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Whether creating, reinventing or refreshing a team’s, facility’s, event’s or product’s identity, it pays dividends to invest time and effort in a systematic and objective approach. Shortcuts have paved the way to a mortuary of missed opportunities and costly mistakes.
Here is the process we used building the San Jose Sharks identity and what we learned about how to capitalize on the best practices of consumer-driven industries worldwide.
● Put someone in charge who has strong project management skills and experience managing the creative process. Then EVP Business Operations, I was assigned responsibility for developing the team name, logo, uniform design and colors by Art Savage, President & CEO.
● Build a multifunctional team that understands the customer and is comfortable with experimentation and open to alternatives. We forged a team of freelance talents (rather than delegate the project to one outside agency) to develop the NHL’s first “family” of logos and logotypes, i.e., a primary crest (the shark biting stick treatment), a shoulder patch (the stylized fin), the serrated tooth typeface and an alphabet of its own (Triangle Gothic). Among the four designers engaged to develop the logo family, Terry Smith eventually Read more
Since 2003, magnified by our presence in Silicon Valley, my partners and I have been retained by Boards, venture capital and angel investors, founders and CEOs of early stage tech companies seeking our guidance and assistance to gain footholds in the sports industry or with sports fans/consumers.
They have run the gamut from mobile, tablet and/or web apps to game and software development companies as well as WiFi and online loyalty/retention platform ventures.
Also, because of my experience as the CMO of an online K-8 education and professional development company, organizations developing hardware and software for the digital classroom and home schooling have also sought us out.
Our roles have been both strategic and operating in nature, being engaged as interim operating executives spearheading business development, product development, sales and brand building/public relations functions. We have also augmented the credibility and depth of senior management teams in their capital raising efforts.
Because of our wide reaching understanding of the inner workings of sports entities and sports fans (we have interviewed more than 850,000 of the latter), we assist our clients by helping them understand and capitalize on
Jerry Colangelo (Owner – Phoenix Suns) . . . Confronted with skeptical political naysayers and self-anointed sports economics experts about the value of a new downtown arena in Phoenix, Colangelo retained us to conduct an economic impact study to provide him with an independent and rational tool that helped him argue his case before the Phoenix City Council. His vision and tough-mindedness have served the city well.
“Find What You Love,” by Steve Jobs at Stanford University 2005 Commencement
I have never met Steve Jobs, but he has had an important impact on my life and career. Elsewhere in this blog you can read about my affinity for the nexus of technology and sport which was bred of the open hand Apple extended to me and my associates 30 years ago when we had the then crazy notion of gathering pitch-by-pitch details of Major League Baseball games to provide broadcasters with enriched commentary texture and baseball operations decision makers with insights to improve game tactics planning and player performance analysis.(ML)
Jobs, who stepped down as CEO of Apple yesterday, Wednesday, August 24, 2011, after having been on medical leave, reflected on his life, career and mortality in this commencement address at Stanford University in 2005. Read it. Breathe it. And hold it close. . .
I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I’ve ever gotten to a college graduation. Today I want to tell you three stories from my life. That’s it. No big deal. Just three stories. The first story is about connecting the dots. Read more
One of the image-building programs we conceived and implemented for Strikeforce entailed outfitting our Bagram and Kandahar air bases in Afghanistan with a trove of Strikeforce-branded mixed martial arts training equipment. The military is a major segment of MMA tv/web-based viewership and participation.
Not a traditional function of the Strikeforce organization, thinking globally in this manner, our interim operating role and outside experience-based perspective played a critical role bring this effort about without taxing the lean operating staff.
Working with military intermediaries at Langley AFB near Washington D.C., an extension of Pentagon, and with the enthusiasm of Strikeforce CEO Scott Coker, I worked for ten months to deliver MMA gear into the war zone bases to strengthen troop battle readiness and build their morale.
Produced for us in Bangkok, Thailand by Fairtex, where the summer 2010 unrest delayed production, the equipment was deployed directly to the bases by . . . FedEx! MMA training sessions there, as frequently as three times a week, had been limited to grappling absent the benefit of protective and workout gear.
The palletized shipments included Muaythai banana bags, mitts, Thai curve pads, training and combat gloves, sparring head guards, shin pads and a supply of EA Sports “MMA” video games.
As an extension of the initiative, Strikeforce invited attendees, competitors and exhibitors at the 23rd Arnold Fitness Expo between March 4-6, 2011 in Columbus, Ohio to visit its booth and sign onto “Messages from Home” placards to demonstrate support of the United States troops. They were expedited to Bagram, Kandahar and Langley and staged in high visibility locations. Feedback from the troops at all levels inspired and humbled us.
There are now Strikeforce-equipped and comprehensive MMA-based programs in place at the two primary Afghanistan bases benefiting air, marine and army personnel.
Tal Smith (President – Houston Astros) . . . one of the most highly regarded Major League Baseball assessors of on-field talent and a long-time salary arbitration preparation expert , Smith also knew how to communicate a team building philosophy that the media and fans accepted when the team was in a re-building mode on the field. His “strong arms/tight defense” served the Astros well during my work with the club, my first MLB client, an engagement which at Smith’s request included helping convert a recently retired successful pitcher into an effective ticket sales manager . . . Larry Dierker, later a color broadcaster and Manager of the Astros.
Dan Finnane/Jim Fitzgerald (Owners – Golden State Warriors) . . . Upon acquiring the franchise from Franklin Mieuli, this hard-nosed business partnership who had recently sold the Milwaukee Bucks, retained us to help them reinvigorate waning interest in the Warriors and to recruit a new Director of Marketing. The national search led us to an upcoming marketing talent in his mid-20s making heartland waves in indoor soccer , Tod Leiweke, now CEO and co-owner of the Tampa Bay Lightning.
Armed with the fresh market and fan insights that we provided him, Leiweke deftly orchestrated a staff reorganization and reinvention of the Warriors franchise.
Jim Foster (Inventor of Arena Football/Founder of Arena Football League) . . . The ex-National Football League executive retained us (including colleague Herb Briggin) to bring a fan perspective to refining the original rules of the new sport and to determine how its audience differed from that of the NFL and other major indoor sports so that marketing communications could be tailored to its unique characteristics and appeals.
The work not only helped Foster refine the rules but understand how the new sport’s target audience would differ from that of the National Football League, including the implications this would have for ticket pricing and packaging, event staging, media selection and messaging.
Strikeforce MMA was the second leading player in the mixed martial arts industry in early 2009 when I was retained by the co-owners, Silicon Valley Sports & Entertainment (now Sharks Sports & Entertainment) and founder Scott Coker (pictured below), to take on an interim Chief Marketing Officer role and sit on the Executive Committee that met weekly defining the direction and growth strategy of the company. Given my general, marketing and sales management experience at senior levels in industry and the sports world, this is a role that I am suited for, having also effectively served in this manner for a number of early stage technology companies at the behest of investors, VCs and/or CEOs.
Mixed martial arts is the first event-driven sport built through internet-housed media/commentary and free cable reality programming. It is clear that Strikeforce’s dominant competitor, Ultimate Fighting Championship, knows and leverages these success elements very well, using them to fuel demand for its lucrative pay-per-view business. UFC was an aggressive, pervasive and no-holds-barred influence in the blogosphere and all forms of social media, shaping commentator and fan opinion about the industry, the competing promoter companies and their stables of talented fighters. Their CEO, Dana White, a magnet for media attention, is one of the world’s most prominently followed Twitter practitioners.
While Strikeforce’s Scott Coker was building an enviable stable of respected and captivating men and women fighters, some of whom could stand up well to their more highly publicized UFC counterparts, Strikeforce marketing was also stoking the constructive coals of competition on the web. I recruited a young web and MMA savvy web site designer that led to investing in a video rich and interactive web site upgrade and directed a national search for a social media-conscious PR firm that led to retaining the political PR powerhouse firm headed by Joe Trippi, whose staff taught us the ways of the social media battlefield.
Eventually, in March 2011, UFC acquired Strikeforce in a transaction that financially served all ownership parties well. Many factors made Strikeforce appealing to UFC, including the fact the price would be a good bit higher a year later. But the value of Strikeforce, in addition to providing UFC with a ready-made source of talent for its increasingly global event appetite, can be attributed to the increasingly strong and positive voice Strikeforce established among commentators and fans in social media and the blogosphere.
Roy Eisenhardt (President/CEO – Oakland A’s) . . . In 1980, leading Major League Baseball into a new technology-enabled age, hired my company’s STATS, Inc. subsidiary (Sports Team Analysis & Tracking Systems), co-owned with Dr. Richard Cramer, noted Sabermetrician, to develop EDGE 1.000 ™. Eisenhardt made it clear from the outset that he wanted to increase radio and TV ratings, the enjoyment of fans and the value of the broadcasts to advertisers.
This was the first computerized pitch-by-pitch and pitcher/batter/fielder tendencies information gathered in real time for the purpose of player performance evaluation, game tactics planning and the statistical enrichment of play-by-play radio and TV broadcasts (Apple, provided the development hardware which also included Hayes modems, a DEC mainframe and a Corvus hard drive) . Jay Alves, now an executive with the Colorado Rockies, was recruited to be the first system operator.
We also worked closely with the broadcasters, Bill King and Lon Simmons, to increase their comfort levels with the rapidly updating statistical and trends texture they now had displayed in front of them.
Our EDGE 1.000 provided the initial analytical underpinnings of the A’s amateur player evaluation and drafting process fostered by Sandy Alderson, then Billy Beane and since popularized in the book, Moneyball, by Michael Lewis. The movie version of Moneyball, with Brad Pitt, opens in late 2011.
For the subsequent two decades, the brand image and reputation of the Oakland A’s as well as the confidence instilled in fans would be influenced and shaped by the innovative bent of the Haas family ownership.