Most professional sailing events use public space, are free-to-view and don’t sell tickets, so it can be quite hard to work out just how many fans there are. While some rights owners are transparent about their measurement methods, others frequently quote numbers that don’t seem to add up.

It’s not just sailing that plays with the statistics. According to research published by the International Journal of Sports Marketing and Sponsorship, crowd attendance measurement is frequently inaccurate for both ticketed and non-ticketed events.

For ticketed events, the most common reasons for inflated figures are non-attendance of season ticket holders (who are nevertheless counted) and repeat viewing across multi-day events in which individual spectators are double or even triple counted.

Free-to-view events like the majority of sailing, tend to show the greatest discrepancies between the numbers claimed by organisers and reality.

Larissa Davies, Senior Research Fellow at Sheffield Hallam University, who undertook the research, says that the measurement methods leave a great deal to be desired.

“There appears to be a genuine gap in knowledge about the processes involved in estimating attendance figures at free-to-view events.”

There seem to be problems with measuring so called ‘casual’ spectators (or passers-by), and ‘repeat spectators’, i.e. those who may be counted more than once.

One example involves a past London Marathon. Initial baseline estimates were created by roughly calculating the density of people along a 2.5 metre section of barrier and multiplying it by the length of the course. This placed audience attendance levels at 480,000. However, analysis showed that crowd density fluctuated along the course, which meant that initial figures were inflated. Furthermore, the researchers also polled 1005 ‘spectators’ to establish motivations for attending the event and to establish movement patterns on the day. This demonstrated that there were a large number of casual and repeat spectators and as a result, the baseline estimate was reduced to 282,600 – a staggering 41% difference. Even this was considered generous and was in complete contrast to the figure of one million given by the BBC.

Another example concerns a major UK cycling event. Hand held counters, television footage analysis and estimates from local officials were used to generate a baseline estimate of 11,500 at the most popular spectator locations of the event. 423 spectator surveys issued at these ‘honey spots’ indicated that 13% of spectators were there by coincidence (passers by) and that, on average, respondents would watch the event from a further 1.12 locations. This brought the baseline figure down to 8,933 in the honey spots and suggested that the organiser’s claim of an additional 46,000 people watching the event along the remainder of the course was not credible.

Non-elite and free-to-view events clearly have the potential to reach vast numbers of fans. Consequently, they can help sponsors achieve their marketing objectives. Yet the research indicates that accurate evaluation of audience attendance is vital if sponsors are to be persuaded to invest.

Perhaps one way that sailing can become more accountable is to create purpose built arenas like the one used for the Monsoon Cup, part of the World Match Racing Tour. Forcing fans to buy tickets for sailing events may also give rights-owners a wake-up call as to how many ‘real’ fans there are.

Lies, Damn Lies and Statistics – news about ROI, ROO and other numbers.

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[cleeng_content id="653273972" description="99 cents or 10,000 hours. The path to being an expert can be easy or hard. " price="0.99"]The Extreme Sailing Series Europe, previously known as the iShares Cup have released their media analysis of the 2009 season. The organisers, OC Events should be congratulated, not only for having their numbers independently audited, but also making them available. Some might see such transparency as a brave strategy in the current climate, but it shows that sailing can deliver tangible results.

The world of sponsorship and advertising is changing and one of the biggest challenges for those buying and selling sponsorship and advertising is how to measure the value of the results.

For some sailors, it doesn’t matter – many still send sponsorship proposals that are generic presentations of where the race starts and ends, how long the boat is and what the weight of the keel bulb is. For these sailors, sponsorship is more like a donation, the sponsor gets a warm fuzzy feeling that they are in some way helping someone go sailing.

At the other end of the spectrum are events whose very existence is based on whether or not they give value to their commercial partners. Traditionally, measurements like Equivalent Media Value have been used to measure how much  a sponsorship is worth. Some think that it is flawed, but there is no real alternative at the moment.

The Equivalent Media Value approach adds up all the exposure that a sponsor got on various media and then values it as if they had bought it as an advertiser. Here’s an example: If your logo is seen for 1 second 30 times during the Superbowl and the cost of buying 30 seconds of advertising at the Superbowl is $3 million, then the equivalent media value of your sponsorship is $3 million. If you paid $300,000 for your sponsorship, then your return on investment is 10:1.

It’s nice to see a sports property being realistic about their numbers. Compare the hyperbole from the America’s Cup yesterday where a press release talked of  “a massive international audience of over two billion viewers,” with the more grounded figures below.

The headline figure from OC Events was a 40% increase in the value of media coverage versus the previous year, as measured by independent evaluation agency Havas Sponsorship Insights. Havas has conservatively estimated the value of media coverage achieved by the Extreme Sailing Series in 2009 as €5.9million.

Notable numbers from a detailed report covering six markets in Europe include:

• over 8h 35 minutes of evaluated TV news (only) broadcasts,
• 894 articles or features evaluated in printed media,
• 770 articles on the internet,
• 149 broadcast features evaluated on TV and radio and
• 228 accredited media attending the seven events (the Paris launch and six events).
• In addition, UK terrestrial station, Channel 4, broadcast a specially produced stand-alone highlights programme for the first time in 2009 and are now interested in broadcasting a full series of programmes in 2010.

Over 535 hours of TV exposure, between news and programming, was evaluated alongside print exposure in publications with an 82 million cumulative circulation.

OC Group are one of the few sailing properties to value Return on Objectives as highly as the pure ROI numbers. The sponsor, iShares, had very specific goals for the event, some qualitative, that cannot be boiled down into a couple of bullet points. Lou Newlands, Communications Director,  OC Group said:

“We see a lot of figures bandied around the sport which simply don’t correspond to reality, so we prefer to use our independent evaluations primarily to measure our own performance and to drive us to increase quantity and quality of coverage for both the event and team sponsors”,

“We are really pleased with the outcome, particularly in such a tough economic time with the drop in advertising rates (used as basis for evaluation). We decided that we wanted to apply harsher and ‘realistic’ figures on the value of media return for our teams and sponsors. Havas applies these marketplace values to the coverage, evaluating each piece individually, therefore in some areas, particularly the internet, the quantity and quality has increased, but the value is lower than last year. We feel confident in these figures – in particular as a measure on our performance year on year.”

Alastair Macdonald, Director, Havas Sponsorship Insights commented,

“Given the nature and value of the benefits delivered for the title partner iShares, our view would be that, relative to the scale of investment involved from the sponsor, the sponsorship represents a highly cost-effective marketing investment, delivering an extremely favourable rate of return.”

2010 will be an interesting year for the Extreme Sailing Series Europe. Without a title sponsor, there may be innovations that the organisers can implement that are more risky. OC Events say that the PR Strategy will be sent to all teams on 15 March, with an increasing inclusion of social media – empowering tools such as Facebook and Twitter. While such social media are anecdotally very powerful tools, Equivalent Media Value fails to measure them effectively.

A detailed view of the numbers can be found at : http://www.extremesailingserieseurope.com/news.asp[/cleeng_content]

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Twitter remains a strange, misunderstood tool to many, but occasionally you come across things that you might not otherwise find thanks to a recommendation. This link came from Dee Caffari’s Twitter feed over the weekend – an interesting Case Study from UK based PR WEEK analysing the Around Britain and Ireland Record Attempt in 2009. According to the article, the campaign generated a return on investment of 93:1.

[cleeng_content id="709964876" description="99 cents or 10,000 hours. The path to being an expert can be easy or hard. " price="0.99"]Record attempts are an interesting category in sailing sponsorship. While ‘risky’ in terms of success, they appeal to a wide audience and provide a mechanism to activate a sponsorship outside of any fixed event calendar. Where the record attempt can be completed with an existing boat, the marginal cost is very low and as such, return on investment is easier to achieve.

Below is an excerpt from the PR WEEK article.

• Campaign: Around Britain and Ireland Record Attempt
• Client: Aviva
• PR team: Synergy
• Timescale: June-July 2009
• Budget: £10,000

As title sponsor of the Aviva Ocean Racing campaign, Aviva has supported British yachtswoman Dee Caffari since 2005. By completing the Aviva Challenge (May 2006) and Vendee Globe (February 2009), Caffari became the first woman to sail solo, non-stop, around the world in both directions.

Aviva was keen to capitalise on Caffari’s increased profile to elongate the campaign and support the migration of its UK brand Norwich Union to Aviva, forming part of the group’s ‘name change’ campaign that took place in June 2009.

Objectives

• To increase awareness of Aviva within the UK and support the name change campaign
• To strengthen the association between Aviva and Dee Caffari
• To extend beyond the traditional sailing audience.

Strategy and plan

It was decided that Caffari and three other female sailors would embark on an attempt to break the world record for sailing a mono-hull around Britain and Ireland, onboard the yacht Aviva. The previous record was held by an all-male crew. To add further news interest, one member of Caffari’s crew was her only other female Vendee Globe race rival, Samantha Davies, a fellow high-profile British sailor.

A female, non-sailing journalist was invited to spend a day training with the Aviva crew to gain an understanding of the sport, in order to move coverage away from a traditional sailing audience. The world record attempt was sold to media with the all-female hook. [ Y$: Originally, it was intended that the journalist would take part in the entire campaign, but selling the story or getting someone to pay for her to cover the event in its entirety did not happen.]

The PR team ran a 24-hour press office throughout the world record attempt, including telephone interviews with the crew, imagery and regular updates that increased in frequency towards the finish in order to drive anticipation.

A tracker showing the exact location of the yacht, compared with the existing record, was created on the Aviva Ocean Racing website.

Measurement and evaluation

• In total 100 pieces of coverage were generated over a one-month period.
• One-third of these were on TV and totalled 42 minutes of UK airtime.
• The BBC covered the world record attempt from departure to completion, and covered the completion live with seven pieces on BBC One’s Breakfast programme and six on the BBC news channel.
• In total 12 pieces of national print coverage appeared in various publications including The Guardian and the Daily Express.
• Seventy-one per cent of all coverage featured a logo or photograph.
• [Y$ : The campaign was extensively 'Tweeted' by Dee, Sam and @jopayton and there was a high level of engagement via 'retweets' and blogs ]

More…

While the financial return might have been 93:1 (presumably calculated using equivalent media value), there is nothing in the article to suggest that the campaign met the stated objectives. Without the participation of the non-sailing journalist for the actual attempt, the third objective would have been compromised.[/cleeng_content]

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By the time this post goes out via our daily email, Australia and New Zealand will have already left 2009 and the ‘noughties’ behind. It’s been an interesting year and an even more interesting decade.

Thanks to you for reading and helping Yachtsponsorship to achieve huge growth in 2009. I am always thrilled to find out that this site is considered a ‘must read’ by many influentual people in the business, not just of sailing, but sports marketing and sponsorship.

Happy New Year. See you in 2010

Here are our top stories of 2009, determined by the number of times they were read.

1. Measuring Sports Sponsorship – ROI? ROO?
2. Two More Open 60’s Go Up for Sale.
3. Is Yacht Racing a Pretend Business?
4. The World’s Top 200 Sports Properties? Did Sailing Make it?
5. Where to Spend £10 Million… in Sailing
6. Sponsorship Value – The Commerical case for a DOG Match.
7. The Changing Face of Yacht Racing. Oman Sail Launches A100.
8. Louis Vuitton World Series Shows Promise.
9. iShares Cup 5th Man – The Best Seat in Sport?
10. Who’d Sponsor AC33?

Your top story not in the list? Let us know in the comments below which was your top story of 2009 and why.

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The following article was published at mediapost.com. It is a must read whether you are looking for sponsorship or looking to place it. By Larry Albus

The sponsorship industry has advanced a great deal since the time the phrase “sponsorship can’t be measured” typically went unchallenged. As all aspects of the industry have grown more sophisticated, and as the dollar value and prominence of partnerships has grown substantially, the need for accountability has become vitally important.

We are hearing questions such as: Can I measure the impact of my sponsorship activation? What is the return on my venue naming rights deal? As a property, how can I demonstrate return to the sponsors of my event? And the list goes on.

Existing approaches to measurement – which merely transfer advertising surrogates such as media equivalencies and impressions to sponsorship, or use intermediate metrics such as awareness and attitude shifts to gauge performance – miss the mark. They don’t consider either the differences the sponsorship environment requires or the inherent flaws in the way advertising is measured.

Another issue is the challenge of measuring something for which there is no standard measurement. There is simply no escaping the fact that sponsors must customize the way they evaluate to their own situation.

Truly measuring what we call ROS – return on sponsorship – means linking expenditures directly to real investment returns.

Buyers of sports and other sponsorships must – and can – assess their partnerships based on actual outcomes rather than intermediate outputs. Instead of measuring the amount of time a sponsor’s logo is visible, ROS measures how, if at all, the visibility impacts fan behavior.

Another departure: ROS is an end-to-end solution with strategic and global capability, measuring return against a client’s specific, ranked objectives.

ROS contributes to the performance of any sponsorship, enhances the legitimacy of sponsorship and its standing in the internal policy debate, and provides the justification for budget increases.

The following are strategic, organizational and process-related best practices for measuring sponsorship:

• Measure outcomes not outputs: We tend to measure what’s easy to measure rather than what matters. This means we end up measuring outputs – what a sponsor got or did – rather than outcomes – what a sponsorship actually produced.
• Define and benchmark objectives on the front end: Defining objectives at the beginning of a sponsorship shows which indicators to track.
• Measure return for each objective against pro-rated share of rights fee: This allows for fairly measuring multiple objectives around each sponsorship.
• Apply the assumptions and ratios used by other departments within your company: Base measurement on metrics already used and accepted internally.
• Measure behavior: Retool objectives to align them with the core drivers of value for the business. No matter the brand prestige or business category, behavior shifts are critical to measure.
• Measure the emotional connections: In addition to behavior numbers, accurately reflect the contact value between your brand and your target audience.
• Include cost savings in your ROS calculations: Not a calculation of how much money was saved by cutting sponsorship expenses, but rather any real savings generated on sales, marketing and recruitment activities that would usually take place outside of sponsorship.
• Research the emotional identities of your customers: Successful sponsorship begins with an understanding of your customers – not as demographics, but as people.
• Identify group norms: Psychological connectedness to a sports team or event represents an important aspect of self-identity, and the more a consumer identifies with an organization the more likely they are to support its sponsors.
• Slice the data: Client experience reveals that sponsorship does not work equally well with all customers. It works best with those most committed, whether to the property being sponsored or to the brand.
• Capture normative data: Sponsors have a dual need for both a comparative, across-the-board analysis of sponsorship activities, as well as individual program evaluation. Incorporate a two-phase structure, addressing both the primary set of objectives (affecting all sponsorships) and the secondary levels, which may be property specific.

Larry Albus is senior consultant at IEG, LLC and member of the IEG ROS team. He has more than three decades of experience in sports and entertainment marketing and executive sports management. His experience includes collegiate and pro sports, event ownership and corporate sponsorship consulting. At IEG, he has led projects for major corporate sponsors and properties including JVC, ING, BP Fuel, Castrol, NCAA, Fuel TV and TD Bank. Reach him here.

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In some senses, sailing has it easy when it comes to sponsorship. The relative immaturity of the sport means that often sponsors are not as rigourous as brands sponsoring other sports. This will obviously change and both sponsor and sponsored will need to understand the value of their property. The following excerpt is from an article is featured in Sports Business Journal. It shows that measurement is a way of life for those looking to get others to pay for their sport. It also discusses ROI versus ROO. If you don’t know what ROO is – it’s a must read.

Bank of America, in the days following this year’s Super Bowl, was forced to defend its presence at the game as an NFL sponsor. Spurred by media reports that used words like “lavish” and “luxury” to describe the spending habits of a bank that has received $45 billion in federal bailout money, the bank blasted out a statement to defend its actions.

“Our relationship with the NFL is a carefully managed and heavily evaluated business that generates profits for our shareholders that are many multiples of what we pay the NFL,” read the statement.

Bank of America, for the first time, later revealed financial returns on its sponsorship investment. For every dollar the bank spends on sports sponsorships, it earns back $10 in revenue and $3 worth of net income. The revelation was an unintended use of data collected from measuring the value of sponsorship investments, but one that is a new reality in today’s economy, observers said.

“Historically, it was never approached from a PR perspective,” said Simon Wardle, head of Octagon’s research group. “That’s something that’s very new based on media scrutiny, and now there’s an even bigger desire to show the value of these sponsorships.”

The manner of use for such data is just one of many trends in sponsorship measurement. The practice is booming as companies look to cut expenses in a down economy and make their dollars go further.

“Measurement business is way up because all these properties are now faced with having to measure and justify the dollars (charged), and on the sponsor side they need to answer to senior level management to justify the dollars (spent),” said Len Perna, president and CEO of Turnkey Sports and Entertainment.

Applying the metrics

Brands are crafting measurement programs that are more layered than they once were. No longer do companies that spend millions on sponsorships and research analysis just measure brand awareness through press clippings or focus groups; they are also tracking media exposure and image transfer.

Companies are also looking at data that doesn’t necessarily support its intended sponsorship goal. For example, a Fortune 100 brand mostly interested in customer acquisition is now looking at brand-building activities like media impressions to quantify additional value.

When budget cuts are necessary, agencies are helping brands quantify what spending works and what doesn’t. Navigate, an agency that has worked with the NFL and U.S. Cellular, said a client recently streamlined its sponsorship activation spend to strictly supporting media after the agency’s research found one touch point was better than two.

Bank of America…

“We look at what the relationship could be worth solely on a business basis of revenue,” said Ray Bednar, head of sponsorship at Bank of America.

ROI vs. ROO

The argument remains about whether return on investment or return on objective is more suited for measuring a sports sponsorship.

ROI generally measures the ability of a sponsorship to affect the bottom line, and ROO delivers on more qualitative metrics such as employee good will or product satisfaction.

Agencies may agree on the need for sponsors to measure their returns, but they offer varying opinions and approaches on how best to go about accomplishing that goal. Some agencies say sponsors must focus on ROO by setting and measuring against goals for metrics such as sponsor recall. All agree that, at a minimum, each brand should be setting ROO benchmarks and measuring against them, whether it’s brand tracking, media monitoring or sponsor surveys.

The days of spending without financial justification are over, said brand and agency executives, and sponsorship measurement is expected to be part of whatever new economic model survives the current downturn.

“If it’s going to explode it will be in the next five years because everything is being scrutinized,” said Steve Seyferth, founder of SSG Marketing, which uses Six Sigma processes to evaluate sponsorships.

“Every dollar is being looked at and has to be maximized. We know sponsorships work, but it’s got to be put into a paradigm that everybody respects and tackles together.”

Read the full article at: http://www.sportsbusinessjournal.com/article/61642

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By David Fuller. Originally published at www.dmfreedom.com

So you want to get sponsorship. Of course you do. What would be better than getting someone else to pay for your dreams? It’s amazing how many emails I get from sports people who imagine sponsors are just generous benefactors who will willingly part with hard-earned cash on the strength of a good idea.

In the business world, there is a similar behaviour. Entrepreneurs with great ideas seek out financiers, early stage investors, business angels, venture  capitalists, sponsors. Some of these companies offer the investors a promise of revenue generation – a cash return on investment. Raising money for a venture that might lead to revenue is a hard sell, so imagine how hard it is to sell sponsorship benefits like exposure, brand association or recall.

Still want to give it a try? Your life is about to change. You are swapping the sails for sales. As Bud Fox’s Dad said in ‘Wall Street’:

You get on the phone and ask strangers for their money, right?
You’re a salesman.

So what can sailors learn from entrepreneurs? A lot. Here are some tips on raising money that apply equally to competitive sailors as to early stage businesses.

Have a Business Plan
This is not your sponsorship pitch or presentation, this is a document that shows how you are going to spend the money. Remember that the idea is only as good as the team who is going to deliver it, so the business plan needs to include the personnel and why they are the best people to invest in to deliver the goals.

Get Some Skin in the Game
If you want to start a business, be prepared to invest your own money. Sailors who expect sponsors to risk money in their venture, better throw something into the pot. Those who are not willing to assume such risk are not considered serious by sponsors, and will most likely not receive funding.

Network
While some sponsors do read proposals that come over the transom, plans referred to them by a trusted source, such as a business associate, lawyer or accountant get far more attention. Attend events, not just boat shows and regattas, but trade shows for other industries. Use online tools like Linked-In.

Start Close to Home
People that know you are more likely to invest in you than a complete stranger. Talk to friends and family, talk to a business that you buy from often. If you have a day job, talk to the company that employs you. Of course use common sense – if you are planning a year long, round the world campaign, they might get a sense that you are not exactly commited to your job.

Do you Homework
Sailors should be choosy about who they take money from. Make certain that you really know your sponsor. Where are their markets? What are their products? Understand their motivation and expectations. Know what added value they can bring to the table. Sponsors with good connections can jump start a campaign and keep it thriving. Well-connected sponsors can even make it easier to get additional sponsors.

Show the Sponsor what they get in return.
It’s amazing how many people looking for sponsorship have never thought that a sponsorship deal is two way. The best sponsors only invest when they have a high certainty of the outcome. Successful sponsorship is about knowing what return you expect to make. Anything else is speculation and gambling. If you can show a decent return, in a reasonable period, to the sponsor then they’ll be more inclined to back you. If you can’t then they’ll take their money elsewhere.

Be Googleable.
When I get an email from someone I don’t know these days, I type their name into google or visit the web address associated with their email. You can get your own website for a couple of bucks. If you don’t want to create one from scratch, create a blog on blogger or a profile on Linked-In or a MySpace page.

If you’re not sure on any of these areas, then make sure you get some professional help. It’s a lot better to invest some time, effort and money up front to get the right approach than to waste many months and even more money learning the hard way. Think about what it costs you personally for each month that your business growth is inhibited. When you look at it this way, getting the right support at an early stage can save you a lot more time, money and effort in the long run. I’ll be writing a piece on how to find the right help in coming days.

You’ll notice that I have used the phrase ‘your business’ a lot in this article. If you don’t see your sailing as a business, then how can you expect a sponsor to give you money?

The post How to Raise Sponsorship for Yacht Racing. appeared first on Yacht Sponsorship - Trusted Sailing Sponsorship Advice & Consulting..

While there is a flurry of activity in the Vendee Globe, with final podium positions being decided and close finishes, the Volvo Ocean Race has left Qingdao for the longest ever leg. Here is an extract of a nice article in the Financial Ttimes by Richard Donkin.

…Puma skipper Ken Read puts “everyone present and correct in St Petersburg” as his top priority for the finish line in June. The second point on his list he calls 2a: “That the sponsor gets more out of it than it could ever imagine.” Point 2b recognises that winning would be the best way of making 2a a reality.

Read approached Puma for sponsorship just at the right time. Jochen Zeitz, the chairman and chief executive of the sports goods manufacturer, had been thinking of launching a new range of nautical apparel. The Puma sailing team and their boat, nicknamed Il Mostro (the Monster), became the focus of the campaign.

“They didn’t compromise on anything, so we have the full kit – boots, gloves, underwear, socks, the lot, all made by Puma,” says Read.

Today’s high-powered sponsorships, professional crews and finely tuned technologies seem a world away from the first competition in 1973, then known as the Whitbread Race. Seventeen yachts of different designs, some of which were sailing with relatively inexperienced crews, set out from Portsmouth with no knowledge of what to expect. Three men lost their lives when swept overboard.

In the early Whitbread races, crew members often paid for the privilege of competing. Today the best crews can demand increasingly lucrative contracts.

“In the old days we used to turn up after a race and hit the bars. The yacht racing circuit was pretty simple then, living in trailers, chicks on the quaysides in the Caribbean, that sort of thing. It was great,” said Jerry Kirby, a former America’s Cup winner who at 52 is one of the oldest bowmen on the professional sailing circuit.

“Looking forward to the race helps me keep fit,” says Kirby, who trained with the elite US Navy Seals to get in shape for this year’s Volvo. You have to respect the foredeck crews on these yachts. Working at the weather end of the boat they occupy almost a world of their own, often out of touch with their crewmates as voices struggle to carry when there’s a gale.

Read the full article at the FT

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