEurosport’s 700 or so Paris-based staff.Le Lay saw the Avatar experience as a glimpse ofthe future and was determined to share that visionwith the staff who help keep Eurosport in thetechnical vanguard of sports media.It was, say the people who work with him,typical of the man. Le Lay may be the heir to apioneering French broadcasting family, but hisfocus is firmly fixed on the future.His staff say he never ceases to be excitedabout the way that technology is impactingon the way the public can share the sportingexperience - both in terms of quality and depthof coverage.When senior staff were recently issued withcompany iPads, their instructions were neitherproscriptive nor designed to limit and controltheir use. Instead they were encouraged togo out and discover for themselves what themachines could do and how they could helpthem do their jobs.It is this enthusiasm for the possibilities oftechnology and the ways they can be employedthat has distinguished Le Lay’s years at the headof an organisation which has, he believes, becomemore than simply a broadcaster.After receiving an Advanced Diploma inFinance from the Université de Paris 2 in1989, he went on to obtain a Masters in MediaCommunications from the École Supérieure deCommerce in 1990. Le Lay’s career began in1990, working as a Management Co-ordinatoralongside the Director General of Carat TV.Le Lay joined Eurosport in 1993 after protractedbirth pangs which had seen it launch in 1989 asa joint-venture with the European BroadcastingUnion and go off the air in 1991 before being rebornunder its current owners TF1.Today Eurosport operates six channels, is seenin 59 countries and is available simultaneously in20 languages. Perhaps ironically for a broadcasterwhich carries the geo-defining Euro prefix, it hasbecome a global brand with Middle Eastern andAsia-Pacific operations….so far.And there’s more. Eurosport has becomea significant event promoter in areas such amotorsport and continues to play a central role inintroducing its far-flung audiences to new sports.The sum of all this equates to something thatrather defies the limiting definition of “sportsbroadcaster”. Instead, today’s Eurosport is a true“multi-media” platform that places huge valueon innovation and improving the experience ofits audience.In the potentially intense and sometimes bloodyfinancial battles for exclusive sports rights to theworld’s major properties, Eurosport is more or less anon-combatant. At the negotiation table, Eurosportdoes not enter into inflationary bidding situationsfor certain sports rights such as major domesticfootball league rights, for example, but it doescontinue to deliver a vast portfolio of sports contentacross its broadcast, mobile and online platforms.In doing so it has contributed significantly tothe popularity of HD and the development of3D TV while remaining one of the few placesviewers can be sure of finding a broad range ofOlympic sports outside Olympic years. You wantbiathlon, for example - you know you can find iton Eurosport.Le Lay has fundamental beliefs in Eurosportas an entity, its mission, and the growing role ofsport. “Major sports events are becoming morethan just sport - they are important social eventsand media is playing a key role of reinforcing thevalue of these events,” he says.“Interest is growing everywhere. Fascinationfor sport used to be confined to smaller groups,but now everybody is part it - whole nationsbecome involved. Because of this I feel sport ismore important than ever before.“Today sport is not just about the match itself.It is about the press conference, the build-upand everything else that goes with it. That iswhere new media and social networking becomeso important. They help create more and more44 SportBusiness International • No.161 • 10.10

SPORTEL 2010interest - and this places more responsibility onthe role of the players and the federations.“Sport is no longer just a game. It affects thelives of people. We all know of the research thatputs national mood swings down to sportingperformance and says sporting success generatesa feel-good factor.“Politicians have come to understand thisand that is why, in many countries, sport is atthe centre of national life. They understand thepower of sport and what it can achieve for theircountries and their people.”And Eurosport’s focus on technology is seen asa way of unlocking the power of sport and bringingit closer to a broad, pan-continental audience.“For us technology is always an opportunity.It is in our DNA,” adds Le Lay. “We were one ofthe first sport-specific channels, one of the firstto broadcast events extensively and we never stoptrying to introduce people to new sports. We areabout all sports for the whole family and our aimis always to maximise the experience.”Le Lay’s primary focus is on the live event, thebuilding block for everything the organisationdoes. His office is dominated by a massive HDscreen showing live pictures, allowing him tokeep an eye on output at all times.“The pure live concept is central to us. Whenit comes to sport only live really works. You don’tget the same emotional response as a viewer ifthe action is not live and our goal is to show liveLaurent-Eric Le LayChairman and CEO,EurosportLe Lay received an Advanced Diploma inFinance from the Université de Paris 2 in1989, going on to obtain a Masters in MediaCommunications from the École Supérieurede Commerce, Paris, in 1990. His careerbegan in the same year, working as aManagement Co-ordinator alongside theDirector General of Carat TV.In 1993, he joined Eurosport to create thesports rights sales agency. Six years laterhe took charge of internet developmentwithin Eurosport and launched EurosportNews in 2000. At the beginning of 2002,he became Deputy Managing Directorof Eurosport France and only one yearlater was named Managing Director ofBroadcasting at Eurosport, in addition tobecoming Head of Sports Acquisitions atTF1 Group, Eurosport’s parent company.In 2006, Le Lay was appointed Chairmanand CEO of the Eurosport Group and in June2008 took the same position at EurosportEvents, the group’s specialist division inthe management and development ofinternational sporting all year around,” he says.“In covering an event we use all the technologyat our disposal to bring viewers closer to theevent. We are seeing that now in our coverageof the Monte Carlo Rally. In the past rallying hasrarely been covered live but we believe that iswhat’s needed.”And of course, providing hours of live coverageis only part of the picture. “Today there is a widerstage to see content on,” Le Lay adds.“While TV remains our core business weare also a leader in online sports content andwe are determined to be available on as manymobile devices as possible. Our recent iPhoneapp was a great success, we’re also on the iPadand it won’t stop there. “This, then, is the three-screen strategy whichdrives Eurosport. In essence it’s simple - usethe technology available to extend the brand byextending the reach of content and deepening itsimmersive nature.“Internet has been THE opportunity,” says LeLay. “It was the internet that got us into sportsnews, and this is an important component of ouroffer as it is complimentary to everything we do.“The internet has given us a tool to createinteractivity between TV and viewers. In sportsthat are on screen for hours, like cycling, ouronline offering provides all the information aviewer needs to be right up to date and follow theevent when they are away from the TV. In sportsSportBusiness International • No.161 • 10.10 45

SPORTEL 2010Technology means that everyday we canhave a dream and make it come football our commentators are able to interactwith fans and that colours their commentary.“Our multi-platform offer is designed to allowthe consumer to be in control. They can chooseand customise content and access it on the bestpossible screen. It means you should be able toget Eurosport everywhere.“We are now at the beginning of whattechnology can offer. The iPhone and iPad arehaving an impact and I am sure that next yearsomething else new will happen.“But we believe that TV is the best way ofwatching sport. TV delivers a fantastic quality andwhen we produce events we try to make thingsmore intense and create a whole new experiencefor the viewer.“Of course HD brings a new element to this,and 3D is an entirely new experience. It is hugeand spectacular. Three-dimensional TV needs tofind a new mix. The effects of 3D are intense andyou can’t use them all the time. We started offby producing a few effects to demonstrate whatcould be achieved but now we are working on theways we use 3D across an entire event.“Look out for 3D in motorsport for example.That is one area where we have seen 3D reallyreinforce the experience. I am sure that 3D will bea great [commercial] success in the future. Rightnow we are just at the beginning.”The speed of the 3D revolution is indicated bythe partnership between Eurosport and Panasonicwhich this year saw the two deliver 3D coverageof the French Open from Roland Garros to 6,000Panasonic stores in 58 countries. In 2011 the aimis to have 3D coverage of the tournament in thehomes of consumers.Le Lay believes ultimate connectivity betweenplatforms will come soon, and the TV will be thenucleus. “We are working on products whichbring live pictures and on-screen data together.The aim is to have everything on one screen,”he says.“We don’t want to make the viewers act as theeditor. They don’t want to do it and we need tounderstand and respect that.“It is in the home that the potential forconvergence is the greatest - it is where the threescreens meet. This offers potential for greaterconsumer engagement.“We need to offer advertisers ways to reachincreasingly fragmented audiences and reachtheir targets wherever they are. Three-screenTV or convergence is both a challenge and anopportunity for advertisers and we will work withthem to help better understand the opportunitiesand to adapt their content and strategic placementaccordingly.”Ultimately, Le Lay says he is gripped by theexcitement that comes from being at the leadingedge of change in the sports broadcastingindustry.“This is,” he says, “a great job.”“It is about sport - which I love - and thedifferent ways in which people in differentcountries enjoy and relate to it. And working withtechnology means that everyday we can have adream and make it come true.”Aside from having its finger firmly placed onthe technological pulse, it is also important tonote that Eurosport is an unusual broadcasterin that it has diversified its business to becomeinvolved in sport further upstream: as an eventmanager and promoter.It’s a part of the business which has beenclosely associated with the FIA’s World TouringCar Championship, the International RallyChampionship and other motorsports events.Eurosport and Eurosport Events are alsointrinsically involved in the Fédération EquestreInternationale (FEI) Champions Tour.“We want to get involved with events where wecan add something,” Le Lay explains. “In the caseof equestrianism, almost everything on TV wasdelayed or in magazine format. Our challengewas to broadcast it in a way that would bring it toa new audience.“I think we have done that with our livecoverage and the way we use our expertise andeditorial resources to follow the horses andriders. We try to combine out talents with thoseof the federation and organisers to build a greatpartnership. Not all sports are as big as footballand we like to work with those which we canopen a window for.“We go into 120 million homes across Europeand our aim is to add value by the way we presentsports to that audience. It is really about creatinglong-term partnerships with sports - for maybe10 years or so. It is my job to try to help sports, toreinforce the goodwill towards them. Sport needsus and we need them.”So what is the challenge for sport and forEurosport in the years ahead?“Sports have to be ready to let their rulesevolve and we can help them to take advantageof the available technology that can help theirsport develop and deliver something new,” LeLay asserts.“They need to pay attention to attracting youngpeople - that’s something they just have to accept.As sports mature it is important they don’t stoptrying to do something new; they need to lookfor fresh ways of presenting themselves and newangles for the narrative.“That’s what will keep the fans watching andensure that the audience keeps building. It’s amatter of keeping events alive in the minds of theaudience.”In many respects Laurent-Eric Le Lay andEurosport have a unique role in sport. Hischannel is growing its audience and continuesto provide a unique service not only to viewersbut to sports which might not otherwise enjoythe oxygen of TV exposure and its attendantpossibilities for sponsorship.The brand is defined, in part at least, byits willingness to investigate and embracetechnologies and Eurosport is now recognisedway beyond Europe’s boundaries. It is also wellpositioned for further geographic growth, withoperations in Africa and Latin America to belaunched in the not-so-distant future.The liberalisation of France’s gaming lawstoo has paved the way for the take-off of anotherrevenue stream in the guise of the EurosportBet service, and Eurosport’s partnership withPanasonic has helped grow the market for HD TVand looks set to do the same for 3D TV.Eurosport continues to evolve and Le Lay isanxious to be part of the evolution of which sportsthe channel covers.“In 10 years football will probably still be thedominant sport in the world but if you look 50years ahead I think we will see that some newsports events will have the room to not just toexist, but become popular,” he adds. “And that’ssomething we want to be part of.”46 SportBusiness International • No.161 • 10.10

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SPORTEL 2010THE WORLD’S TOP 20… MOST INFLUENTIALBROADCASTERSSportBusiness International recognises the executives who determined how and what was broadcast in a yearthat included two of sport’s mega-events: the football World Cup and Winter Olympic Games. The list has beencomplied from the votes of SportBusiness International subscribers and the analysis of an expert panel.Jeremy Darroch (Chief Executive, BSkyB)In 2010, Darroch spearheaded BSkyB’s 3Dproject, launching a dedicated channel for thenew technology in the UK. Under his guidance,the broadcaster reported an 11 per cent growthin revenues to £5.9bn for the year ending June 30.No wonder last year he was given a pay rise andbonus taking his total wage packet to £2.68m.David Hill (Chairman and CEO, Fox Sports)An innovator in on-screen graphics, Hill is stillone of the moderniser’s in the sports broadcastindustry. This year he gambled on the 3D airingof Major League Baseball’s all-star game, and onthe growth of soccer in the US, following up FoxSoccer Channel with Fox Soccer Plus and movingthe UEFA Champions League final to free-toair.Since January, Hill has overseen 19 regionalsports channels and the Speed and Fuel networks.Manu Sawhney (Managing Director, ESPN STARSports)Sawhney is driving ESS towards India and playeda central role in the pan-Asian broadcaster’sacquisition of English Premier League rights inthe country (in addition to 17 other markets) from2010-11 to 2012-13. Sawhney also made inroadsinto another essential Asian market in 2010,appointing a Beijing-based managing director ofoperations to facilitiate future growth in China.Imtiaz Patel (Group CEO, Multichoice SouthAfrica)Patel’s recent promotion at South African pay-TVbroadcaster Multichoice was the latest milestonein the executive’s rise within the company hejoined ten years ago as a director of enterprisesat the SuperSport channel. Prior to being hired bythe group he was director of professional cricketat the United Cricket Board (UCB). In March 2005Patel was appointed CEO of SuperSport SouthAfrica, which also made him chief executiveofficer for the SuperSport United football club anda member of the Premier Soccer League board.Jian Heping (Executive Director of SportsProgramming, CCTV)Chinese state-broadcaster CCTV had its 2010sports coverage marked by two footballrelatedmoments. Firstly it decided to take astand against corruption in the local game bysuspending the broadcast of national teamgames at the East Asian Championships. Later,it deployed 74 staff members to cover the FIFAWorld Cup - the broadcaster’s first major eventsince the 2008 Beijing Olympics - even though theChinese team was not participating.Erick Shanks (President, Fox Sports)Five months after the January reshuffling ofFox’s cable networks, Shanks was brought backto the company he joined in 1994 from DirecTV.In his new stint, Shanks has been looking afterthe day-to-day operations including marketing,promotion, communications, business and legalaffairs. He replaced Ed Goren, who became vicechairman of the Fox Sports Media Group.Nasser Al-Khelaifi (General Manager, Al JazeeraSport Channels)Pan-Arabian broadcaster Al Jazeera pulled offa major coup last November by acquiring ArabRadio and TV (ART)’s six sports channels for anestimated $1 billion. That made Al Jazeera -already a rights holder for major sports eventssuch as the Italy’s Serie A, the UEFA ChampionsLeague and the French Open tennis - theexclusive regional broadcaster for the Africa Cupof Nations (from 2010 to 2016) and the 2010 and2014 FIFA World Cups.Laurent-Eric Le Lay (Chairman and CEO,Eurosport)Le Lay continued to build the business across anumber of countries and technologies in 2010by launching a series of initiatives such as aUK iPhone player application, the broadcast ofcricket’s World Twenty20 in 15 languages, and 3Dcoverage of the French Open tennis to more than3,000 retail stores across the continent.Brian Roberts (Chairman and CEO, Comcast)Roberts’ main achievement of 2010 is stillto come if the cable operator’s $30bn dealto acquire a 51-per-cent controlling stake inGeneral Electric’s NBC Universal is approved. Alarge part of Comcast’s $3.82m lobbying spendduring the second quarter this year was topersuade lawmakers and regulators to approvethe takeover that would transform the businessfounded by Robert’s father, Ralph.James Roures (President, Mediapro)The power of Roures over Spanish football can bemeasured by a recent discussion about the datefor the next Barcelona-Real Madrid derby. Thegame is scheduled for the weekend of November27-28, but when Catalunya president José Montillaannounced the general elections for Sunday 28, itwas Roures - and not the league - that raised theissue of a clash. The €600m per year his Mediaprocompany pays for La Liga’s broadcasting rightshave seen him successfully launch pay-TV footballchannel Gol TV last season and plan a spin-offchannel launching in the near future.Mohammed Najib (Head of Sports Channels, AbuDhabi Media Company)Najib was behind Abu Dhabi Media Company’sacquisition of the English Premier League rightsstarting in 2010-11 - the third season of Manchester48 SportBusiness International • No.161 • 10.10

SPORTEL 2010Left to right: David Hill, Jeremy Darroch, Manu Sawhney and Shailesh RaoCity’s ownership by the Abu Dhabi royal family.As proof of the importance it attaches to thecompetition, the broadcaster will air all 380 gamesto North Africa and the Middle East across sixchannels - four of them 24-hour.Shiego Fukuchi (President, NHK)After publicly pledging to clean the sportfrom yakuza-organised crimes influence andillegal gambling, the next step by Japan SumoAssociation chairman Hanaregoma was to knockon Fukuchi’s door. The head of Japan’s publicservicebroadcaster could have pushed thesport even deeper into its crisis by upholding thesuspension of sumo coverage after he cancelledthe broadcast of a tournament for the first time in57 years this July. For an executive who took officevowing to regain people’s trust, it was a necessarymove, but Fukuchi decided to reward the sport’sefforts to clean itself by resuming coverage.Marcelo de Campos Pinto (Executive Director,Sports Rights, Globo)After losing the rights for the 2012 Olympics torivals Record, Brazilian commercial-broadcasterGlobo and Pinto frustrated advances from Recordon other fronts, acquiring a number of highprofileevents to maintain Globo’s dominancein sport. Although the rights for the 2016 RioOlympics will be shared by the rivals, de CamposPinto obtained exclusivity for UEFA Euro 2012 andFormula One. His big challenge will be securingan extension on the Brazilian Campeonato deal,the main sports property in the country.Marc Joerg (Head of Sports Rights, EBU)The European Broadcasting Union has beentrying to make up for the lost ground since theInternational Olympic Committee rejected its bidfor the 2014 and 2016 Olympics. But with EBUbroadcasters boasting excellent viewing from theVancouver Winter Olympics and the FIFA WorldCup, Joerg this year sealed agreements with theInternational Ski and Aquatics Federations.Ross Hair (Managing Director EMEA, ESPN)Former vice president of international networksfor Sony Pictures TV, Hair was hired last monthto replace Lynne Frank, who oversaw the launchof ESPN in the UK but returned to her native US.British-born Hair, who was director of strategicplanning at ESPN STAR Sports in Asia beforejoining Sony, will need to ensure the network’sUK operations keep growing despite thebroadcaster losing half of its 46 Premier Leaguefootball games from this season.Shailesh Rao (Managing Director India, and Mediaand Platforms Director Asia-Pacific, Google)Rao presented Google as a sports player earlierthis year when the online company signed anagreement with the Indian Premier League cricketto stream games live across the world (except inthe US) via its video-platform YouTube. At the timeof signing Rao stressed the platform’s potentialto take sports to a global audience. A few monthslater, YouTube agreed a partnership with MajorLeague Baseball for delayed full-length matches.Hans-Holger Albrecht (President and CEO,Modern Times Group)Swedish-based pan-European broadcasterModern Times Group gained a significantadvantage over Canal Plus in its home country thisMarch by snatching English Premier League rightsfrom its main rival. By breaking what was seenas a tacit agreement between the two to shareEurope’s top football properties (the PremierLeague and the UEFA Champions League),Albrecht provided its company with an almostirresistible sports offer for Swedish households.SportBusiness International • No.161 10.10 49

sportel 20102. James Murdoch (Chief Executive, News Corp. Europe and Asia)If News Corp’s purchase of the 61 per cent in BSkyB it does not alreadyown goes ahead, the company will fully control the country’s dominantpay-platform in addition to nearly 50 per cent of the UK press. As chiefexecutive of News Europe and Asia, it will be down to Rupert Murdoch’sfourth son, James, to wield all this power and manage more than halfthe group’s revenues. At only 37 years of age, he has earned the backingof his father by proving himself a top administrator and adding value tothe company he is now ready to acquire completely.3. Dick Ebersol (Chairman, NBC Sports)US-broadcaster NBC has come under a lot of criticism this year forits broadcast of the Vancouver Winter Olympics and its preference fordelayed coverage and highlights over live events. However, the strategysupported by Ebersol to save the best of the day’s action for primetimeslots paid dividends and the network achieved a 14.2-rating-pointaverage, attracting around 24.5 million viewers per night and endingAmerican Idol’s six-year unbeaten viewing record. By delivering figuresthat were second only to the Lillehammer Games in 1994, Ebersoldemonstrated he still has what it takes to cover an Olympics successfully.#1George Bodenheimer (President, ESPN)As a member of the sales team in the south-west of the country,Bodenheimer played a role in ESPN becoming a US-wide sportsnetwork. Later, as the company’s president, he oversaw the launch ofnine out of the broadcaster’s 46 international networks, expanding itsreach to over 200 countries and territories.However, there was a key market where ESPN was still to make anentrance. Not anymore: the collapse of Irish broadcaster Setanta’s UKoperation last year, and the subsequent availability of English PremierLeague rights, was the perfect opportunity for the US cable giant toannounce the 2009-10 season as its first in the UK.Back home in the US, the network enjoyed record audiences for itsbroadcasts of the FIFA World Cup in South Africa, airing 25 games liveon its newly-launched 3D channel. It also saw its online and mobileoutlets achieve 4.9 billion minutes of World Cup content usage.The ESPN president has revealed an interest in bidding for the2014 and 2016 Olympics in the US in conjunction with sibling companyABC, and this might be his biggest task ahead as the InternationalOlympic Committee waits for the post-recession American advertisingmarket to heat up again.50 SportBusiness International • No.161 • 10.10

Official Media PartnerVisit and learn more about the best football in Brazil.Tel.: +55 51 3396-1313 | Fax: +55 51 3396-1304

SPORTEL 2010SEAMUS O’BRIENCEO,WORLD SPORTS GROUPTHE SPORTBUSINESS DEBATE“I predict that the Telcos willeffectively become the majorplayers, the content aggregatorsof the future. This is alreadyhappening in some parts ofthe world and the patternwill continue.”LOOKING TO THE future, we will see rights salesfall into two distinct groups. First of all live rightswill be sold on a ‘medium neutral’ basis, that is tosay across all available and appropriate platforms.Delayed rights, however, will be sold byplatform, using all existing media and anynew platforms that develop over time. This ishow rights owners will get the best value fortheir rights.The reason for the split is because live sportsare one of the few content genres that still havethe ability to generate massive audiences fortelevision and drive subscriptions to new media.I don’t think that there is any doubt that therights sales process will be led and driven bytechnology. The iPad is the game changer here:it is the ultimate convergence tool and a cleardemonstration of where the development oftechnology is taking us and the sort of impact itwill have.We are also seeing the beginning of the nextstage in the evolution of media with the changingrole of the Telcos. I predict that the Telcos willeffectively become the major players and thecontent aggregators of the future. This is alreadyhappening in some parts of the world and thepattern will continue.However, as Telcos are not naturallyconsumer-facing brands in terms of licensing andaggregating content, I think we will see a wave ofacquisitions of existing broadcasters by Telcos.The broadcasters are seen by consumers as‘trusted brands’ and are where they instinctivelygo to find content. The difference in the futurewill be that these ‘broadcast’ brands will be thecontent divisions of Telcos. It is a step which savesthem the time and expense of building brands.This is a significant and natural step for theindustry, rather like the change from black andwhite to colour, to satellite and cable and theintroduction of HD and 3D.“As we approach the end ofthe first decade of the 21stcentury, what are the keydevelopments and trendswhich will shape sportsmedia in the next 10 years?”In a fast-changing media world, the premium attached to quality ‘live’content shows no signs of diminishing anytime soon.And while soaps and other types of content have, from time-to-time,turned the clock back three decades to capture the ‘edge’ of live broadcasts,the plots and outcomes remain controlled by writers and directors.Live sport remains the best unscripted drama on the market and so longas there is competition for audiences among broadcasters, it is likely thatthere will be significant competition for rights, continuing to drive-up pricesfor the most popular content.The big question facing our experts is who these ‘broadcasters’ will beand how they will package, deliver and support their expensively-acquiredlive content.The emergence of HD as a global standard for sports broadcast, togetherwith the increasingly confident strides being taken by 3D, means that thetelevised sports experience is more immersive and compelling than everbefore. As directors work to develop a 3D playbook that allows them todeliver all the benefits of the technology with none of the nausea-inducingside effects, there is an even more persuasive case for arguing that televisionoffers a better sports experience than the stadium.But to wring every last ounce of value out of their rights, broadcasterswill have to look beyond live and provide a comprehensive support packageof news, information, statistics and even betting opportunities which grabthe attention and loyalty of consumers and never lets them go. Inevitablythat means developing more content for a wider range of devices, includingapps for iPhones, iPads and competitor products. Sport has its best everchance to be where the consumer is 24/7, and while it may be true that fanswill tend to watch sport on the biggest, highest quality screen available tothem, the supporting narrative and background conversation about themain events is likely to take place on mobile handheld devices.There are also inevitable issues about who the broadcasters of the futurewill be. With Telcos and major internet brands already playing roles indelivering sports content, there is a school of thought that these are thepower-houses of sports distribution in the years ahead. But who will they be,how will they operate and what will become of the broadcast brands thepublic has come to love?Here’s what our experts think.52 SportBusiness International • No.161 • 10.10

SPORTEL 2010NICLAS ERICSONHEAD OF TV ANDNEW MEDIA, FIFAOLI SLIPPERJOINT-CEO,PERFORMNEIL OUGHTONDIRECTOR OF CONTENT,INPUT MEDIA“We’ll see aggressive inroads of newentrants into the media landscapewhich will create fresh opportunitiesfor sports. This will not onlygenerate a higher evaluation ofmedia rights but also offer effectivesponsorship opportunities.”“Technologies will make it far easierfor rights owners to broadcast andmarket television offerings directlyto the consumer, cutting outthe broadcaster.”“Stronger, more robust andincreasingly more flexible technicalsolutions will be required if we areto meet all the demands asked ofus. Producers will need to becomemore technical, and techniciansmore editorial.”HOW SPORTS MEDIA develops in the comingyears is dependent on the industry’s ability tounderstand and exploit the convergence of mediaand communication technologies.The sports media industry will be able to costeffectivelyproduce and deliver content suitable forthe varied consumption of the sports fan, whetherthe fan is at home, on the move or in a café or bar.It will be interesting to see how platforms furtherconverge and new software standards enablesearch across platforms and devices.Another significant aspect in the sports mediaìndustry’s development will be fully understandinghow to monetise content on new mediaplatforms such as social media. This will takeenormous speed in the coming years with newtechnologies and applications in fields such astargeted advertising.We can also expect a new or different trendtowards monetisation of sports content via‘apps’ compared to today, where the internet isconsidered free of charge. In this process, sportsmedia platforms will be more interactive andmore personal - more emphasis will be placed onthe possibility of sharing content and experiencesby the sports fan.I think too we will also see aggressive inroads ofnew entrants into the media landscape which willcreate fresh opportunities for sports. This will notonly generate a higher evaluation of media rightsbut also offer effective sponsorship opportunities.Certain sports will also produce new formatssuch as 3D and expand the offering around thecore content - for example non-match footage.For us at FIFA, it is above all important tocontinue developing basic TV coverage as thiswill remain our main exploitation in the coming10 years.In short, the future is promising for sportbusiness.AS WE COME to the end of the first decade of the21st century, it is apparent just how much thesports media landscape has changed over the lastdecade. Choice has widened and audiences haveaccordingly fragmented as more sport than everbefore is available through varying forms of media.We have already seen media consumption habitsshift dramatically in the last ten years, with fansconsuming sports content, once exclusively thedomain of TV and radio, on multiple devices viamany different communication technologies.We are only seeing the tip of the iceberg though,and the life of linear TV broadcasters will becomemore and more uncomfortable unless they adapttheir business models and follow the consumer tothese new platforms, with tailored content offeringsfor PC, tablet, smartphone, connected TV and aplethora of other devices that will undoubtedlyemerge during the next decade.Key developments will surely be Apple andGoogle’s push into the living room with theirconnected TV strategy. We have already seen theimpact both these technology behemoths havemade to sports content owners’ ability to monetisemobile content through their iOS (Apple) andAndroid (Google) operating systems, turning acontent set that was previously unmonetisable intoa significant revenue opportunity.If Google and Apple TV do really take off, we maystart to see not only the business models of linearad-funded television networks come underpressure, but also pay-TV operators. To date bothhave been recession proof - largely driven byconsumer willingness to pay for premium live sport- but technologies will make it far easier for rightsowners to broadcast and market televisionofferings directly to the consumer, cutting outthe broadcaster.Other themes we are likely to see includeleagues following the US model and retaining aproportion of their live games to launch anddistribute their own multi-platform channels,widespread Twitter bans and the creation of‘super short’ variants of all sports.THE OLYMPIC MOTTO ‘Citius, Altius, Fortius’ –Faster, Higher, Stronger – was coined in the late19th century to usher in the era of the modernGames. Today this old-fashioned mantra couldeasily be adopted by all of us working in themodern sports media – production or technology- as we face the challenges of the next 10 years.Fundamentally, we need to shape up andbecome even more flexible to ensure we ride thepunches diversity will throw at us while deliveringcontent to many different platforms.Over the next decade, technological innovation,combined with new, cost-effective productionsolutions, will mean live event coverage becomesan option for all sports – not just those with thehigh-profile rights traditional broadcastersclamour for.Expect diversity to dominate over the nextdecade. While live football will continue todominate traditional mainstream broadcasting,expect other sports increasingly taking their fightfor visibility onto internet and mobile platforms.As platforms like Project Canvas in the UKcombine broadcast with broadband content anddeliver both to TV, so the challenges will mount.New sports will emerge onto TV screens fromthe shadow of football and they’ll expectprogramme production techniques customised tosuit their specific needs, platforms and markets.As producers, we have to adapt - continuing towork on high-end, traditional sports broadcastswhile finding different ways of working to createcost-effective content that fits the new, TVinternetplatforms.The pace of change will continue to beunrelenting. HD is still not standard across theindustry, yet 3D lurks menacingly on the blocksready to launch another race for knowledge overthe next decade.Stronger, more robust and increasingly moreflexible technical solutions will be required if weare to meet all the demands asked of us.Producers will need to become more technical,and technicians more editorial.SportBusiness International • No.161 • 10.10 53

COMPANY PROFILEA YEAR TO REMEMBERFOR IMG MEDIAContinued investment in facilities, the agreement of significant new contracts and the growth of existing business havemade it a memorable 12 months from IMG Media and created a platform for future growth.IN THE 12 MONTHS since the majorplayers in sports media last gathered forSPORTELMonaco, economic conditions haveimproved and the market for sports rights hasbecome more favourable.It has been an economic environment inwhich IMG Media has thrived, with each of thecompany’s operating divisions - production,facilities, technical services, distribution, archivemanagement and closed circuit - reporting newand renewed deals and income growth whileinvestment in new hardware and facilities hascreated a platform for future growth.Production is a key part of IMG Media’sbusiness and the new HD 24/7 PremierLeague Content Service has been one of themost challenging projects undertaken by thecompany in recent times. In the same monththat IMG’s Singapore production hub launchedMio Stadium, another 24/7 Football Channel forSingtel, and an all-year-round Racquets Channelfor Starhub comprising tennis, table tennis,badminton and squash. Coupled with the trottingchannels in production in Stockholm and Oslo,there no doubt that IMG has established itsreputation as a channel and programming blockcontent factory, bringing a new dimension to thisestablished business model.That capability was seen in action at the 2010Ryder Cup, the largest single outside broadcastevent in the UK. IMG is the key component ofEuropean Tour Productions, which broadcast aHD world feed lasting 12 hours per day to overhalf a billion homes and 200 territories aroundthe globe. The 18,000sqm TV compound saw 900staff working with 50 different broadcasters on sitein 30 outside broadcast trucks. Over 100 cameraswere used to produce the tournament coverage,which for the first time included a unilateral 3Dfeed produced exclusively by Sky Sports.In addition IMG Media is also involved inthe host broadcast of the 2011 Asian WinterGames in Guangzhou, China, and had over 100personnel working at the World Cup in SouthAfrica for HBS (Host Broadcast Services). Theteam had over 200 people working on cricketproduction of the Indian Premier League,continues to produce football for sn, andproduces snooker, darts and the Football LeagueShow for the BBC.Looking ahead to 2012, IMG will producethe 2012 Paralympics with Sunset and Vinefor Channel 4 and will also cover Wimbledonand The Open golf for ESPN. It’s an unrivalledportfolio of major sports event production thattouches every corner of the globe.Continued investment is key to the company’ssuccess and significant capital has been investedin IMG Sports Media’s facilities division,Mediahouse, to service the next generation ofbroadcasters. Construction of a new 800sqft,five-camera HD production studio for use bythe Premier league Content Service - which isbroadcast 24 hours a day to Europe and Asia– has been completed, while the new StudioD joins the busy studio complex providing theBBC’s Football League Show and ESPN UK’sfootball programmes.IMG’s Digital Spine is now in service,providing digital archive to key federations suchas the All England Tennis Club and the PremierLeague. This media asset management systemprovides a state of the art digital storage systemand features a powerful search engine thatallows complex queries of footage, all of which isextensively logged. This summer has also seen amajor upgrade of productions systems from SDto HD with the vast majority of systems beingHD capable.To keep ahead of the game, IMG technicalservices have invested in MPEG-4 satellitetechnology for the distribution of PremierLeague, Euro 2012 Qualifiers, FIVB (volleyball),Chelsea TV, Ajax TV, Barca TV, Manchester CityTV, WPBSA Snooker, Eredivisie, and Russian,Belgium, Swiss, Danish, Ukrainian, Indonesian,and Argentinean football leagues. The divisionnow manages the technical distribution of onaverage seven events per day.IMG Media now holds the world’s largestportfolio of sports programming with over19,000 hours of content. Football, tennis,badminton, golf, boxing and action sports haveTHE TEAMFrom left to right:Michel MasquelierChris GuinnessBen NicholasKristian HysenIoris FranciniRupert HampelAdam KellyMichael MellorNick Chesworth54 SportBusiness International • No.161 • 10.10

COMPANY PROFILEall demonstrated growth and there has beenrecent successes in FIVB and MotoGP.As well as renewing and extending existingproperties, IMG Media has grown its catalogueof football rights. New deals include a four-yearagreement to distribute the Argentinean league,the addition of Ukrainian and Indonesia leaguesglobally and deals to represent Serie A andPremier League rights in selected territories inEurope. Manchester City TV was added to thestrong portfolio of club channel rights whichalready includes Chelsea, Barca TV and BayernTV. IMG Media also won the rights to handleGerman FA and Cup sales across Asia-Pacificand secured unprecedented coverage of theGerman Cup matches on TVB in Hong Kong.The company has also acquired the rights toLega Calcio’s TIM Italian Cup for the next twoseasons in 30 territories worldwide.In tennis, IMG has renewed exclusiveconsultancy agreements for the ATP MastersSeries and the ATP 500s. The rights for ATPNice Open, Estoril Open (WTA/ATP) and ATPSt. Petersburg Open have also been added to thecompany’s catalogue of tennis properties whichnow represents a package of 13 ATP 250s andWTA International events – up from five in 2007.In addition, IMG Media brokered a 10-yearrenewal for the Australian Open with ESPNin the US and Latin America with rights feesup 36 per cent increase on the current deal.Representation agreements for the MubadalaWorld Tennis Championship (Abu DhabiExhibition with Federer and Nadal), Federer vNadal in Madrid and Zurich, ATP ChampionsTour and the French Open warm-up MastersGuinot Mary Cohr have all been renewed.Growth in badminton is illustrated by arecent agreement with the Badminton WorldFederation (BWF), to represent all media rightsfor all its major events. Besides the WorldChampionships, IMG Media will market majorBWF events such as the Thomas Cup (the Men’sWorld Team Championship), Uber Cup (theWomen’s Team Championship), the SudirmanCup (the World Team Championship), WorldJunior Championships and World SeniorChampionships.IMG Media’s extensive golf catalogue -which already included the European Tour, TheOpen, US Open, PGA Championships andthe LPGA - has been bolstered by the additionof the Asian Tour. The agreement deliveredexponential growth in the first year in termsof both of coverage and revenue. In Asia alone10 separate broadcast deals have been finalisedwith additional reach across Middle East, NorthAmerica, the UK, continental Europe and Africa,with total broadcast in over 110 territories.One of the most innovative and widelyreporteddevelopments of the last year has comein the world of boxing where IMG has joinedforces with AIBA (the International BoxingAssociation) to form the World Series of Boxing(WSB). The series will launch on November19 and 20 with teams competing in threeconferences based in the Americas, Europe andAsia. Boxers form 50 different countries will fightfor city-based franchises in Mexico City, Memphis,Los Angeles, Miami, Istanbul, Paris, Moscow,Milan, Beijing, Astana, Baku and Delhi in the firstever World Professional Boxing team event. Therewill also be individual titles and the winners willstill be eligible for the Olympic Games.IMG Media also continues to grow in theworld of action sports. Their overall strategy inthis space is to work alongside the best-in-breedseries, events and brands. Snowboarding’s TicketIMG represents 250 ATP and WTA events - Getty Images Sportto Ride (TTR) tour is recognised by the athletesas the best that the sport has to offer and isbenefitting from IMG Media’s expertise acrossrights distribution, production, events, licensingand sponsorship via a new alliance. The world’sbest snowboarders take place in the major (6*events) across the globe (as well as a numberof the lower 5* events) and it is regarded as thegenuine Snowboarding World Tour.IMG is also partnering TTR and WorldSnowboarding Championships for their majorevent taking place in Oslo in 2012. This groundbreakingWorld Championship event will offerthe most exciting and innovative snowboardingcompetition in the best possible conditions.It will be the first independent SnowboardingWorld Championships since 1999.IMG Media’s existing, establishedrelationships continue to develop. There aremany examples of achievement during the lastyear but this is perhaps is best illustrated by thedevelopment of the Diamond League from theprevious Golden League structure in athletics.IMG Media has agreed a distributionagreement with the Diamond League to sellthe TV and media rights for the period 2010 to2014. In the first year revenues have exceededexpectations with broadcast in 120 countries.Most of the athletics meets could be seen livein all majors markets including Germany, UK,France, Italy, Spain, US and China.IMG Media has also continued to produceand distribute the high-quality weekly magazineIAAF Athletix as well as taking on distributionrights for additional competitions such asZagreb, Hengelo and Moscow. It’s safe to saythat IMG is now established as the leading TVpartner for one-day athletics meetings.In the second year of a production andSportBusiness International • No.161 10.10 55

COMPANY PROFILEdistribution agreement with the InternationalVolleyball Federation, FIVB, both revenue andexposure have increased. Volleyball’s WorldLeague is now covered by 28 broadcasters across100 territories with revenues up 240 per centcompared with 2008. The World Grand Prix hasseen its broadcaster numbers more than doublewhile beach volleyball rights are now distributedto 40 broadcasters covering 130 territories. Thetotal number of broadcasters for World Tour andWorld Championships has also doubled.IMG Media’s relationship with MotoGPcontinues to develop and multi-year renewalshave been brokered for MotoGP in South Africa,Bosnia, Serbia, Croatia, Singapore amongstother territories.Rugby World Cup is set to be the megaevent of 2011 and IMG’s recently-extendedrepresentation agreement has borne immediatefruits. The relationship started in 1993 and mediavalues have grown from £20 million in 1995 to aforecast £150 million in 2015. This growth is bestillustrated by the recently concluded deal in theUK: this has been secured by ITV in a deal for2011/15 at more than £80 million.IMG is also playing a key role in expandingthe popularity and footprint of AmericanFootball’s NFL with games being broadcastin more territories than ever before. Rightsrevenues have increased by over 30 per cent withnew markets benefitting from the excitement ofa sport built for sports fans. Now in the secondyear of a representation agreement for rightsdistribution in selected markets, the plan forfurther growth is well and truly on track.The company’s relationship with thegoverning body of snooker is set to developand advanced discussions are under way toextend the existing long-term agreements. IMGis expanding worldwide media arrangementsacross all rights with fees up by a factorof 40 over recent years. IMG produces allinternational highlights, increasing to 10 eventsfor this 2010/2011 season and growing steadily.The company plays an integral role within thenew organisational structure, helping grow theWorld Snooker calendar both in terms of thenumber and calibre of events and helping todevelop sponsorship opportunities.With Brazil set to be centre-stage as host of the2014 FIFA World Cup and 2016 Olympic Games,IMG Media has recently been focusing specificallyin Latin America as advisor to the InternationalOlympic Committee for the 2010/2012 and2014/2016 Games. The expansion of the rolepreviously focused in Europe and Asia hasdelivered significant results. In Brazil 2014/2016there has been a threefold increase in revenueswith a multiple grant of rights to the three mainterrestrial broadcasters including TV Globo andRede Record. In Latin America, regional terrestrialrights deals for 2010/2012 have seen increases ofbetween twofold to fourfold. IMG Media has alsoadvised on the sale of the rights in Mexico for the2010 Youth Olympics as well as the 2010 WinterOlympics in Vancouver.In entertainment, following the sale ofTiger Aspect and Darlow Smithson, IMGEntertainment has worked to build up itsthird-party catalogue. The strength in WorldWar Two programming - which makes IMGone of the leaders in the genre, going back tothe award-winning series Colour of War - hasbeen augmented by such titles as World War 2in Colour and HD, Nazi Collaborators and NaziHunters – all of which have been launched overthe last year. The Lifestyle catalogue has beensignificantly extended by the acquisition of thedistribution rights to the Pilot Productions GlobeTrekker series of over 200 hours of high-qualitytravel titles and IMG has taken a first step intodrama production through their co-production ofParis Connections, the Jackie Collins TV movie,which will launch in the final quarter of this year.In areas of rights specialisation, furtherdevelopments are continuing to occur whichexploit previously untapped opportunities.IMG Media’s closed-circuit division hasconcluded recent arrangements with the FIFAWorld Cups 2010/2014, the Premier league andFormula One. The division is also developing anin-ship live sports channel to launch by the firstquarter of 2011. This will be closely followed byan in-flight channel later that year.After the very successful release of theBritish and Irish Lions ‘behind the scenes’DVD, IMG Media’s home video team aredeveloping similar concepts for releases onRyder Cup, The Ashes and the Cricket WorldCup. The division is a key supplier of sportscontent to iTunes UK, France, Germany andAustralia with USA and Canada to follow.A far more proactive approach to short formcontent is being implemented to maximisesales for IMG clients. The archive division hasrenewed its agreement with the Premier Leagueand won the Scottish Premier League tender fortheir content. By placing archive experts aroundthe world to work with clients, productioncompanies, ad agencies and major brandsfurther growth is expected in this area. Digitaldevelopment within archive content continuesto push the full service offering. Whether thisIMG now in its second year of NFL rights representation - Getty Images Sportbe via YouTube, by developing customised Apps,or by the creation of Digital Libraries – IMG canoffer the best solutions for clients to exploit theirarchive in the digital world.IMG Media is also continuing to focus on thesynergies between the various departments ofproduction, sponsorship, distribution. The resultsof this have been seen throughout 2010 via newand soon-to-be-released offerings in the market.Action sports is a genre with huge potentialfor growth with new and young audiencesdriving its development. On TV most majorbroadcasters lack the experience to targetacquisitions as they simply do not have theexpertise in-house to fully appreciate the contentin this space. In Adrenaline.TV IMG mediahave created a block of premium programming,ensuring that high-quality content is deliveredin an area many believe to be key to growing theaudiences of tomorrow. The weekly five-hourblock of actions sports showcases individualevents and programmes of the highest calibrefrom the genre and is available now for deliveryvia satellite to broadcasters globally.Launched at the beginning of 2010 GolfingWorld comprises one hour per day programmingfocusing on instructionals, resorts features, eventhighlights, news and player profiles. After just100 shows it has now reached a global reachof over 300 million homes. IMG Media hasrecently created a specially-edited 26 minutemonthly in-flight version of Golfing World thathas guaranteed distribution on 10 global airlines,reaching millions of passengers every month.IMG Media has never been in better shape.By taking advantage of opportunities presentedby the recent economic difficulties, the companyhas grown its portfolio, market share and clientbase. It has built a unique structure, with everyelement of the business under one roof, creatingof a new dimension of content supply and anevolved business model. That’s an importantplatform for growth.Company Profiles are an advertorial servicefrom SportBusiness. For more informationplease contact Stuart Lewis on +44 207 9543479 or at stuart.lewis@sportbusiness.com56 SportBusiness International • No.161 • 10.10

SPORTS MARKETING SPECIALTHE FUTURE OFSPORTS MARKETINGAs we prepare to move into the 21st century’ssecond decade, Matt Cutler looks at the commercial,economic, media and social factors shaping the sportsmarketing environment outlined at SportBusiness’Sports Marketing 360 conference last month.SportBusiness International • No.161 • 10.10 59

SPORTS MARKETING SPECIALSPONSORSHIP’SDIGITAL FUTUREEffective use of digital mediagives sponsors unparalleledopportunities to get up close andpersonal with members of targetgroups. But how will the relationshipbetween sponsors and digital mediadevelop and how will it change therole of sports marketing? Here’swhat the panel of experts said.Jeff Nathenson - Action ImagesAd-funded not for everyoneJeff Nathenson, Head of Partner Managementfor Google’s YouTube in Northern Europe,warned rights holders that they need to haveflexibility in the digital space when it comes tosport being shown on the internet. He said manysports are determined to make consumers payfor sport when in fact an ad-funded, free-to-viewstrategy is the best option for both exposure andfinancial return.“We think there is a great amount offlexibility with pricing in the market place,” hesaid. “The consumer will pay a premium forsome sports but there’s others for which there isjust no market for a subscription-based model.A lot of sports keep on chasing the subscriptionor premium payment model when there’s notreally a market for it. It is my job to show them,through the YouTube platform, that there will be60 SportBusiness International • No.161 • 10.10

SPORTS MARKETING SPECIALSPONSORS HAVE THEIR SAYA specially-commissioned SportBusinessSponsor’s Survey, in association with SMGYouGov, has captured the views of over 50major sport sponsors from the UK, Europe,North America and Asia.The 50 brands – including Visa, AmericanAirlines, Yahoo, Seiko, Petrobras, Fosters,Office Depot, Santander, Vodafone and EDFEnergy - agreed to share their thoughts undera guarantee of anonymity.Toxic wasteFollowing the well-publicised private life ofgolfing superstar Tiger Woods earlier thisyear and the alleged extra-marital relationsof Wayne Rooney reported as recently as lastmonth, our 50 brands were unequivocal onthe big question of “toxic talent”: one-third ofrespondents agreed that sport had to cleanup its act to continue to be a role model andbrand vehicle, and 23 per cent went furtherby suggesting that some sports are now sotainted that no sponsor would sensibly gonear them.Of those who said they plan to stickwith sport sponsorship in the future,many said they were looking at a range ofadditional protections: 17 per cent weredisinclined to sponsor individual athletes,21 per cent said they actively consider thegovernance record of a sport before makinga decision to sponsor it or not and 23 per centsaid they were building legal escape clausesinto their contracts.Perhaps surprisingly, 35 per cent of brandmanagers said their view of sponsorship wasunchanged despite a number of negativeheadlines in 2010 across a variety of sports andathletes – although only one executive went asfar as to say scandal adds to the spice of sportboth for current and perspective partners.Big is still beautiful?One of the perennial debates in sportsmarketing concerns the size/value equation:should sponsors invest tens and hundredsof millions of dollars to back the largestsporting properties when they could getbetter value elsewhere?Survey respondents were clear that globalreach is a high priority for investing in thelargest sporting properties: 76 per cent ratedthis either very important or important.When asked whether the Olympic Gamesor FIFA World Cup dominates the sportinglandscape during the duration of its respectiveevent, almost 70 per cent agreed that theWorld Cup does. For the Olympics the figurewas only 48 per cent and 31 per cent said thereare opportunities to capture attention evenduring a winter or summer Games.When asked about overpricing, 56 per centagreed that the Olympic Games offers poorvalue for sponsors. By contrast 43 per centfelt the same about the World Cup.Many global brands were happy to go onrecord that sport must deliver much morein order to justify the current prices and toachieve the double digit inflation of rightsvalues that have characterised the biggestproperties in the near future.Connecting with sponsorsA big talking point at Sports Marketing 360conference was the emerging gap betweenmajor sponsors and sports properties interms of engagement.Three-quarters of brand managersstressed the importance of engaging withtheir target audience online and a significant48 per cent said they feel sports propertiesshould give their partners greater access tomarketing databases.Corporate Social Responsibility has beenhigh on the agenda, especially during therecession where ‘community investment’was for a while the more acceptable faceof sponsorship. This tendency is still in theminds of brand managers as 65 per centfavour sports properties which help themconnect with communities and a further10 per cent list CSR as their highest priorityin a partnership.Finally, whilst better access to athletes isstill a plea from many sponsorship decisionmakers,over half (52 per cent) want sportto provide more immersive marketingopportunities: clearly, for many brandsconnecting deeply and emotionally is likely tocontinue to be a top priority.The full results of the SportBusinessSponsor’s Survey will be included in theSponsorship Decision Makers Yearbook,published this month. To register yourinterest contact Adam Barker

sports marketing specialSponsorship’s Digital Future panel - Action Images“Previously people were on theirlaptops whilst simultaneouslywatching sport. Now the two sit sideby-sideand that opens up interestingpossibilities of social interaction.”more money on a free-basis but give them thetransactional model if they so wish.”Adaptive streaming technologyStefano D’Anna, global managing director ofPERFORM Media Sales, said all the digitalsports specialists’ video products have adoptedadaptive streaming technology which creates abetter experience for the user. The technologyautomatically adapts a user’s streaming inaccordance with his or her internet connection.“This [technique] takes away from watching ona small video player and transforms it into a bigscreen experience,” he said. “For us it’s importantbut the whole industry has to move with it.”Interactivity on IPTVJeff Nathenson said the launch of Google TVin the United States this month is one of manyexamples of IPTV platforms which have moreand more to offer in terms of connecting anaudience with sport.“Google TV is similar to a smartphoneapproach to streaming sport. Sponsorship cansit comfortably on the home screen of yourtelevision set. And when you boot up yourtelevision, it is set immediately to your favouritesport event and your favourite sport sites willalso be there.“When we streamed the Indian PremierLeague [on YouTube this year] there was theTwitter feed next to the action. Previously peoplewere on their laptops whilst simultaneouslywatching sport; now the two sit side-by-side, andI think that opens up interesting possibilities ofsocial interaction with a sport.“It’s a really interesting area to look at interms of sport and sponsors engaging and askingquestions of their audience while events aretaking place. With some of the IPTV platformscoming out I really think we are on the cusp oftrue interactivity, and we know sports fans love tobe interactive with their content.”“When there’s that degree of interactivitythere’s obviously an option for sponsorsto jump in,” added Nic Fletcher, Head ofSport Sponsorship at UK mobile phone andbroadband provider O2. “With Android/GoogleTV technology and 4G capability – thingsthat were previously ‘sci-fi’ but are now notthat far away – it’s incredibly interesting andempowering for mobile phone operators.”Facebook groups and fan pagesCharlie Dundas, Global Sponsorship Director atthe MediaCom agency, outlined the “enormous”value of social media fan pages, the mostpopular being social media platform Facebook,for the communication between both rightsholdersand brands with their target audience.“The digital guys at MediaCom place greatvalue on Facebook fans and similar online62 SportBusiness International • No.161 • 10.10

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sports marketing speciallocations because of the willingness of people tocome into that environment,” he said.“These areas are more and more becomingplaces where brands can go to have a dialoguein addition to traditional, offline channels. Icouldn’t give a monetary value, but in terms ofstrategic value, it is absolutely enormous.”Nic Fletcher used the example of the brandactivationthrough Facebook that O2 undertookaround its sponsorship of the England rugbyunion team: “We wanted to create something atthe grassroots, participatory level.“We could’ve used traditional mediums suchas outdoor or radio, which probably would’vebeen quite expensive, but what we did wasidentify rugby fans on Facebook and use theplatform to launch and run the campaign…thatengendered banter within Facebook groups andwent viral. It’s a classic example of the blurredline between digital and reality.”“Sport is missing a trick when it comes toFacebook,” added YouTube’s Nathenson. “Weusually just push news and information atpeople without necessarily being interactive.”Role of gaming“EA Sports is really driving forward in thearea of in-game dynamic advertising,” saidMediaCom’s Dundas.“They see the partnership opportunitiesthat can come out of it through playing gamesonline and being able to interact at any momentpossible with people.“EA see they have a really powerful platformwith hugely entertaining content which canbe cut and diced in all kinds of different ways,for example mobile versions of games releasedelsewhere on other platforms.”Digital space: more exciting than real life?Can sports brands create their own events in thedigital space that are more exciting than the realthing? “Parkour (free-running) is a sport wherepeople are trying to work out how to take it andturn it into an Olympic sport,” said Nathenson.“I think that is one of those sports than camefrom nowhere and no-one really knew what itwas until it was all over the place on YouTube.It will be interesting to see when you get sportslike this that come from ‘underneath’, howone can harness it creatively and turn it intosomething that’s sustainable.”GPS technologyWhen asked what the next hot technology forsports marketing would be in the digital space,O2’s Fletcher picked out GPS location-basedtechnology, such as social networking websiteFoursquare: “I think for a brand this throwsup a lot of opportunities… RFID [radiofrequencyidentification – tracking someone’smobile phone through the use of radio waves]en-masse and genuine contactless technology isnot that far away.”Dundas added that how to use augmentedrealityhas been a hot topic in his agency over thepast year: “IBM did one at Wimbledon wherebyif you had the right phone you could point it at acourt and the right information came up. There’sclearly an application for it but building it into acommunications strategy is something that getsleft at the door for the moment.”“Social media fan groups arebecoming areas where more and morebrands can go to have a dialoguein addition to traditional, onlinechannels. It is enormous in termsof strategic value.”64 SportBusiness International • No.161 • 10.10

SPORTS MARKETING SPECIALThe Sports Marketing 360 audience - Action ImagesPre-order your Yearly Sport Key Facts -2010 issue: complete World Cup analysis includedEurodata TV WorldwideThe only official providerof sport TV audiencesacross all competitionsfrom all over the worldWE SPEAK TVContact:Louis MAURAN, Head of Sport ServicesTel: +33(0) 1 47 58 36 56 - +33(0) 6 46 38 42

SPORTS MARKETING SPECIALPATRICK NALLY – THE FOUNDING FATHER OF SPORTS MARKETINGIf brands want to connect using sport, it has to be done with very clear, bespokeobjectives. It has to be done in this way if a brand wants to connect in a very positiveand meaningful way.Things have changed. With multi-channels, iPods and IPTV broadband, the worldis a very different place. We see today that conventional advertising is broken, andfrom where I see it, conventional sport sponsorship has also lost its edge.As we start looking to where to go in the future, we clearly need to respond bygoing almost back to basics. We need to have a clear brief, a clear magnate and aclear understanding; we need to know whatever we are purchasing – be it rights, apackage or a relationship – that that brand connection absolutely works and achievesthe objectives that we are setting out to reach.Federations need to understand more about the sport business. Federations havehad it too easy for too long because for a long-time these sponsorship packages werecontinually being purchased and increased by 20 per cent – it was very easy for themjust to keep renewing in the old order.If you look at federations outside the IOC and FIFA, the continual decline ofsponsorship and sponsorship relationships is very significant.The important thing for brand connection is creating relevance. We have to seethat all future sponsorship programmes operate with a very relevant context.If there is a very clear understanding of what you are trying to achieve witha relationship, obviously you can maximise it. You can get a fair market price –because both you and the rights holder have a very clear understanding of what youare getting back from it. It means you can establish very clear rationale and goals andtherefore create what I am advocating – a bespoke sponsorship programme.Although we have seen so many changes over the last 10 to 15 years, digital mediais going to have a very significant influence in how we operate in the future. Thereis a revolution going on and there is no question that there is a fundamental shift inthe way we communicate.This is a very exciting time. But sports federations need to realise that there hasbeen a change and that it’s a great opportunity.“Conventional advertising isbroken, and from where I see it,conventional sport sponsorshiphas also lost its edge. We need torespond by going back to basics.”66 SportBusiness International • No.161 • 10.10

L’Organisation pour la Paix par le Sport4 TH PEACE AND SPORTINTERNATIONALFORUMMONACO, 1-3 DECEMBER 2010Under the High-Patronage of HSH Prince Albert II of MonacoA GROWING SUCCESSSINCE 2007:450 participants85 countries40 InternationalSports Federations42 NGOs40 internationalathletes35 governments32 National OlympicCommittees20 global companies10 IOC members8 UN offices3 days of discussions20 hours of debatesThe world's most influential decision-makersfrom sport, peace, members of the privatesector and civil society unite to put sport atthe service of sustainable peace.CooperationCoordinationDecision-makingPEACE AND SPORTImmeuble Les Mandariniers42 ter Boulevard du Jardin Exotique98000 MONACOtel. +377. 97. 97. 7800contact@peace-sport.orgApply for the Peace and Sport Awards● Peace and Sport Image of the Year(in Partnership with SPORTEL MONACO and AFP)● Best Peace Project from an International Sports Federation● Sports Event for Peace of the Year● Best Sports NGO for Peace● Corporate Social Responsibility Initiative of the YearFor further information, please contact Nicolas Petit or visit

SPORTS MARKETING SPECIALDAVID STUBLEY - MANAGING PARTNER, SPORTENTThere has never been a more exciting time to do what we do. If you don’t feel that, andyou are hanging onto the walls - and some people in Lausanne are holding on morefirmly than others - then you really have to get out and do something else because thisis a very exciting, creative and innovate time to be working in the sport media.We are working in a business of killer content. You don’t get any better than livesport. And it’s great news as far as sponsorship is concerned because live sport issomething you can’t edit out.We have seen consistent 12 per cent growth in sponsorship spend year-onyearsince 2000 and in 2009 it grew by 8 per cent. Advertising is on the floor butsponsorship continues to grow.I think partnership is an overused word in our business. People are largelypedalling the same inventory but there isn’t a lot of creativity. When you talk aboutpartnerships, the rights holder and sponsor really need to understand each other.It’s amazing how many people in the business now call themselves ‘partnershipmanagers’ and that’s great.But we’ve got to see some new currencies and new ways of paying for sponsorship– and it should be linked to whether a business grows or a brand grows. Or it shouldbe perhaps linked to creating content together – why should brands and rightsowners not be working together to build websites and Facebook and Twitter pages? Itis content that’s good for both.I think data, and knowing the power of a database, is the new rock ‘n’ roll. Itgives brands the ability to work through affinity marketing and brand products– a lot of people will secure the rights when they do the contracts but they won’tnecessarily activate them.I think people have paid lip-service to the importance of grassroots sponsorship- putting money into schools or the environment - but we really have to see peopletaking more meaningful long-term programmes which benefit both sport and athletes.Cities are important. They are going to be the new sponsors. They don’t fire theirmarketing director every two years and they have a very long-term perspective onthe power of events. Many of them have a very well-thought-through economicimpact model.“I think data, and knowing thepower of a database, is the newrock ‘n’ roll. It gives brands theability to work through affinitymarketing and brand products.”The Sports Marketing 360 conference video isnow available, visit www.sportsmarketing360.comfor more information.The next Sports Marketing 360 is scheduledfor September 2011 in London, please to be involved.68 SportBusiness International • No.161 • 10.10

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INTERNATIONAL FOCUSGERMANYDRIVING THE ENGINES OF GROWTHJonas Falk investigates the key driversbehind the powerful German sportsmarket and identifies the strengthsand occasional weaknesses in itssponsorship and broadcasting sectors.ENGINES ARE ROARING. Gears are shifting.The smell of burnt rubber stings the nostrils.Welcome to the racetrack.Motorsport events in Germany are, at firstglance, about entertainment; but behind thescenes Germany’s racing circuits look more likecentral business districts.Business lounges at circuits make visitorsfeel like they’re actually strolling through aflashy urban area. Huge multi-storey trucksare transformed into some of sport’s mostimpressive facilities: each of them is a modernair-conditioned communication centre withconference rooms, catering, sun decks andmany more luxury amenities.But even more important than the facilitiesare the guests. They are nearly always veryimportant people. Standing next to one of thestars of world football or a chief executive officerof a multi-billion-dollar sports company isn’tawkward - it’s key behind the concept.One of Germany’s most important venuesof this type is the DTM (German Touring CarChampionship) Business Lounge poweredby Deutsche Post, the world’s largest logisticsgroup. Decision-makers from all businessdomains meet at sport events, so businesslounges at sporting venues present the idealrelaxed atmosphere for meetings.“In general, hospitality is an integral andfinancially important part of our businessin Germany and a decisive reason for manycompanies to become involved in sportsponsorship - especially in times whencustomer loyalty and relationships have becomemore and more important,” says ReinhardtWeinberger, managing director of sports andmedia marketing company Infront Germany.70 SportBusiness International • No.161 • 10.10

INTERNATIONAL FOCUSGERMANYMOST INFLUENTIAL GERMAN SPORTS EXECUTIVESFormula One’s McLaren-Mercedes at Hockenheim - Getty Images Sport“Now that the economy is improving again,the demand for hospitality opportunities isincreasing and both the professional andamateur sports will benefit.“Interestingly, we see a trend that moreprivate individuals - so called `yuppie fans` - areamong hospitality clients, in place of some of themore traditional corporate clients.”Hospitality, in particular, seems to have gotback on track following the economic downturn.But then again, sport sponsorship in Germanynever really diverted off its course.“Sponsorship showed its strength duringthe tough economic times in contrast to classicadvertising,” says Philipp Hasenbein, CEO of theSportfive agency, Germany’s biggest sports rightsmarketer. “The ad market’s crisis, after whathad happened in 2001, already provided thesponsorship business with an exceptional boom.Franz BeckenbauerAlthough the “Kaiser“ haspassed the torch of BayernMunich presidency to UliHoeneß, Beckenbaueris still an omnipresenticon in Germany. One ofthe best football playersto have ever graced the Earth, Beckenbauerhas done pretty much everything from playingto fundraising, from managing to playing aninstrumental role in bringing the 2006 WorldCup to Germany. The country listens wheneverBeckenbauer weighs in with his opinion.Dietmar HoppHopp is one of the most controversial men inGerman sports history. The co-founder andformer CEO of German software company SAPhas put a significant amount of investment intosport in the Rhein-Neckar area by becominga patron for various clubs - most notablyHoffenheim FC - which has rapidly been turnedfrom a local amateur club into a Bundesligatitle-contender. Hopp’s investment inHoffenheim has been strongly criticised by otherclubs, fans and parts of the German press.Stephan AlthoffHead of corporate sponsorship for DeutscheTelekom, Europe’s largest telecoms company,Althoff manages Germany’s biggest sportsponsorship budget. While the majority goes toBayern Munich and cycling, Althoff also spreadsinvestment regionally (basketball in Bonn),nationally (disabled sports, national anti-dopingagency) and internationally (NBA basketball).Herbert HainerThe CEO of adidas alsohandles one of Germany’slargest sport sponsorshipbudgets. Hainer uppedadidas’ profits fromfootball to €1.5bn in 2010.Football is the company’s bonanza - particularlydue to ties with the German football federationand FIFA - but NBA basketball and minornational teams, such as bobsleigh, are alsoimportant to adidas’ business plan.Christian SeifertAs CEO of the Deutsche Fußball Liga, thetop-tier German football divisions, Seifert isaccountable for German football’s strategicorientation. The Bundesliga is financially strongand in a position to become the best league inEurope within the next decade. The amount ofmoney Seifert gets for domestic TV rights from2013-14, the packages for which are currentlybeing preparing, will play a central role in this.Alfred DraxlerDo you think that writing people out of a jobis a tabloid cliché? Think again. Germany’sBILD Zeitung tabloid has the highestcirculation of all European newspapers andassistant editor-in-chief Alfred Draxler, whoruns the sports department, is considered anagenda-pursuing agitator by many.Theo ZwanzigerWhile his power as president of the DFB,the German Football Federation, seems tohave decreased in recent years, Zwanziger’sbackground and the importance of theorganisation means he continues to carryinfluence. Zwanziger is a lawyer who haslearned the ropes in politics as well asthe business of sport - and the DFB is thefederation with the largest membership in theworld.Dieter ZetscheMercedes-Benz has been one of the trueheavyweights of German sport sponsorshipfor decades and Dr. Zetsche, CEO of carmanufacturer DaimlerChrysler and head ofMercedes Car Group, leaves no doubt thatthis will continue to be the case. Naturally,Mercedes is engaged in motorsport, butit’s also a sponsor of the German FootballAssociation and Zetsche has increasedMercedes’ commitment to both golf andequestriansim in recent years.Thomas BachThe 1976 Olympic goldmedal winner in teamfencing represents theinterests of no less than27 million sportsmenand women in 89,000 clubs. President of theGerman Olympic movement, Bach is the mostinfluential German sports politician on theinternational stage. He has been a member ofthe International Olympic Committee since 1991and a member of its executive committee since1996.Werner Wenning/Marijn E. DekkersChemical and pharmaceutic company Bayeris one of Germany’s biggest sport sponsors.A total of 27 sports clubs bear the nameBayer in their emblem, the most famousbeing the Bayer Leverkusen football team.Bayer is committed to sports on multiplelevels from professional to recreational todisabled sports. Bayer CEO Werning Wenningstepped down on October 1 to be replaced byDr. Marijn E. Dekkers. Dekkers moves fromhis position as CEO of scientific equipmentmanufacturer Thermo Fisher Scientific.SportBusiness International • No.161 • 10.10 71

INTERNATIONAL FOCUSGERMANYAnd when the advertising market slows down,creative communication strategies become moreappreciated.”Globally, there was a 15 per cent increasein the number of sport sponsorship dealsin 2009 compared to 2008, accordingPricewaterhouseCoopers and sportsmanagement consultancy IFM. Germanbrands Daimler, Deutsche Telekom, adidasand Volkswagen alone signed five of the 20largest contracts in 2009. This representedan investment of €367m and DeutscheTelekom’s three-year, €75m deal with BayernMunich became Europe’s third-biggest singlesponsorship deal when it was signed last year.Sponsorship spendThe annual ‘Sponsor Visions 2010’ study,undertaken by TNS Infratest on behalf of theHamburg-based Pilot Group since 2000, breaksdown the financials of Germany’s sport businessindustry.An estimated €4.2bn will have been spenton advertising in the country by the end of thisyear. The largest part of that amount, €2.6bn,is estimated to be sport sponsorship while just€900m goes to media, €340m to public andsocial projects and €300m to cultural activities.German sport sponsorship investments areexpected to reach €2.7bn by the year 2012, outof an estimated total sponsorship industryworth €4.4bn.“The German sponsorship market is ona high level compared to others and is veryprofessionalised,” says Hasenbein. “Clubsand agencies tailor their sponsorship offersto the specific needs of their clients’ wishes.The sponsors professionalise their activities byclearly defining their goals and activating andembedding their sponsorship into their entirecorporate communication strategy. In addition,the number of reviews of the performance of acompany’s investments are on the rise.”The Sponsor Visions study 2010 indicatesthat football, handball and beach volleyballhave the biggest growth potential in Germany.Biathlon, motorsport, boxing, basketball,swimming and cycling are also expected to showlong-term growth.“Football, led by the Bundesliga, is theundisputed number one when it comes tosponsorship. Handball has maintained a highstandard as well,” Hasenbein explains.He also emphasises the importance ofGerman stars in other sports which createattractive sponsorship options. “Formula Onehas become more attractive again in Germanydue to Michael Schumacher’s comeback andSebastian Vettel’s success,” he says.“Maria Riesch winning in alpine skiing andMagdalena Neuner’s great performances inbiathlon has also had similar positive effects.”In contrast to that, equestrianism, volleyball,tennis, inline skating, snowboarding and sailing- sports where German stars are in short supply- are expected to lose audiences and sponsors.Beyond that, it is important to emphasisethe prominence of naming rights deals,which have become an unrivalled sponsorshipoption in Germany. Munich-based Allianz, thesecond-largest international insurance andfinancial services organisation in the world, paysBayern Munich €6m per year for the namingof Bayern’s Allianz Arena - Germany’s mostvaluable deal of its type. Club naming rights arecommon in the Beko Basketball Bundesliga butwhen it comes to league title rights, the ToyotaHandball Bundesliga leads the field with Toyotapaying an estimated annual sum of €2m.One recently-signed sponsorship dealmarked another first in German sport businesshistory. The 2010-11 German Bundesliga seasonhas its first ever official league ball, named‘Torfabrik’ (‘Goal Material’) made by adidas.The five-year deal, announced during the SouthAfrica World Cup where adidas’ Jabulani ballcaused so many headlines, is worth €25m.Herbert Hainer, adidas CEO, explained the dealwould help German-based adidas underline itsposition as the number one football brand in theworld by reinforcing and developing its presencein the all important “home country’s market”.Less is moreThe modification of sponsorship structuresis another trend in Germany. Last year, theGerman Football Association (DFB) andits marketing partner Infront successfullyintroduced a new, integrated marketing conceptfor the DFB Pokal (also known as the DFBCup - German football’s annual knockout cupcompetition). The number of advertisers wasdrastically reduced and an exclusive, premiumenvironment was created, with a unified designconcept created to offer “stronger” branding inall stadia for DFB Pokal matches.“Based on the concept of ‘less is more’,a reduced number of commercial partnersand a clear sponsor hierarchy increases thelevel of exclusiveness and brand awareness”,Infront’s Weinberger explains. “It is quality andexclusiveness that sells.”As a result, the DFB Pokal has becomeone of Germany’s most sought-after brandcommunication platforms. All four TOPThe DFB Pokal is now a hot sponsorship property - Getty Images Sportpartners for the 2009-10 season - Bitburger,Deutsche Post, Jack Wolfskin and T-Home -achieved measurable success in reaching theirrespective audiences, thanks in part to recordbreakingaudience figures on TV. The DFBsays cumulative viewing figures rise 20 percent to hit 729 million in 2009-10 and the finalbetween Bayern Munich and Werder Bremenwas watched by around 10 million and achievedan audience share of 33.2 per cent.A new streamlined sponsorship platform wasalso introduced for the FIS Alpine Ski WorldCup for the 2009-10 season. Under this newstrategy, Infront - collectively marketing theadvertising and sponsorship rights to numerousFIS Ski Alpine World Cup events - has alreadysecured two companies (Swiss-based companiesEmmi and Stobag) as new sponsors.The success of these streamlined marketingapproaches shows that even prestigiouscommunication platforms like the DFB Pokalor the FIS Alpine Ski World Cup can still beenhanced to deliver higher value for sponsors.And based on its experience with theseproperties, Infront is also implementing anew marketing approach for the prestigiousinternational Four Hills Tournament - the skijumping series that has taken place for 58 yearsat four different venues in Germany and Austria.“As the new marketing partner to thistournament we have introduced three majormeasures to enhance the premium characterof the series and its value for sponsors: a new,consistent brand identity for all four componentevents; standardised venue dressing and anexclusive, streamlined marketing hierarchy,”says Bruno Marty, Infront’s Executive Directorfor winter sports.“The new identity will reinforce theperception of the Four Hills Tournament as thehighlight of the winter sports calendar and at thesame time deliver what sponsors want - a clearimage that they can combine with their brand.”Sport on TVOne very well-documented characteristic of theGerman sport business sector is the relativeweakness of its pay-TV market.Pay-television penetration is only 12 per cent,a quarter of that in the UK and Italy and halfthe level of Spain and France. In a market with72 SportBusiness International • No.161 • 10.10

CONVENTION-NOVEMBER 2010RIO DE JANEIROBringingthe worldof footBalltogetherThe first truly global business event tobe held in Brazil, ahead of the 2014 FIFAWorld Cup and 2016 Olympic Games.“Brazil provides the perfect scenariofor an event of Soccerex’s magnitude.In the coming years, it will bring withit the most relevant football industrymatters and present the world withthe beauty of this wonderful sportthat transcends global boundaries.”Ricardo Terra Teixeira(President, 2014 FIFA World CupLocal Organising Committee)$890 billionThe amount expected to be spent bythe Brazilian Government to improvethe country’s infrastructure aheadof 2014 FIFA World Cup and 2016Olympic Games.To join the football world at the Soccerex Global Convention, please contact us on:t: +44 (0)208 742 7100 e: w:

INTERNATIONAL FOCUSGERMANYWINTER OLYMPICS BID OFF THE GROUNDToyota Handball Bundesliga at The Sparkassen Arena - Getty Images Sportnearly 35 million television households, leadingpay-broadcaster Sky has around 2.5 millionsubscribers. And the News Corporation-backedSky Germany - which pays €250m per year forBundesliga football - is in trouble.In August, Sky announced plans to raise€340m in fresh cash through a bond-issue - thebroadcaster’s seventh share sale since 2005 - asit looks to become the first ever German pay-TVoperator to run in the black.Sky boss Brian Sullivan is targeting thecompany’s earnings to be more in 2011 thanin 2010, but it will be a tough ask givena loss of €97m in this year’s first quarterand a net gain of just 1,000 subscribers.Sky needs three million subscribers tobecome profitable.“Easier technical access to pay-TV for abroader audience, lower subscription rates andincreased exclusiveness would push Germanpay-TV,” says Hasenbein.“But a successful business like the oneBSkyB enjoys in Great Britain is hardlyaccomplishable.”Despite Sullivan’s bullish predictions, pay-TV’s struggles are set to continue in GermanyTop 10 sport sponsors in Germany 2009-10for a number of reasons, primarily due to thestrength of the free-to-air market.Germany state broadcasters ARD/ZDF aresome of the best-funded in the world and withthe average German paying a monthly licencefee of up to €18 per TV broadcasting device,many are hesitant to add at least €19.90 fora Sky subscription. And Bundesliga football,German pay-TV’s most exclusive content, isshown time-delayed and in highlights form onmultiple free channels.Sky is also facing new competition in theguise of Deutsche Telekom’s IPTV platform‘Liga Total!’, a Bundesliga channel carried onthe Entertain platform. The channel, whichbroadcasts live Bundesliga football in HD andwithout commercial breaks, currently has justover 100,000 subscribers. Deutsche Telekom ispaying €25m a year for the IPTV rights for theBundesliga – a tenth of what Sky pays for pay-TV and internet rights.“I see a dynamic development in digital sportservices, online platforms and mobile devices,”says Hasenbein. “Product costs are sinkingwhich means a higher volume of productionand better chances for other sports.”Rank Company Total sum national sponsorship (€m)1 adidas / Reebok 59.52 Audi 51.23 Sparkassen 49.04 Daimler / Mercedes-Benz 47.35 Deutsche Telekom 33.86 Volkswagen 32.27 Bayer 27.08 Volksbanken Raiffeisenbanken 21.79 Nike 18.910 Porsche 16.5Munich’s bid to host the WinterOlympics Games in 2018 is now in fullforce, with bid the team overcomingsome serious challenges in theirbattle against Annecy in France andPyeongChang in South Korea.In July stakeholders in the bid votedunanimously in favour of increasing itsbudget by 10 per cent to €33 million,however a number of recent personnelproblems and environmental criticismsthat hit the bid had to be overcome.Firstly the bid committee’s managingdirector Richard Adam stepped downin March, and the man in charge, WillyBogner, had to resign last month due toproblems with his health after less than10 months in the job.The 68-year-old former skier, fashiondesigner and filmmaker is sufferingfrom a digestive disease and hisdeputy, managing director BernhardSchwank, was promoted to bid. Bognertakes a less demanding position on thesupervisory board with double Olympicfigure skating champion Katarina Wittbecoming the campaign’s new face.Siegfried Schneider, head of theBavarian State Chancellery, alsoreached an agreement last month withGarmisch-Partenkirchen on the plan tosecure the land required to stage theGames in 2018.Bernhard Schwank said theagreement signalled a “keybreakthrough” after only a week beforethe German nature conservationring (DNR), which represents 96environmental groups, said the bid’splans to host part of the Games innearby Garmish-Partenkirchen woulddamage the environment.Under the new planned agreement,the Stieranger green belt - the socalled‘Green Lung’ of Garmisch-Partenkirchen - will remain completelyuntouched. The proposed location forthe Snow Village is on the current siteof railway buildings and Garmisch-Partenkirchen’s Olympic Ice Stadium,built originally for the 1936 Olympics.The Media Village will also no longerrequire the use of any agriculturalareas in Garmisch-Partenkirchen.Instead, media will be accommodatedin a number of separate locations. Oneof the current options is the FederalArmed Forces barracks in Murnau.The International Olympic Committeewill make a final decision in July 2011.Source: Sport+Markt74 SportBusiness International • No.161 • 10.10

ADVERTORIALMUNICH 2018 – A FESTIVAL OF FRIENDSHIPMunich 2018 is bidding to host the Olympic and Paralympic Winter Games in 2018. Our concept is founded onthe unique character of Bavaria and its people. Munich, Garmisch-Partenkirchen and Königssee would offerthe Olympic Movement a celebratory experience on an unprecedented scale, thanks to their proud heritageand expertise in staging international winter sports events. Bavaria’s millions of ardent, knowledgeable fans willcreate an incredible Festival atmosphere.All this would be delivered with the warmth, hospitality and generosity for which Bavarians are famed, celebratingone of the Olympic Movement’s core values: Friendship.Munich hopes to welcome the world to our Festival of Friendship!IN THE SPOTLIGHT: KATARINA WITTKatarina Witt, the charismatic Chair of the Munich 2018 Bid Committee, is set to take an increasingly prominentrole in the Bavarian capital’s campaign. Katarina shot to superstardom with her gold medal-winning figureskating performances at the 1984 and 1988 Winter Olympic Games. The double Olympic Champion, four-timeWorld Champion and European Champion for six consecutive years is one of the most decorated and most lovedOlympians of all time. Katarina is also patron of the Katarina Witt Foundation – a charity dedicated to caring forchildren with a physical disability. Here she discusses her passion for the Games and her role in Munich’s bid.You’ve had an incredibly successful career, onand off the ice. What is your proudest moment?I would have to say skating at the 1994 WinterGames in Lillehammer. That was the first time Itruly understood that the Olympic Games go farbeyond rankings. I knew I had no real chance ofwinning a medal, but I wanted to send a messageof peace and support to the people of Sarajevo– the city where I won my first Olympic gold. Itwas the first time my parents had been able to seeme perform live on the Olympic stage, and it waswonderful to share all those emotions with them.I felt privileged to be part of this breathtakingcelebration of Olympic values.Beamon in ’68; Comaneci in ’76; Freeman in2000; Witt in ’88. How did it feel to be forgingan iconic Olympic moment in Calgary?All the conditions that make a sporting eventunforgettable came together perfectly. Thecrowd was fantastic, the atmosphere in thevenue was overwhelming, and luckily I got myroutine right! The memory of that night is ahuge motivator for my work with Munich 2018.With our millions of fanatical winter sportsfans, our world-class arenas and our outstandingathlete facilities, we are better placed thananyone to provide a new generation with somemagical Olympic memories.Leading Olympic commentators have comparedyour invigorating effect on Munich’s bid tofellow Olympic Champion Seb Coe’s pivotalrole in London 2012’s campaign. Is that afair comparison?I’m very flattered to be compared to Mr. Coe,because he was a great leader of a great bid,and I’ve learned a huge amount from speakingto him and seeing him in action. But Munich2018 isn’t just about me: it’s about our dynamic,committed team pulling together and realisingour enormous potential. I think we’re in a greatposition. We’ve communicated well with theOlympic family, and people are aware of allthe unique strengths of our bid. But with ninemonths to go until Durban, we’ve still got ahuge amount of work to do!What do you bring to the bid? How do you seeyour role developing in the coming months?As a three-time Olympian, I know the essentialingredients for creating an unforgettable Gamesexperience for athletes. Along with BernhardSchwank, I see my role as being the voice ofsport, ensuring that we remain focused onproviding the optimal conditions for elite athleticperformance, in 2018 and beyond. I’ve spentthe last few months representing Munich’sbid internationally; I’ve met some wonderfullyknowledgeable and passionate people, and I’velearned some invaluable lessons. I’m reallyexcited about the prospect of being much moreactive domestically now and using these lessonsto strengthen our bid at home and abroad.Munich 2018’s bid concept is certainly hugelyambitious, but some people have questionedwhether it is achievable. How wouldyou respond?Germany is an open and democratic society.Our citizens quite rightly want to be sure thatwhat we’re proposing is the best thing forGermany, not just in 2018 but in the future. Ourjob is to prove to them that ‘Yes! It absolutelyis!’ We’ve got the chance to create a landmarkmoment for German sport in 2018, so we wantto make sure we get our proposal just right. Thatis why we’re committed to maintaining an openand constructive dialogue with everybody inGermany, so we can listen and learn from whatpeople have to say. Together, I truly believe wecan create something very special indeed.SportBusiness International • No.161 • 10.10 75

ADVERTORIALWINTER SPORTS WONDERLANDA Bid to Lift the Winter Games to the HighestPedestal of SportIn Munich 2018, the Olympic Movement willdiscover the unrivalled combination of a worldclasshost city and a nation whose passion forwinter sports elevates the athlete experiencewith that rare and unforgettable atmospherethat characterises the finest Winter Games.Munich is focused on delivering a festival offriendship through a ‘Two Park’ concept thatcreates ideal conditions for peak performancefor every athlete and team. The full stadiaatmosphere and Bavarian welcome will ignitethe spirit of winter sports and carry it beyondthe venues: fan zones and street festivals willfill the city and mountains with the magic ofthe Olympic and Paralympic Winter Games.With its plan for an unprecedented celebrationof winter sports, Munich intends to do for theWinter Games what Germany did for the 2006FIFA World Cup – elevate the public celebrationto an unprecedented level that enhances thebrand worldwide.A World-Class Host City at the Heartof the PlanAs a destination, the City of Munich offerseverything an athlete – or any guest – couldpossibly want. Ranked in 2010 as the World’sMost Liveable City in Monocle Magazine’sannual Quality of Life survey, Munich offers adazzling blend of the majesty of a historic royalcapital and modern, avant-garde architecture,with museums, theatre, opera, sports andeducation, plus an excellent selection ofhotels, entertainment, shopping, cuisineand public celebration sites, all deliveredwith friendly world-class hospitality. Like thecity’s efficient transport infrastructure, allof these amenities are fully integrated intoMunich’s plan for a Winter Games celebrationunlike any other.Munich’s popularity is well noted eachautumn as the international media cover thecelebration of Oktoberfest, which attracts over6 million guests to one of the world’s mostpopular annual parties. The winter wonderlandof Bavaria, which accounts for nearly a quarterof all international visitors to Germany, attracts27 million visitors a year to its alpine villagesand resorts, with Garmisch-Partenkirchen by farthe most popular.A Two-Park Plan to Create the Best PossibleAthlete and Spectator ExperienceMunich’s plan for the 2018 Olympic and76 SportBusiness International • No.161 • 10.10

ADVERTORIALParalympic Winter Games is designed arounda ‘Two Park’ concept, with villages and venuesconcentrated in an Ice Park in Munich anda Snow Park only an hour to the south inGarmisch-Partenkirchen. The legendaryKönigssee Sliding Centre, which is also inthe German Alps to the south, completes thevenue plan with a state-of-the-art venue for thebobsleigh, luge and skeleton competitions justan hour and a half along another autobahn.The ‘Two Park’ concept, which placesmultiple venues, training and celebration sitesinto a unified setting, creates an unprecedentedlevel of convenience for the athletes andOlympic family and reflects Munich’s long-termcommitment to sustainability as a social ethic.The compact plan ensures that approximately80% of the athletes will reside within fiveminutes of their competition and trainingvenues. Each park will serve as a major sportand cultural celebration centre for the Games,creating a unique atmosphere that enhancescompetitive conditions.The Munich Ice Park features fivecompetition venues, the Olympic Stadium, theOlympic Village and the Ice Park Media Village.The Snow Park in Garmisch-Partenkirchenfeatures nine competition venues, the SnowVillage, the Snow Park Media Village and theSnow Park Media Centre.Served by two mass transit lines and threelight rail lines, the Ice Park has a capacityfor 150,000 people—far in excess of peakload requirements of the Games. It currentlyhosts more than 350 events a year, drawingapproximately 2.2 million of the 4 millionguests who visit the Park annually. The new orupgraded Olympic sport venues will cementMunich’s position as a true new ice sportheartland.The Snow Park is just over an hour awayby autobahn and an hour and a half away bytrain in Garmisch-Partenkirchen, one of theleading winter sports resorts in Germany. Theexcellent transport links between Munich andthe mountains promise to make these WinterGames the most convenient ever. In Garmisch-Partenkirchen, all the snow venues are alignedon the face of the Wetterstein mountain rangebeneath the Zugspitze, Germany’s highest peak,which rises dramatically just 10 minutes fromthe charming alpine town’s centre. Remarkably,all of the venues in Garmisch-Partenkirchenare served directly by three train lines as theydepart from the central station, creating anothermeasure of sustainability and convenience forall guests.Delivering an Extraordinary Atmosphereand Operational EfficienciesDriven by the principles of sustainabilityand adaptive innovation, the venueconfigurations of each Park are designed tocreate an extraordinary atmosphere and deliveroperational and logistical efficiencies. Throughthe unity of time and space, the Park designswill reduce transport times, minimise energyconsumption, simplify security and logisticalloads, and concentrate service systems whiledelivering a high level of convenience for theathletes and each Olympic and Paralympicclient group.Post-Games and long-term, the newdevelopments within Munich’s Olympic Park,which has served as one of the city’s greatestsport, leisure and entertainment assets for fourdecades, will provide tremendous benefits tothe city. Likewise, the sustainable developmentsin Garmisch-Partenkirchen will serve longtermcommunity needs, adding contemporaryinventory to residential housing and touristaccommodation and facilities.A Bid to Strengthen the Heartland ofWinter SportAbove and beyond the benefits to the city andregion, Munich’s bid is designed to strengthenthe heartland of winter sport, to serve theOlympic and Paralympic Movements byensuring that the next generations of youngEuropeans are inspired and excited aboutthe possibilities of winter sport – both asparticipants and fans. From its central locationin the heart of Europe – with one of thecontinent’s busiest train terminals—Munichhas a plan to reach out and ignite the passionof young people for winter sport by offering anextraordinary level of access to the celebration ofthe Games.SportBusiness International • No.161 • 10.10 77

ADVERTORIALLIVING LEGACY AT MUNICH OLYMPIC PARK26 August, 1972: 80,000 sports fans applaudas Olympic delegations from 121 countriesfile proudly into Munich’s Olympic Stadiumto mark the Opening Ceremony for the 1972Olympic Summer Games. The unique glass roofis iridescent in the brilliant summer sunshine;the sweeping translucent canopy brings theBavarian Alps right into the heart of thecosmopolitan city centre.Nearly 40 years later, the arena at the heartof the Munich Olympic Park has just hosted its1751st event – there was yet another full housefor U2’s concert last month – and it remainsas pertinent a symbol of a modern, progressiveGermany as the day it was commissioned.The Munich Olympic Park is an integralfacet of Munich 2018’s unique bid concept. Theproposed venue for the Ice Park in 2018 hastransformed into the Bavarian capital’s sportingand cultural epicentre. All six of the competitionvenues purpose-built for the ’72 Games are stillin active service: the Park has attracted morethan 170 million visitors and hosted 10,000events in the last 40 years. With its programmeof 350 events every year, the Olympic Parkis an archetypal example of the sustainablelegacy that lies at the very core of Munich’sambitious proposal.The Olympic Park was host to Munich2018’s Winterfest in January, offering 20,000guests the chance to participate in all thesports on the Winter Olympic and Paralympicprogrammes. This summer, the OlympicStadium showcased Germany’s unrivalledtradition of spectacular sporting passion whenit opened its doors to welcome 45,000 fanaticalsupporters to each of its big screen broadcastsof Germany’s FIFA World Cup games fromSouth Africa.With the award of the 2018 WinterGames, Munich could ensure that one of themost valuable and widely-utilised Olympiccompetition and training centres in the worldwould be prepared to serve the internationalsports community for the next 40 years as ithas for the past 40.Munich Olympic Park – The FactsNumber of events since 1972 10,000Number of visitors since 1972 170,000,00040 years of Legends – some highlights • 1972 – Mark Spitz’ 7 Golds• 1974 - FIFA World Cup Final• 1988 - Michael Jackson• 1993 - European Basketball Championships• 1998 - FISA World Rowing Masters• 2001 - La Traviata• 2002 - European Athletics Championships• 2003 - Congress with the Dalai Lama• 2009 – Madonna• 2011 – FIS Ski World CupIntroducing Bernhard Schwank –Munich 2018’s new CEOBernhard Schwank took over as CEO of the Munich2018 Bid Committee last month, having previously beenManaging Director, after Willy Bogner was unfortunatelyforced to step down due to illness. With his wealth ofexperience in the Olympic Movement, he will be confidenthe can pick up where Willy left off and continue to build acompelling bid for Munich.Bernhard has worked at the highest level of sportsadministrationsince 1995, when he became GovernmentalDirector and Head of Division for Key Questions in Sportsfor the Hessian Ministry for Interior and Sports. He heldvarious other high-profile positions in government sportsministries until, in 2003, he became Secretary General ofthe German National Olympic Committee.It was here that Bernhard’s passion and enthusiasm forall things Olympic flourished, and he was made Head ofthe team office of the German Olympic Team at Athens2004 and Turin 2006. After helping to guide Germanyto an impressive fifth place in the medals table in Beijingas Deputy Chef de Mission, Bernhard masterminded theteam’s fantastic second place finish as Chef de Mission inVancouver this year.Bernhard’s extensive first-hand experience from theNOC perspective should dovetail perfectly with KatarinaWitt’s personal knowledge of what makes top class athletestick. In tandem, CEO and Chair will ensure that NOCs andtheir athletes would find the perfect competition conditionswaiting for them at a Winter Games in Munich in 2018.78 SportBusiness International • No. 161 • 10.10

EDUCATION AND TRAININGINDUSTRYStudents both young and old areturning to sport business courses inthe hope of gaining an upper hand inbreaking into the industry. Most havefound their hopes have come true.Bernardo Domingues reports.A SUCCESSFUL ROUTE into the much-covetedsports industry is undoubtedly what moststudents are looking for when enrolling on asports-specific university course. And what’smore they seem to have quite a precise idea ofwhat a degree needs to offer to take them wherethey want to go.“How deep, relevant and practical the theoriestaught are; how close the links with companiesand sport organisations are; how large thealumni network is; plus the internationaldimension of the programme are all key factorswhen considering courses,” explains ProfessorThierry Lardinoit, head of the marketingdepartment at ESSEC Business School in Paris.ESSEC has two sport-dedicated programmesand the age ranges of people taking the coursesare clearly distinct. Those attending thegraduate programme are normally between 20and 24 years old, whereas students opting forexecutive education tend to be aged from theirlate 20s to early 40s.“The older people have much more businessexperience,” adds Lardinoit, who is also thefounder and holder of the school’s InternationalSports Marketing chair and pedagogical headof the Master in Sport Management andCorporate Strategy. “They want to improve theirsports marketing competencies and transformtheoretical knowledge into relevant skills. Theyounger students have no experience but arevery talented. They want to work on challengingand genuine case studies. They want to learnby doing.”Lardinoit reveals that in 95 per cent of cases,a sport business degree is a student’s first-choicerather than plan B, and many students are eagerto get as much hands-on industry experience aspossible during their studies.“Students know they have a lot to learn andto practice in order to become more competentthan their competitors,” he says. “That’s whymost of the time they combine courses withworking experiences.”Alban Dechelotte, a former ESSEC student80 SportBusiness International • No.161 • 10.10


EDUCATION AND TRAININGand now the head of development at the HavasSports & Entertainment agency, rates his workexperience placements as the best momentsof both his undergraduate and post-graduatedegrees at the business school.“I had the opportunity to do something foradidas and for the French Football League (LFP)and was given real problems to solve by realmanagers,” he recalls. “I had to work on thetasks, share my feelings with those managers andfinally present my recommendation to the veryUniversity of Neuchâtel - iwouldstaytop people within those organisations.”Dechelotte spent five years at ESSEC, thefirst four completing a dual Bachelor’s degreein International Management and InternationalSports Marketing, then moving on to a Masterin Marketing Management. In addition to hiswork with adidas and the LFP, he was also atrainee at PricewaterhouseCoopers and Havas,where he has now been for seven years.Currently a lecturer in sports marketingat ESSEC, Dechelotte became a championof partnerships between the industry andacademia. Having experience on both sides ofthe divide, he is perfectly placed to understandall the benefits involved.“The partnership between the course andHavas gave me the opportunity to get thisposition. I had the opportunity to demonstratewhat I was able to do and be hired for apermanent position,” Dechelotte adds.“As a manager of a team it is a greatadvantage to have trainees that are alreadyinvolved in sport, who understand thestakeholders and how to leverage marketingstrategies through sport, because [sport] is avery different world, with specific rules, andis very sophisticated compared to the classicmarketing world. That’s why we look for peoplewho have already done such sport coursesbefore joining our company.”From a Havas standpoint, the partnershipwith a business school that offers aspecialisation in sport was so successful thatit has completely transformed the company’srecruitment policy.“We have a rule not to recruit senior people,”says Dechelotte. “Instead, we take advantage ofthis trainee pool to build our workforce. Withthis policy we can guarantee that we know thepeople, that they are already integrated with theteams and also know the [work] culture. We canensure we maintain a certain level of values.“In Havas we receive between five to tenCVs per day and there’s one per cent chanceof those people getting a traineeship. On theother hand, when I receive CVs from ESSEC,there’s a 60 per cent chance they will becometrainees at Havas.”In signing up for his course at the age of 17,Dechelotte was looking for a way in the sportbusiness and ticked most of the boxes listed byhis former tutor Lardinoit.“In my personal life I did a lot of rugby, sofor my professional career I decided to aim fora business course that would allow me entryagain to the sports field,” he says. “For me, aspecialisation in sports marketing was a naturalchoice to acquire knowledge and expertise, butalso relationships within such a closed and hardto-accessmarket.“When I was looking for a university I wasvery interested in the international approachof ESSEC. Its alumni network is very strongand its brand very well-respected in France.The standard of the lecturers was very hightoo, both in terms of network and quality of thecontent – many of them were representativesof clubs, the International Olympic Committee,FIFA, and others.”ESSEC is, perhaps surprisingly, the onlyleading business school in France to offer sportdedicatedcourses and there’s a similar storyfrom the other side of the world.With family in Brisbane, Australia, JoannaMain wanted to pursue a degree that would give82 SportBusiness International • No.161 • 10.10

EDUCATION and TRAINING“The older people have muchmore business experience.They want to improve theirsports marketing competenciesand transform theoreticalknowledge into relevant skills.”her a head start in the sports industry: “GriffithUniversity was the only one in Brisbane thatoffered the Business Sport Management degreewhen I was choosing which university to attend.“Therefore I did not really have too muchto consider because if I wanted to partake inthat degree there was a distinct lack of bothcompetition for Griffith and options for me as astudent wanting to study sport management.”At 25, Main is close to completing anundergraduate degree with a major in BusinessSport Management and a minor in Counselling(Psychology). The option to put the two subjectstogether came in very handy as it not onlyallowed her to combine her first option (SportManagement) with her second preference, butalso to put her in a better position when shebegins job-hunting for a permanent position.“Ideally I would like to look to work insports player welfare,” explains Main. “That isthe reason why I chose to put psychology withmy sport major: in the hope that I would createan edge for myself over those pursuing thisarea as well.”The second feature of the course she thinkswill give her an upper hand is, as ProfessorLardinoit identified, work experience - Mainis currently undertaking work experience atthe university sports college. Most universitieshave sports departments, so giving sportmanagement students a say in how those teamsand programmes are run is quite a simple wayto offer hands-on opportunities.“Work experience is definitely an importantpart of a sport degree and can present excellentnetworking options, and the opportunity todevelop and hone skills,” Main says. “It alsogives first-hand experience of the sport industryand this may help quash any unrealisticexpectations about an area.“Work experience and internships providestudents with invaluable experience, particularlythose who have entered university straightfrom high school. It can also aid a student indetermining what area within the industry theymay like or prefer not to work in.”Finally, Main identifies the importance ofdepth and relevance in lectures. For her, a goodmeasure of their quality is if they make studentssee sport from a new perspective: “I surprise evenmyself, as despite having almost completed thisdegree, how differently I perceive and interpretthings is incredible. Watching a game of footballI am now aware of everything from sponsors toSPORTS MARKETING TRAINING PROGRAMSEXECUTIVE PROGRAMESSEC’s Executive Masters in Sport Business Managementand Corporate Strategy sets out to ready theplayers in the field of sport business management toassume the role of informed partners, to contributemeaningfully to value creation in their organizationsand to manage all the challenges they will have toface in sport business management.Next course starts end of November 2010.Website : : Céline MOLEIRO, moleiro@essec.frGRADUATE PROGRAMAs one of the optional programs of the ESSECBusiness School, the International Sports MarketingChair offers an education tailored to the sportbusiness needs: courses, seminars, conferences andreal cases to complete for famous business partnerssuch as adidas, Havas Sports & Entertainment,Adecco, Coca Cola or sports federations.For discovering how join the ESSEC BusinessSchool and his sport marketing track:

EDUCATION and TRAININGthe camera positioning. This is a good thing!”After finishing a postgraduate degree in Lawin his native Latvia, 27-year-old Pavels Tjusevsfelt like looking for “a potential platform forembarking into the world of sport” and saw thatplatform in the FIFA Master programme. TheFIFA Master is organised by the InternationalCentre for Sport Studies (CIES) and deliveredby three universities in different countries –Leicester’s De Montfort University in the UK,Milan’s SDA Bocconi School of Managementand the University of Neuchâtel in Switzerland.The FIFA Master’s strong alumni network wasan effective promotional tool for the course, saysTjusevs: “I think the course has the followingassets: networking opportunities, professionalteaching, interesting classes, high-profile ‘fly-in’guest speakers, getting to know other cultures,sharing life experiences, developing long-lastingfriendships with bright individuals and generallyan unforgettable experience.“Before getting accepted to the programme,I asked a lot of miscellaneous queries to theformer students and I must say that I was veryimpressed by the feedback.”Having gone through an internship inLondon, Tjusevs was working for a law officeback home before joining the course. Hebelieves that in order to make the most ofpostgraduate courses, previous professionalexperience is crucial.“This will seriously enhance job-seekingopportunities after graduation,” he says. “Inmy view, however, this experience should notbe limited solely to the sports sector. Sportis just another form of business - albeit anattractive one - but it has corporate, finance,legal and marketing aspects to it, just likeother businesses.”Above all, though, having an internationalreach and attendance contributes massively toa programme’s ability to deliver quality and it isone in which Tjusevs and other students placelarge importance.“I expect to learn the managerial aspect aswell as to be positively surprised by the lecturersin sports law,” he adds. “The programme willdefinitely give us a great overview of howinternational sport works and we shall getfriends for life.”“As a manager of a team,to have trainees that arealready involved in sport, whounderstand the stakeholdersand how to leverage marketingstrategies through sport, is agreat advantage.”Around 30 graduates attend the FIFA Master each year - Getty Images Sport84 SportBusiness International • No.161 • 10.10

Develop your career in sport.Think about a postgraduatequalification.MA Sport Business takes a critical and applied look at the business side of sport. Modules unpackexciting and often unique nature of management in the dynamic sport business environment.MA Sport, Law & Society takes a critical look at a range of issues including doping, violence, criminalassault, negligence, events management and disciplinary tribunals in sport. The teaching team has avery strong international profile in research and publishing, applied to policy and practice in sport, sportlaw, leisure, physical education and diversity in the professions.B11696 127x199 Birkbeck:Layout For more information 1 16/3/10 email: 11:41 Page Sport Management andthe Business of FootballPostgraduate Certificate in Sport ManagementPostgraduate Certificate in Sport GovernanceIn addition to its highly successful MSc Sport Management & the Business of Football Birkbeck is now offeringPostgraduate Certificates in Sport Management and Sport Governance. These certificates will provide studentswith a thorough introduction to theoretical issues in corporate governance and management and link these to thesport industry. Successful applicants for these Postgraduate Certificates will be able to:• Develop an understanding of the “peculiar economics” of the sport industry• Develop an understanding of appropriate forms of regulation in the sport industry• Acquire the necessary learning and research skills and competencies that are viewed as transferable andcareer enhancing• Progress to the MSc Sport Management and the Business of Football if desired• Study by flexible learning methods combined face-to-face, distance and network learning.For more information please contact Andrea Rabe at or check our website Sport Business JournalPLEASE CHECK:1. Names

EDUCATION AND TRAININGOPENINGTHE INDUSTRY DOORUEFA is one of five backers of the MESGO - Getty Images SportRick Burton sees how the world’s ofsport and academia are reflectingthe ever-changing sport businessindustry through the developmentof new courses.“The ideas of economists and political philosophers, both when they are rightand when they are wrong, are more powerful than is commonly understood.Indeed the world is ruled by little else. Practical men, who believe themselves tobe quite exempt from any intellectual influence, are usually the slaves of somedefunct economist.” - John Maynard Keynes (1883-1946)THE CONCEPT OF busy practitioners unwillingto seek knowledge in their field is not unknown.British economist John Maynard Keynes pickedup on this conundrum more than 60 years agoand his thinking still resonates today.It’s no surprise, then, that one of thelong-standing questions sport managementacademicians have faced in the lastdecade is this: at what point will sportindustry professionals turn to colleges anduniversities to establish specific courses orto conduct contracted research that benefitscommercial entities?On some levels, the question seems quitedaft because many university sport managementprogrammes now feature industry executiveswho cut their teeth designing revolutionarynetwork broadcast deals or steering multimilliondollar sponsorship contracts. Still, thehaunting cliché, the one that runs “those whocan, do; those who can’t, teach” hangs heavy invarious commercial hallways.Unlike medicine, where research andteaching is tightly bound with the mostsuccessful hospitals, sport management -which is more youthful, if not embryonic in itshistorical development - has not yet maturedto a point where it sees the ivory tower as afont of potential learning. And this is indeedstrange since many who teach have spent theirproverbial ‘10,000 hours’ dissecting theirrespective area of study.This fallacy may be starting to change andevidence to support this notion began revealingitself last month when an initial group ofgraduate students gathered in Paris to beginan executive Masters Degree in European sportgovernance (MESGO).These students, drawn from five team sportfederations (UEFA, CEV – European volleyball,FIBA Europe - basketball, FIRA-AER –European rugby and EHF – European handball)will be expected to show up for coursework,until February 2012, in Lausanne, London,Brussels, Paris, Barcelona, Frankfurt, New Yorkand Nyon (Switzerland). The course is focusedon in-depth analysis of issues that contemporarysports organisations currently face: eachstudent will go through nine week-long sessionscovering subjects such as governance, legalframeworks, commercial challenges, ethics and86 SportBusiness International • No.161 • 10.10

International Academy ofSports Science and TechnologyMBAExecutive MBAin SportAdministration &TechnologyTHINKSPORTCutting edge executive educationfor sports management shutterstock, design: www.oxyde.chFor more information or to apply, visit (0)21 693 8593 /

EDUCATION AND TRAININGSyracuse University’s Carrier Dome will be used as a teaching laboratory - Getty Images Sportthe North American sports model.“UEFA strongly believes that universitiesrepresent a resource in terms of knowledge,research, education of future managers,” saysThomas Junod, Universities Coordinator forUEFA. “We know universities can help our sportto develop. For this reason, we recently initiateda lot of new programmes in close co-operationwith leading universities and are offeringservices to the academic community.”A review of the MESGO materials appearsto suggest as much. With academic backingfrom five internationally-renowned schools infour European countries - the Birkbeck SportBusiness Centre at the University of London,Centre de Droit et D’Economie du Sport at theUniversity of Limoges, Sciences Po Paris (bothFrance), the Johannes Gutenberg UniversityMainz (Germany) and University of Lleida(Spain) - MESGO may be one of the modernblueprints for how sporting bodies such asUEFA view the potential servicesof the academic world.“MESGO is a unique platform for training,social and professional contact, knowledgesharing and personal development for sportorganisations-electedrepresentatives andmanagerial staff,” says Gianni Infantino,UEFA General Secretary. “It is designed tostimulate the analytical reflexes of decisionmakersin sport.”While Europe is leading this charge,and notable reference should be made hereto the Swiss-based International Academy ofSports, Science and Technology (founded in200 and linking the International OlympicCommittee, the University of Geneva, theUniversity of Lausanne, the Ecole PolytechniqueFédérale de Lausanne, the Swiss GraduateSchool of Public Administration, IMD BusinessSchool, the City of Lausanne and the Cantonof Vaud), the Americans and Australians areprobably not far behind.Syracuse University is planning to launcha graduate degree in Sport Venue and EventManagement in 2012 that will incorporate theuniversity’s 50,000-seat Carrier Dome as ateaching laboratory. Meanwhile, the Universityof Melbourne in Australia has long offered adistinctive sports law programme behind theinspired teaching of Professor Hayden Opie.Melbourne is thought to be the only law schoolin the Southern Hemisphere to offer a graduatecourse in sports law.“The sport business landscape changesdramatically each year,” says Michael Veley,director and chair of Syracuse’s sprawling sportmanagement center. “We have listened to thedirectives of our advisory board, a group thatincludes such visionaries as David Falk (FameBasketball), Sandy Montag (IMG), Ed Goren(Fox Sports) and Laurie Orlando (ESPN) anddetermined we needed to address industrygaps in the management of facilities and thecountless events that must roll across thatreal estate.”“Graduate sports business programmescan educate sports practitioners who may nothave had the benefit of formal or specialisteducation in fields such as marketing,management, economics and law,” says JohnTripodi, managing director at Australianconsultancy Twenty3 Sport & Entertainment.“Academics have the benefit of working acrossa wide range of sports and related issues, anddeveloping specialist knowledge in areas thatpractitioners don’t have the time to developexpertise in.”Will the change to accept higher educationtake place over night? Absolutely not. But withmore than 400 sport management programmesspread around the world, all busily pumpingout undergraduate and graduate degreeseach year, it is only a matter of time beforebusy sport executives seek out institutionswhere their brightest and best can secureappropriate tutoring.88 SportBusiness International • No.161 • 10.10

The FIFA MasterCelebrating 10 years of developingthe future managers of sportThe FIFA Master – a unique programme, developingunique people for a unique industryINTERNATIONALCENTRE FORSPORTS

EDUCATION AND TRAININGCourse Title: Executive MBA in SportAdministration and TechnologyCourse Title: Master of Advanced Studies inSport Administration and Technology (MSA)Course Title: Sport Management andthe Business of FootballCourse Title: FIFA Master:International Master in Management, Lawand Humanities of Sport (MAS)The International Academy of SportsScience and Technology (AISTS), arenowned centre of excellence foreducation and applied research in sport,integrates sports science, business andtechnology to offer a multidisciplinaryapproach to executive education. Newin 2011, the Executive MBA in SportAdministration and Technology is tailoredto current sports professionals wishingto advance their existing career in sportsmanagement and is offered part time toaccommodate work schedules.AISTS forms a unique network ofexpertise through its founding partners:the IOC, IMD Business School, theUniversity of Geneva, University ofLausanne (UNIL), Ecole PolytechniqueFédérale de Lausanne (EPFL), the SwissGraduate School of Public Administration(IDHEAP), the City of Lausanne and theCanton of Vaud.For more information, please contactus at:E: info@aists.orgT: +41 (0) 21 693 1 YearCourse Description: The Master ofAdvanced Studies in Sport Administrationand Technology (MSA), organized bythe International Academy of SportsScience and Technology (AISTS) is aninternationally recognised postgraduateprogramme aimed at sports enthusiastswith a university degree interestedin starting a professional career insports management. The MSA blendsscientific knowledge with real worldunderstanding to prepare participants fora successful career as future leaders inmodern sport. Lecturers are renowneduniversity professors, sports experts andexecutives from the sports world. TheMSA degree is cosigned by four renownedSwiss universities: the EPFL, Universityof Lausanne, University of Geneva andIDHEAP.Based in Lausanne, the Olympic Capital,Switzerland, MSA participants haveunique access to and support from theInternational Olympic Committee andmany International Federations.Contact details:E: info@aists.orgT: +41 (0) 21 693 MSc, MResLength: 1 year FT, 2 years PTCourse Description: The programmecombines specialist teaching about the sportbusiness and the principles and practice ofsport management, with particular emphasison the football industry and general trainingin management, strategy and researchmethods. The programme covers several keyareas, such as governance and regulatoryissues, and sport law and sport marketing.Students will write a supervised dissertationon a specific aspect of the sport or footballbusiness. The programme will help studentsdevelop a deeper understanding ofmanagement, governance and regulatoryissues within sport industries.Contact details:Postgraduate Administration OfficeT: +44 (0)20 7631 6772E: a.rabe@bbk its ten-year anniversary, theFIFA Master is a top graduate programme,developing all-round managers who can copewith the increasingly complex world of sport.A Unique Programme - This one-yearprogramme is a unique journey through threedistinct modules taught at leading Universitiesin England, Italy and Switzerland.Developing Unique People – Graduates areprovided with the opportunity to learn a broadrange of subjects and develop analytical skillsto better cope with the fast changing trends inthe sports industry.For a Unique Industry – The alumni network,who continually take on key roles in theindustry, actively help to improve and developthe dynamic world of sport.The programme is organised by theInternational Centre for Sports Studies(CIES). Using a multi-disciplinary approachCIES provides research, top-level educationprogrammes and consulting services to thesports world.Contact details:E: secretariat@cies.chT: +44 (0) 32 718 39 00www.cies.chCourse Title: Master of Science inManagementCourse Title: Executive Masters in SportsBusiness Management & CorporateStrategyThe Sports Marketing programs ofESSEC BUSINESS SCHOOL are themost recognised qualifications in SportsMarketing education.Qualifications: Master of Science inManagement (3 years) or ExecutiveMasters in Sports Business Management& Corporate Strategy (16 months).These programs offer courses, seminarsabroad, real cases to work on forrecognised business partners such asadidas, Havas Sports & Entertainment,Adecco, Coca-Cola as well as for wellknowninternational sports institutions.Contact details: Sandrine PlançonE: plancon@essec.frwww.essec.frCourse Title: Master in Sports ManagementThe business of sports nowadays is playedoutside the fields and stadiums. It has evolvedinto a multibillion euro industry that continuesto grow rapidly, creating a great need forspecialized and highly skilled managerswho will tackle its challenges and seek theopportunities.IE Business School´s Master in SportsManagement will prepare you for a successfulcareer within the sports industry. Through ourproven online methodology, you will not haveto leave your residence or work for extendedperiods of time to pursue a truly rewardinglearning experience.IE Business School is consistently rankedby the international press as one of the bestbusiness schools in the world - amongthe top 5 in Europe and top 10 worldwide. IEBusiness School is one of the few businessschools in the world fully recognizedby the three leading accreditation agencies inthe business education arena: AACSB, EQUISand AMBA, three prestigious institutionswhose recognition guarantees the quality ofbusiness management training programs.For more information, please contact:E: sports@ie.eduCourse Title:MA Sport BusinessThe MA Sport Business takes a critical andapplied look at the business side of sport.You will study a blend of related moduleslooking to unpack the exciting and oftenunique nature of managing within thedynamic sport business environment. Theexternal environment of government, media,competitors, partnerships and customersmust be blended with more internalconsiderations. This requires an ability to bothlead and manage, to think strategically butalso to successfully organise the operationalissues essential for business success.Core modules deal with aspects of:• Strategy• Research• Human Resource Management• Marketing• EntrepreneurshipIn addition, it is possible to specialise in:• Sport Law• Finance & Economics• International Sport Event Management• Personal LeadershipFor further information on the courseplease contact the administrative team at:E: Title:MA Sport, Law & SocietyThis course takes a critical look at a widerange of issues, including doping, violence,disciplinary tribunals, negligence, criminalassault, globalization, popular cultureand sport in a risk society, cage fighting,discrimination, event management, legalregulation and corruption in sport.Full-time and part-time students completecore modules in:• Sport Injury Violence and Legal Liability• Diversity and Discrimination• Natural Justice, Disciplinary Tribunals andDoping in Sport• Research methods• A major research projectStudents choose two electives from:• Legal Regulation of Sport Business• Popular Culture and Sport in a Risk Society• Sport, Leisure and Globalisation• International Sport Event ManagementThe teaching team have a very stronginternational profile in research andpublishing, applied to policy and practice insport, sport law, leisure, physical educationand diversity in the professions.For further information about the courseplease contact:E: SportBusiness International • No.161 • 10.10

EDUCATION AND TRAININGCourse Title: Executive Master inEuropean Sport GovernanceThe professional sport industry has undergonea dramatic revolution within Europe in recentyears. The commercial development of themost popular competitions, the developmentof European political and economicinstitutions, in addition to societal problemsto which sport is not immune, have promptedan increasing number of stakeholderorganisations to take an interest in Europeansport, calling into question its traditionalmode of governance.The Executive Master in European SportGovernance is designed by the best Europeanuniversities in the sport governance field(CDES, Sport Business Centre Birkbeck,Mainz, INEFC, Sciences Po) to helpsport decision-makers to have a betterunderstanding of these challenges and tostimulate their analytical reflexes. This uniqueexecutive training combines the knowledgeand know-how of the most importantexperts of subjects as varied as commercialchallenges, legal framework or eventmanagement.Contact details:Sophie MièvreE: info@mesgo.orgT: +33 1 45 49 63 22http://www.mesgo.orgCourse Title: MSc InternationalPerformance Analysis of Sport (IMPAS)The aims of this course are to:• Provide you with a holistic approach toPerformance analysis• Offer a truly unique internationalexperience• Combine teaching, research andapplied opportunities allowing you todemonstrate advanced technical,communication, professional andindependent study skills.IMPAS offers you a breadth and depth ofexperiences that will make you stand outfrom the crowd. The course is heavilydriven by the philosophy of theory topractice and incorporates guest lecturesfrom leading individuals from industry.For more information about this courseplease contact:Dr Toni MinnitiSports Science PostgraduateAdmissions TutorE: +44 (0)115 848 8351Course Title: MRes Sport ScienceThe aims of this course are to:• Help you produce a research project forpublication• Provide you with work experienceopportunities alongside your study• Help you with CV development and interviewexperience• Provide you with unique and flexible studyoptionsThis course offers you the opportunity todevelop a specific area of expertise. You canchoose to do a research project in any subdisciplineof sport science including:• Sports performance• Performance Analysis• Sport and Exercise Nutrition• Exercise Physiology, including EnvironmentalPhysiology• Biomechanics• Sport and Exercise Psychology• Kinesiology and Sports Injuries• Sport and Leisure ManagementFor more information about this courseplease contact:Dr Toni MinnitiSports Science PostgraduateAdmissions TutorE: +44 (0)115 848 8351Course Title: MBA in Sports ManagementThe MBA in Sports Management is taught100% in English and provides specifictraining in the field of sports management.The international nature of this programwill allow the student and sportsmanager to obtain the broadest possibleoutlook regarding the different sportsmanagement models that exist, not onlyin Spain but also beyond our borders,thanks to the participation of top-classinternational teaching staff.The already strong international natureof the program is further enhanced bystudents on this MBA undertaking aperiod of academic study in New York tolearn more about the phenomenon ofprofessional American sport.KEY INFORMATION• Duration: 600 hours• Starting in October 2010 and ending inJune 2011• Schedule: Monday to Thursday from09:00 to 14:00• Location: La Moraleja Campus of theUniversidad Europea de Madrid• Period of academic study in New Yorkwith a duration of 7 days, includingacademic classes and visits to the topleagues (NBA, NHL, MLS), as well asattendance to major sporting events.Contact details:www.rm.uem.esT: 0034 902 55 01 51E: postgrado@uem.esAs major events increase in scale and commercial sponsorshipis restrained by lower economic growth, the public sector is fastbecoming a very important funder in sport. On the government sidetoo, there is a realisation of what sport can deliver and a willingnessto invest in partnerships.The new Sport and the Role of Government report providesa roadmap for these new relationships from both sides ofthe table. This unique resource will help you to:l Evaluate winning partnership models based on over 40successful case studiesl Strengthen the arguments for public sector investment in sportl Understand and deliver the full community benefits from sportl Gain measurement techniques across the range of publicpolicy outcomesNEW REPORT FROM SPORTBUSINESSWith interviews, academic studies and practical examples fromdifferent contexts around the world, Sport and the Role of Governmentwill give you the tools to build powerful public-private partnerships.Sport and the Role of GovernmentSTRATEGIES FOR SUCCESSFUL PUBLIC-PRIVATE PARTNERSHIPSORDER YOUR COPY TODAY BY VISITING: WWW.SPORTBUSINESS.COM/SPORTANDGOVERNMENT OR CALL: +44 (0) 207 954 3514SportBusiness International • No.161 • 10.10 91

CONFERENCES GAMINGMEETS SPORTSPORT AND IGAMING10.11.10LONDON, UKOnline gambling brands are the fastestgrowing sponsor of professional sport inthe UK. In response to the massivegrowth of this sector, the leadinginformation providers in the sport andigaming industries, SportBusinessGroup and iGaming Business, havepartnered to develop a new conference– Sport and iGaming 2010.For the first time, Sport and iGaming will take a detailed look at all aspects of sportand igaming – the legality, the ethical risk, the evolution of offline to online betting, thesuccess stories, the data behind the campaigns and the future of this industry. Inexciting, fast moving industries such as this, information, data, best practice andnetworking is crucial. This conference promises to deliver all this and more.This event will be of interest for anyone looking to find out how to better activatetheir sponsorships and for rights holders looking to help sponsors do this and offerattractive sponsorship packages. SportBusiness Group and iGaming Businessrecommend the following attend: Head of brand, sponsors, sponsorship managers,betting operations marketing managers, marketing agencies, rights holders looking toattract sponsors, rights holders interested in find betting partners, governing bodies,lawyers, academics, disciplinary and governance professionals, government officialsand athlete managers.Content for discussion includes:* iGaming and major events sponsorship* The ethical risk of gaming sponsorship* iGaming sponsorship from a legal perspective* The changing way we bet* Sponsorship success stories* Exclusive researchASPIRE4SPORT15-18.11.10DOHA, QATARAspire4Sport is an international conferencethat brings professionals in the sporting worldtogether for four days of business, debate,networking and entertainment.Participants, representatives, suppliers andbroadcasters from all major sports will gatherunder the Aspire Dome to deal, demonstrate anddiscuss the many collective issues facing thefuture of sport. Some of sport’s greatest starswill also discuss their careers and views on sport.Brands, clubs, associations, mediacompanies, stadium construction companies,merchandise manufacturers and suppliers willdisplay in an exhibition space.Attendees will be able to socialise whileenjoying top-class sporting entertainment in afabulous and unique atmosphere and an onlinenetworking system enables delegates toarrange meetings before arriving at the event.RUGBY EXPO9-10.11.10LONDON, UKThe only global rugby exhibition and conferencethat brings together the professional and grassroots game returns this year at the RHSLawrence Hall, Westminster.Rugby Expo 2010 combines the highestquality conference programme alongsidethe industry’s only live exhibition - producingthe ideal environment to make new contactsand find new business while debating thekey issues affecting the game both today andin the future.The inaugural event in 2008 had 45 exhibitorsand boasted over 1,000 people over two days.Speakers already confirmed for this year’sconference include Mark Evans (CEO,Harlequins RFC), Paul Kimberley (CommercialDirector, RFL) and Ross Young (GeneralManager of the Rugby World Cup, IRB).DATE EVENT LOCATION ORGANISERS CONTACTOCTOBER - DECEMBER 2010October 6-7 Leaders in Football London, UK Executive Sports Ltd +44 208 545 1595October 11-13 European Outdoor Forum Annecy, France Outdoor Sports Valley +33 450 675 391October 11-14 SPORTELMonaco Monte Carlo, Monaco Monaco Mediax/Sportel +37 793 302 033October 19-23 TEAMS 2010 Charlotte, USA Sports Travel Magazine +13 105 773 715November 3-4 Sports Event Management Conference London, UK Rushmans Ltd +44 126 485 2010November 4-6 2010 International Sports Management Conference Lausanne, Switzerland World Events Forum +17 737 848 134November 9-10 Rugby Expo London, UK Rugby Ventures Ltd +44 845 074 0752November 10 Sport and iGaming London, UK SportBusiness Group +44 207 954 3439November 15-18 Aspire4Sport Doha, Qatar Aspire4Sport +44 203 170 8750November 20-24 Soccerex Global Convention 2010 Rio de Janeiro, Brazil Soccerex +44 208 742 7100December 14 International Events Conference Fife, Scotland EventScotland +44 131 472 231392 SportBusiness International • No.161 10.10

SportBusiness Marketplace now offers a new weekly email alert bringing you news of tenders, jobs andother opportunities in the business of sport. To receive your free weekly alert and register your details. You will also have the chance to registeryour organisation in our directory and to receive details of the annual Marketplace Global Sports ServicesYearbook. For more information contact or call +44 20 7954 1 17/08/2010 13:48:58ASSOCIATIONS, FEDERATION ANDGOVERNING, LICENSING & BRANDINGCMYCMSponsor ValuationsOpinion PollingFeasibility StudiesMedia Analysispowered byTENNIS EUROPEwww.tenniseurope.orgWOOOBAwww.woooba.comINTERNATIONALUNION CYCLISTE INTERNATIONALEwww.uci.chAGENCIES:ADVERTISING, PR & SALES PROMOTIONConnectingambitious host citieswith progressivesports federationswww.tseconsulting.comincorporating Markell:IDCYInput Design is a multi-media designCMYagency specialising in sports brandingfor top federations, broadcasters,Kprogramme makers and marketingcompanies around the world.We create brand identities, titlesequences, live match graphics, channelbranding, websites and print materials.Clients include FIFA, UEFA, ITF Tennis,Formula One, ITV Sport, Chelsea TV,Arsenal TV, ESPN, The FA, Sportel andthe Seve Ballesteros Foundation.Contact: Richard MarkellE: richard.markell@inputmedia.tvT: +44 20 8740 5222www.inputdesign.tvwww.markell-id.comMYconsumer insights and sponsorshipresearch is at the heart of what we dowww.smg-insight.comSPORTS MARKETING & SPONSORSHIPYOUR 360˚ SPORT& ENTERTAINMENTSOLUTION FOR:C M Y CM MY CY CMY & VIRGILwww.damselandvirgil.comEVENT PRwww.fulfordpr.comGRAPEFRUIT GRAPHICS PRwww.performancepr.comSINE QUA NONhttp://sinequanon-intl.comTWO UP BANNER www.vertical-banner.comCONSULTANCYBTD INTERNATIONAL global sportingevents consultancyEvaluatingBiddingPlanningDeliveringwww.pmplegacy.comGOLAZOwww.golazo.comGRAPEFRUIT GRAPHICS TIBBS ASSOCIATESwww.jtassocs.comLEXIS SPORT & ENTERTAINMENTwww.lexispr.comPMPGENESISwww.pmpgenesis.comQ SPORTSwww.qsportsonline.comSPONSORSHIP STRUCTURESwww.sportstructures.comTHE SPORTS CONSULTANCYwww.thesportsconsultancy.comVERO ASSOCIATESwww.with-hindsight.comGRAPEFRUIT GRAPHICS PRINT AND MULTIMEDIA BANNER www.vertical-banner.comPHOTO & VIDEOCREATIVE TECCREATIVE TECHNOLOGYwww.creative.comEUROSPORTwww.eurosport-tv.comGETTYwww.gettyimages.comIMGwww.imgworld.comRED & EVALUATIONAPPLIED IMAGE RECOGNITIONwww.air-ltd.comJON TIBBS ASSOCIATESwww.jtassocs.comOCTAGONwww.octagon.comSPONSORMETRIXwww.sponsormetrix.netSMG YOUGOVwww.smg-insight.comConsultingHospitalityEvent Rental ServicesCommercialisationCONTACT US ON0027 (11) 347 HOUSE INTERNATIONALwww.actionhouseintl.comBAT PARROT MARKETINGwww.batparrot.comBRABNERS CHAFFE STREETwww.brabnerschaffestreet.comBRAND RAPPORTwww.brand-rapport.comCITY OF MANCHESTERwww.visitmanchester.comDORNA SPORTSwww.dorna.comEVENT SCOTLANDwww.eventscotland.orgEXPERIENCEwww.experience-worldwide.comFAST SportBusiness International • No.161 • 10.10

CLASSIFIED COMMUNICATIONSwww.fourcommunications.comBIRKBECK GRAPHICS CHAFFE STREETwww.brabnerschaffestreet.comHALLY SPORTS INTERNATIONALwww.hallysports.comHAVAS SPORTS & INTERNATIONALwww.jardine-international.comKENTAROhttp://kentaro.hdlab2.deKHPwww.khpconsulting.comDELIVERINGOPTIMUMSOLUTIONSUnrivalled expertise in the costmanagement of sport and leisuredevelopmentsContact Barry Winterton/Peter Grayt +44 (0)20 7633 9966e sports@franklinandrews.comw www.franklin-sports.comCIESwww.cies.chESSEC GROUPEwww.essec.eduhomeINSTITUTO DE TRENT UNIVERSITIES STRUCTURESwww.sportstructures.comSPORTS MANAGEMENT WORLDWIDEwww.sportsmanagementworldwide.comSTREET SPORT & ENTERTAINMENTwww.lexispr.comPLUS EVENT SEVENwww.promosevensports.comRELAY DUBAIwww.relayworldwide.comRESULTINC SPORThttp://sela-sport.comSINE QUA NONhttp://sinequanon-intl.comSPONSORSHIP IDEASwww.sponsorshipideas.comSPORT DRIVEN T & I BANNER www.vertical-banner.comWITH-HINDSIGHT ASSOCIATESwww.with-hindsight.comWORLD SPORT GROUPwww.worldsportgroup.comCAPITAL PROJECTSARCHITECTS, CONSTRUCTION &ENGINEERINGFRANKLIN + ANDREWSwww.franklinandrews.comNUSSLI GROUPwww.nussli.comPOPULOUSwww.populous.comPOYRY ARCHITECTS OYwww.architects.poyry.fiSERVICE & EQUIPMENT PROVIDERSAGGREKOwww.aggreko.comES GROUPwww.nussli.comPOPULOUSwww.populous.comTICKETING, CRM & SMART CARDSIMGwww.imgworld.comMIKE BURTON SPORTS TRAVELwww.mikeburton.comUK T & I & TRAININGEDUCATION & TRAININGInternational Academyof Sports Science and TechnologyAccelerate Your Careerin Sports 21 693 85 93Lausanne, SwitzerlandRECRUITMENTISMwww.ismsearch.comRESULTINC STRUCTURESwww.sportstructures.comSPORTING APPOINTMENTSwww.sportingappointments.comUK T & I MEDIA ENTERTAINMENTwww.umegroup.netEVENTSCONFERENCES, EXHIBITIONS & VENUESACC LIVERPOOLwww.accliverpool.comBIRMINGHAM CITY OF MANCHESTERwww.visitmanchester.comLEISURE INDUSTRY CITY COUNCILwww.sheffield-lightingtheflame.comTHE T&I MANAGEMENT & CORPORATEHOSPITALITYBIRMINGHAM CITY OF MANCHESTERwww.visitmanchester.comCORPORATE LEISURE LIMITEDwww.corporateleisureltd.comDORNA SPORTSwww.dorna.comEVENT SCOTLANDwww.eventscotland.orgFAST BIG EVENTSwww.greatbigevents.comHOSPITALITY PACKAGESfrom £125 per personPRIVATE BOXESfrom £1,500www.lords.org020 7616 8598Sport Event DenmarkThe Danish nationalsports event organisationestablished by the DanishGovernment and the NationalDanish Sports Organisationswith the main objective ofattracting and organisingmajor internationalsports events and sportscongresses.Idraettens HusBroendby Stadion 20DK-2605 BroendbyT: +45 43262100F: +45 43262125info@sporteventdenmark.comsporteventdenmark.comGB CREATION & ADVICE CONSULTINGwww.gbpresentaciones.comGOLAZOwww.golazo.comGRAPEFRUIT GRAPHICS WORLDWIDEwww.hwsportstravel.comIMGwww.imgworld.comSportBusiness International • No. 161 • 10.10 95 CLASSIFIEDINFRONTwww.infrontsports.comINNOVISIONwww.innovision.euINFRONTwww.infrontsports.comSTATSwww.stats.comJON TIBBS ASSOCIATESwww.jtassocs.comPMPGENESISwww.pmpgenesis.comSPORTS TELEVISIONDISTRIBUTION COMPANIES &SYNDICATORSKENTAROhttp://kentaro.hdlab2.dePROFESSIONAL SERVICESSTRATEGIC GRAVITY MEDIAhttp://apparentgravity.comKHPwww.khpconsulting.comLORD’S CRICKET GROUNDwww.lords.orgMICHEZONEThttp://michezonet.orgMIKE BURTON SPORTS EVENT GROUPwww.proskegroup.comRUSHMANSwww.rushmans.comSHEFFIELD CITY COUNCILwww.sheffield-lightingtheflame.comSINE QUA NONhttp://sinequanon-intl.comSLS GROUPwww.sls-group.comSPORT EVENT DENMARKwww.sporteventdenmark.comSPORT EVENT SOLUTIONShttp://sporteventsolutions.comSPORTSMARK EXPERIENCESGLOBAL GAMES SPORTShttp://globalgamessports.comMEDIADATA & INFORMATION SUPPLIERSEURODATAwww.eurodatatv.comSPORTS STATISTICS & OWNERSATHLETE MANAGEMENTCLOVER SPORT SPORTS MANAGEMENTwww.pacesportsmanagement.comTYLER SPORTS SERVICES & ACCOUNTANTSFX4SPORTwww.fx4sport.comGRANT THORNTONwww.grantthornton.comPROSKE GROUPwww.proskegroup.comSAFFERY CHAMPNESSwww.saffery.comINSURANCE & RISK MANAGEMENTAIRTON RISK MANAGEMENTwww.airtonrisk.comMARSH SPORTS FIVE SPECIAL RISKSwww.takefiveinsurance.comIT, SOFTWARE, TECHNOLOGYINTERFUSEwww.interfuse.netUK T& CHAFFE STREETwww.brabnerschaffestreet.comCLARKE WILLMOTTwww.clarkewillmott.comDAVIES ARNOLD AND LOCALISATIONKOMMUNICERAhttp://corporate.kommunicera.sePROPERTIESRIGHTS HOLDERSDORNA SPORTSwww.dorna.comENGLAND & WALES CRICKET SCOTLANDwww.eventscotland.orgFAST TIBBS ASSOCIATESwww.jtassocs.comKENTAROhttp://kentaro.hdlab2.dePGA EUROPEAN TOURwww.europeantour.comPROSKE GROUPwww.proskegroup.comUFChttp://uk.ufc.comUK T & I SPORT GROUPwww.worldsportgroup.comSPORTS APPARELCOTTERILL & ASSOCIATESwww.cotterillassociates.comEUROSPORTwww.eurosport-tv.comGREEN LIGHT TVwww.greenlight.tvIMGwww.imgworld.comINFRONTwww.infrontsports.comPRODUCTION COMPANIESInput Media is one of Europe’s premiersports production companies, withblue-chip clients around the world.Our clients are top federations,broadcasters, marketing companies,rights holders and football clubs.We produce highlights packages forthe UEFA Champions League andITF Tennis, plus all the content forChelsea TV and Arsenal TV, as well asthe International Super Signal at RolandGarros and The Football Association’sinternational programming.Contact: Richard MarkellHead of Business DevelopmentE: richard.markell@inputmedia.tvT: +44 20 8740 5222www.inputmedia.tvWe analyzeall Sport TV ratingsworldwideDLA PIPERwww.dlapiper.comEATON SMITH & TANN LLPwww.rajahtann.comContactFlorent SIMONfsimon@eurodatatv.comWe speak TVROCKSTAR CHAFFE STREETwww.brabnerschaffestreet.comEUROSPORTwww.eurosport-tv.comNEW MEDIADIGITAL INK SOLUTION SPORTS CONSULTANCYwww.thesportsconsultancy.comMANAGEMENT CONSULTANTSCOFFEY COMMERCIAL ADVISORYwww.coffey.comHIGH STYLE MANUFACTURINGwww.hi-style.comAPPARENT GRAVITY MEDIAhttp://apparentgravity.comFAST LIGHT TVwww.greenlight.tv96 SportBusiness International • No.161 • 10.10

CLASSIFIED BROADCAST SERVICES (HBS)www.hbs.tvIMGwww.imgworld.comMICHOZENEThttp://michezonet.orgSUNSET + VINE INTERNATIONALwww.sunsetvine.comWORLD SPORT GROUPwww.worldsportgroup.comSERVICE & EQUIPMENT PROVIDERSAERIAL CAMERA SYSTEMSwww.aerialcamerasystems.comBOWTIEwww.bowtietv.comCREATIVE TECHNOLOGYwww.creative.comEVS BROADCASTwww.evs-global.comMITSUBISHI ELECTRIC EUROPEwww.diamond-vision.comSPORTS STATISTICS & & TOURISMLOGISTICS: AIR, COACH, RAILAIR PARTNERwww.airpartner.comDUBAI DUTY FREEwww.dubaidutyfree.comMIKE BURTON SPORTS TRAVELwww.mikeburton.comTHE TRAVEL MANAGEMENTGULLIVERS SPORTS BOARDSACC LIVERPOOLwww.accliverpool.comCITY OF MANCHESTERwww.visitmanchester.comEVENT SCOTLANDwww.eventscotland.orgSHEFFIELD CITY• The only comprehensive single source ofreference and contact information for theworld sports services sector• Global distribution to event and professionalservices purchasers• Extremely cost effective with advertising optionsstarting at just £1.40 ($2 or €1.60) per day• Double listing of your service or product:by category and by country/region• Increase your company profile & brand awarenessto key buyers and influencers within the sportsbusiness community• Regular coverage is guaranteed with your optionallisting in the Marketplace section of SportBusinessInternational magazine• Weekly e-zine and online interactive version ofthe directory to drive traffic to your own websiteContact SportBusiness (0) 207 954 3415SportBusiness International • No. 161 • 10.10 97

PEOPLERULING THE SPORTS FIELDBritish lawyer Sam Rush became International COO for the Wasserman MediaGroup in 2006 when the US-based company bought the SFX Group. An OxfordBlue, he is also a non-executive director of the Amateur Boxing Association.How did you get into the business of sport?The mid-90s, when I began my legal career,was a ground-breaking time for sport. ThePremier League was beginning to flourish,rugby had just turned professional, newspapersprovided greatly-enhanced sport sections andBSkyB’s influence meant that sport was farmore part of our daily consumer culture than ithad been previously. As a rugby player who hadplayed almost exclusively during the amateurera, the opportunities in this new exciting sportdominatedworld appeared limitless. I helped setup the Sports Business Group at SJ Berwin andby the time I joined Bird & Bird in 1999, I had alegal practice that was focused entirely on sport.Who’s had the biggest influence on your career?My experience in legal practice helpedme understand how law could be asentrepreneurial as any other business. At SFX,I was privileged to work side by side with TonyStephens, who helped take the sport agencybusiness in the UK to a new level. Hiswork ethic, creative thinking and client basewere second to none. I am very fortunate tohave an owner in Casey Wasserman, who hasfacilitated a supportive and creative culture thathas ensured very talented, driven people canmaximise their potential.What’s the best bit about your job?As a company, Wasserman is hugely varied. Themanagement business - and the representationof some of the highest-profile entertainers inthe world - ensures we operate in a uniqueenvironment with significant visibility, oftenfast-paced and never dull. The consultingbusiness developing relationships withsophisticated corporates and selling premiumsports properties which only a very few canafford require another set of skills. Many of thegroup at Wasserman have been together for 10years and helping support their developmentindividually and further the organisation as awhole has been extremely rewarding.What’s been the highlight of your career?In some ways I feel I have just started, soreflection may be for a time little in the future,but the sale of SFX to Wasserman meant agroup of predominantly young sport executivesbecame leaders in their field. My work withthe Amateur Boxing Association has given megreat pleasure. Boxing is a sport I believe inhugely and the role it plays with some of theless engaged members of society is significant.And the lowpoint?Seeing players prepare meticulously and thensuffer major injuries is always sad. MichaelOwen’s injury at the 2006 World Cup wasvery upsetting.What would you do if you didn’t work in sport?Enjoy my summer holidays a little bit more!People tend to work in sport because they havea great passion for it, but as a consequenceyou never quite view sport in the same wayagain because you are watching the signagesurrounding a sports venue, assessinghospitality facilities, or cheering on playersfrom a team that were traditionally always theenemy. Freed from that responsibility I mayrevert to life as a fan and answer another callingin wider business or a return to the law, but itwould do well to command my present intensity.What do you see as the biggest challengesand opportunities facing the industry?Sport is firmly established as a major part ofthe entertainment industry and is able to fightequally for sponsor dollars and air time, butmuch of its protection has gone and so toohave some traditional partners. Revenuegeneration has to be more creative andits appeal has to engage audiences that havemany outlets and pulls on time. We havebetter-run leagues, higher-performing athletes,wider distribution platforms and a hugenumber of informed and regularly investingbrands. Locally sport continues to offer markedgrowth opportunities but it is further afield thatI see real monetising opportunities amongstan audience that continues to recognise sportas possessing unique powers to harmonisehuge communities. Wasserman India waslaunched in 2010 and I am lookingforward to exploring opportunities in a countrythat has massive ongoing potential.JOBMOVESCanadian Olympic Committee: CarlaAnderson was promoted to lead operationalefforts for the team at the 2014 WinterOlympics and 2011 Pan American Games.Ronaldo: The Brazilian footballer becamechairman and partner of sports marketingcompany 9ine, part of advertising group WPP,which launched this month.British and Irish Lions: Guy Richardson,former team manager of the Scottish rugbyunion team, was made director of operationsfor the 2013 Lions tour to Australia.Bangladesh Cricket Board: Manzur Ahmadwas appointed chief executive. Ahmadpreviously served as chief executive of theBrunei Darussalam Cricket Association.ESPN: The sports network hired Sonyexecutive Ross Hair as the new boss of its UKoperation. Hair replaces Lynne Frank, who leftin April to join Warner Bros Pictures.Munich 2018: Winter Olympic bid chief WillyBogner stepped down for health reasons.Bernhard Schwank takes over from Bognerand Katarina Witt takes on a more prominentrole within the team.FIBA: Yvan Mainini was elected 11th presidentof basketball’s world governing body.98 SportBusiness International • No.161 • 10.10

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