Football

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This year, it was interesting to watch the Roar losing players. Not because the changes in the team roster were inherently interesting, but because of the conversation that evolved around it. There was one very persistent meme that coloured discussion both in the media and among the fans: the senior players’ ‘drinking culture’.

The idea first surfaced in the media after Frank Farina’s sacking and was repeated as each older player left. This meme was very persistent and effectively framed the conversation around the changes to the club for the rest of the season. Players that used to be lauded by the supporters were now labelled unprofessional, past it, and a bad influence on the club by the very same fans.

What is interesting is what was not discussed as the club let go of their more experienced players, many of whom used to be fan favourites. The discussion was not about why the management were making these decisions, or how this will affect the club’s chances of making the finals; it was dominated by the alleged ‘drinking culture’ of the senior players, fuelled by rumour and loose rationalisation.

It was interesting to see how discussion about events within a community can be shaped so much by a simple meme. Most of the conversation by the fans and media around the club as its team roster was changed was framed by the ‘drinking culture’ meme.

A simple meme that can be summed up in a memorable phrase can shape conversation about events and brands. An idea that resonates and helps to create an easily understood context for the way events unfold will almost always spread. Once a meme gains traction with opinion shapers, it will be repeated by both those who embrace it and oppose it, and this will just help to perpetuate it.

Framing the conversation has been important in politics ever since a popular vote mattered. Today online it is still just as vital for guiding opinion. Ideas can spread fast, and, thanks to the volume of information generated each day and the nature of a lot of social networking sites, are not always visible at the start.

As with any other channel, online interactions and content do shape the way discussion around any given subject will develop. Using the Internet to publish content to this end helps to incorporate it in the conversation. From news articles to audio and video, content will be linked to, referenced and commented on. Producing content gives interested parties an opportunity to try to frame the conversation. The success or failure of the attempt rest entirely on how well the content resonates with those who have the authority, both formal and informal, to spread the meme.

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Hundreds of thousands have been spent on print, billboards, radio advertising and TV by the A-League and the clubs like the Brisbane Roar before and during this football season. All the clubs have an active website and some have even set up Facebook pages. All of these touch points are repeating the one clear and consistent message. The brand is tightly controlled all through the media, right up to the frontline staff on match day. When the customers walk into the stadium, this is where everything should come together. Unless stadium security is having a bad day, or a cashier at the food stand is rude, or someone gets food poisoning. It is here where the brand message can fall flat on its face.

A company’s public face is controlled using tools like advertising, public relations and community and social engagement. Some organisations go beyond media and actively use every point of contact between a customer and the brand. These companies treat every interaction with themselves and the rest of society as a form of marketing communication. Often a football club has limited control over the actions of contractors like stadium staff. Unfortunately these people have a direct impact on the product experience of all customers, both casual and loyal. Through both their impact and the minimal control the brand has, this can be a real critical point of failure.

The A-League has been promoting itself as a game of passionate fans. Imagery of large crowds standing, shouting and cheering has filled the advertising material in print, outdoor and on TV. As a brand, it has promised that the A-League can be as exciting and intense an experience as any of the international leagues. Rivalries between clubs have been fabricated and promoted and a lot of photos taken of packed stands and fans wearing a lot of merchandise. To stand out in Australia, the A-League has chosen to become the fan’s game, crammed full of passion and excitement.

But you won’t find passion and excitement in the crowd at Suncorp Stadium. Thanks to the over-zealous activities of stadium security and a muted home end, the match day experience watching Brisbane Roar fails to deliver on the A-League brand promise. At the most important point, the money spent to market the Brisbane Roar and the A-League is wasted. The product is not the same as the one promised.

It is here in the grounds where the Brisbane Roar lose control over the brand and the product. It is not the club, but the actions of the stadium staff that have the greatest control over the product. Though they are not tied to the club directly, they become its public face every home game. This is where the dissonance surrounding the advertised message and the actual experience really sets in. You cannot build a brand on the imagery and language associated with European football club culture and then have security tell people to sit down and shut up. As long as stadium staff behaviour is at odds with the marketing message, the money and effort taken to get passionate fans into the grounds is wasted at the point where reality does not meet expectations.

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If you have a website, it is worth having a look through your single click search terms. Some of them can be interesting, funny or bizarre.

twitter scam ponzi

Well, technically Twitter is not a Ponzi scam, though most of the multilevel marketing on it is.  The first problem with this statement is that Twitter does not actually cost any money.  ‘Make money on Twitter’ products are different though…

twitter and multilevel marketers

They are everywhere.  Just mention ‘social media’, ‘marketing’ or any other keyword in that space and you will be followed by dozens of bots spewing “I made $xxxxx with one tweet, slap yourself in the face if you believe me and give me all your money!!!”  It seems that most of these ‘products’ involve paying to be able to spam even more people to sell the the ability to spam even more people….

statistics of gym goers

There are more of them on Monday and Tuesday night at the gym I train at.  Anything else I would be making up.  Sorry.

lang park

These days it is actually called Suncorp Stadium. The Brisbane Broncos and the Brisbane (formerly Queensland) Roar both play there.  It used to be called Lang Park until the naming rights were sold, but no matter which bank has its name on it, it will always be Lang Park to a large portion of Brisbane’s population.

diehards football club brisbane+contact

Good luck contacting them.  Unfortunately ‘diehards football club brisbane’ is not organised around a single point of contact.  There are a number of football clubs out there, but I am not sure if ‘diehards’ describes them all that well.  If you are looking from some kind of group of Italian-style Ultras, I am afraid that they just don’t exist in Brisbane.

democratised internet web 2.0 information

I do not really have anything like this on the site anywhere, but I do admire the ability to cram this many buzzwords into one search query. You forgot to add ‘social media’.

Online Marketing in Brisbane?

Claire and I are setting up an informal dinner group for other professionals in the industry. The idea is to meet up every month or so to eat and chat about the industry in general and other random topics. The first one is planned for June. Please contact me if you are interested.

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It is now official and the Queensland Roar, soon to be Brisbane Roar, are under FFA management. The Queensland government have also just agreed to a reasonable deal on Suncorp Stadium too, something the previous management were unable to do. With a stadium secured, funding assured and two new local teams to stir up a few rivalries, football in Brisbane looks set for a good 2009/2010 season.

What this means for the club and it’s relationship with it’s fans and the community is still unclear. For a few groups, the stated rational behind not supporting the Roar was the clubs links with the Qld Lions Football club from the NSL. With the last of the ties, barring the tenuous link from the name and the colours, will this change? At first glance, yes, with the departure of Lawrence Oudendyk, the club has no real current links to the Lions and the history that has put off so many. Personally, I doubt this will make a difference, at least without any positive action on the part of the club.

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It is all but confirmed that we will be seeing a lot more headlines just like that one next season, as well as other gems like: ‘Brisbane Roars into the lead’, ‘A Roar Deal for Brisbane’ and so much more. With another two football teams in Queensland and a few rumors regarding kit and domain names, it is all but certain that the Roar will become the Brisbane Roar in the 09-10 A-league season. This change will probably be mostly cosmetic, and aside from forcing some people to modify their chants, swapping Queensland for Brisbane will mean very little to the match day experience.

Brisbane vs the Gold Coast

It is the inclusion of a Gold Coast team that is the most likely cause for innovation on the part of the Roar. With a rival team so close, and the unattached nature of the fanbase, both clubs will need to work harder to maintain and expand their fanbase. With Palmer and his money backing the Gold Coast football club, the Roar will need to be smarter to compete. There is one positive to come from this however, and that is the existing rivalry between Brisbane and the Gold Coast, but as is seen in the NRL, this can only carry a club so far.

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Social media has created a great opportunity for brands to interact with ad hoc groups of customers and fans.  When previously these groups were hard to locate and observe, now they are far more visible and easier to access than ever before.

A member of the marketing team for a certain football club recently decided to post on a forum set up and visited by the club’s fans. The fact that this person chose to interact with the club’s fans is not the issue. That this is what was posted is:

I laugh every week reading your forum. None of you actually have any idea about anything. You think you have all the answers and brilliant ideas bah bawww. You dont.Plus none of your ideas ever come to fruition… you talk about the club having carrots.Ahhh it must be a sad life, but whatever keeps you all busy till 2am without girlfriends…

Now I know you’ll all get defensive… but think about it, thats the typical stupid persons reaction

Why this person would choose to insult the fans is strange.  Why they would do it in such a public way is also curious.  Why they would choose to do it in a public space where what is said can easily be sent to a theoretically international audience is just bizarre.

I do not think having a social media policy would have prevented this from happening.  Nothing short of preventing all employees from accessing the internet ever would have helped.  The best solution is a cultural one.  It must be understood that customers and fans are regarded as having as much of a claim on the brand as those who are paid to work with it.  The opinions and feelings of the core market should not be disregarded and mocked, but accepted as what they are.  When the brand experience in an online space is created just as much by the fans as by the company, it is important to respect what they have to say and not to treat them as pariahs and as inconsequential.

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It is the weekend again and there is another home game on Sunday at Lang Park.  Personally I find Sunday night games a bit of a chore. You cannot overindulge or continue for too long afterwards, because you need to go to work the next day, and all I really want to do on a Sunday is as little as possible.  I also know that I am not the only person who thinks this.

Every weekend this season I feel like I am closer to just not going, and this is with the sunk cost of a season ticket too. There are really only two things that keep me turning up.  I have no Foxtel so I can’t watch it from home and I like the guys I hang out with at the game.  Obviously if a few of them stopped going, then I probably wouldn’t either, and I am sure this would apply to a few others too. So potentially, should three or four of the regulars stop going, potentially twice as many will not show up the next week. This is only a small group, but how many of the rest of the crowd are made up of the same kinds of social groups?

Unfortunately for the clubs, this is something that cannot be reliably tracked through watching for trends. It is the unpredictable failure point which can lead to a response greater than anticipated that is the issue.  So how do you measure for the failure point of a crowd?  Quantitative data, qualitative data?  Guess or try to gauge the opinions of the loudest members of the groups through their preferred social networks?  It might just be easier to provide them with what they want in the first place, and just maybe, play a few less games on Sunday.

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Football (soccer to some) in Brisbane is reaching a tipping point this season as crowd figures drop, the city’s national league team fails to produce results at home and both newcomers to the game and long time fans lose interest in the team. With another local team entering the competition next season just an hour down the road the club needs to deal with these issues or lose even more supporters in the next season.

From the start the A-League and the clubs involved have targeted the family market at the expense of existing football fans. Most of the targeted demographic did not already follow a foreign team, or have any interest in the now defunct NSL. As many of us had suspected, and as has been demonstrated in the crowd figures, this market does not stick around when there is a losing streak. The league and some of the teams have failed to align themselves with the hopes and desires of the football public.

Briefly some of the main issues I have seen in Brisbane with the Queensland Roar have been:

  • Support of a fan group that has polarised the community and slowly imploded.
  • Neglecting to connect with existing football fans and players in Brisbane.
  • Lack of effective promotion efforts both above and below the line.
  • Released PR that represented the club’s attitude to its fan base in a negative way.
  • Mismanaged stadium security due to a ‘family friendly’ ethos.
  • Misalignment with expectations of what a football club should be.

The Queensland Roar in particular and the A-League in general have failed to capitalise on the opportunity that they had in an environment without competition. The Queensland Roar have failed to build a solid base of fans who will come to every game, regardless of ‘entertainment budget’, and are now in a position where something has to change.

The biggest issue facing the Queensland Roar is that it has not been a part of the community long enough to build a performance resistant supporter base. To deal with this the club needs to provide another reason or rationale for supporters to follow them regardless of the results.

The message that the Roar has been able to communicate is not one that a lot of fans are interested in. I suspect that the club, based on its behaviour, has forgotten that it has no natural right to its audience’s attention. To go all Seth Godin, no-one has to care about a brand. Ultimately it will be about what the brand has to offer the customer.

I think the Roar has acted as if this is not true.

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