Thread by Joe Portsmouth
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- May 28, 2022
- #ProductManagement #Marketing
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Marketing matters more than the product.
Don't believe me?
Here's how Jon Spoelstra tripled sales marketing a product nobody wanted -- the New Jersey Nets 🏀👇
Don't believe me?
Here's how Jon Spoelstra tripled sales marketing a product nobody wanted -- the New Jersey Nets 🏀👇
Jon Spoelstra is widely acknowledged as one of the best sports marketers ever.
In his 11 years with the Portland Trail Blazers, every single game was a sell-out.
In 1991 he was brought in to fix the dead last New Jersey Nets.
In his 11 years with the Portland Trail Blazers, every single game was a sell-out.
In 1991 he was brought in to fix the dead last New Jersey Nets.
The Problem:
Jon joined the Nets at an all-time low.
In the previous five years, the Nets had finished with the worst or second-worst record in the NBA each season.
The Nets were also dead last in sales during those five years.
Jon joined the Nets at an all-time low.
In the previous five years, the Nets had finished with the worst or second-worst record in the NBA each season.
The Nets were also dead last in sales during those five years.
Before Jon arrived, the Nets were trying to market to a hometown fanbase that didn't exist.
Everyone in Manhattan was a Knicks fan.
Most of NJ were Knicks fans.
The biggest city in NJ (Newark) was practically disowned by the state.
Not a great recipe for ticket sales.
Everyone in Manhattan was a Knicks fan.
Most of NJ were Knicks fans.
The biggest city in NJ (Newark) was practically disowned by the state.
Not a great recipe for ticket sales.
The Solution:
10 marketing and cultural philosophies that Jon used to turn the Nets from a laughing stock to a franchise on the rise.
Let's dig in 👇
10 marketing and cultural philosophies that Jon used to turn the Nets from a laughing stock to a franchise on the rise.
Let's dig in 👇
Philosophy #1: Identify who you are not.
• The Nets were not for Manhattanites.
• They were not a favorite of the hometown.
• They were not for fat-cat big corporations (the Knicks were).
• The Nets were not for Manhattanites.
• They were not a favorite of the hometown.
• They were not for fat-cat big corporations (the Knicks were).
Philosophy #2: Identify where you have a chance to win.
• Target market = Northern NJ
• Target audience = Fans that wanted to see NBA stars.
• Messaging = Fan/Family-friendly.
• Target market = Northern NJ
• Target audience = Fans that wanted to see NBA stars.
• Messaging = Fan/Family-friendly.
Philosophy #3: Create strategies in the defined areas where there is a chance to win.
Jon took opponents with superstar players and packaged them into special ticket deals.
Packaging MJ, Larry Bird, and Magic Johnson together was more appealing than marketing the Nets.
Jon took opponents with superstar players and packaged them into special ticket deals.
Packaging MJ, Larry Bird, and Magic Johnson together was more appealing than marketing the Nets.
Philosophy #4: Collect names, addresses, and phone numbers.
Jon challenged his staff to get contact info for every:
• Nets ticket purchased.
• Nets fan.
• NBA fan in northern NJ.
(prioritized in that order)
There is nothing more valuable than an owned and engaged audience.
Jon challenged his staff to get contact info for every:
• Nets ticket purchased.
• Nets fan.
• NBA fan in northern NJ.
(prioritized in that order)
There is nothing more valuable than an owned and engaged audience.
Philosophy #5: Ask your present customers to buy a little bit more.
If a fan only wanted a 7-game package, they wouldn't push for a full-season 41-game package.
They would ease them up with an additional 3-game package.
Not hard selling resulted in better retention.
If a fan only wanted a 7-game package, they wouldn't push for a full-season 41-game package.
They would ease them up with an additional 3-game package.
Not hard selling resulted in better retention.
Philosophy #6: Know the difference between big and little customers.
The only rule that should apply to bigger customers is:
"Find out what the problem is and help fix it."
It costs far more to acquire a new big customer than to fix a problem for a current one.
The only rule that should apply to bigger customers is:
"Find out what the problem is and help fix it."
It costs far more to acquire a new big customer than to fix a problem for a current one.
Philosophy #7: If your product is perceived as low value, don't discount. Increase value.
Jon created ticket plans where fans received 5 games + 5 free gifts.
It usually costs less to add value than it does to discount.
Plus, the buyer feels like they got a better deal.
Jon created ticket plans where fans received 5 games + 5 free gifts.
It usually costs less to add value than it does to discount.
Plus, the buyer feels like they got a better deal.
Philosophy #8: Answer the rough complaints yourself.
Jon believes that 3% of all customers are jerks.
Jon took all calls from 3 percenters.
Customers were shocked when the team president answered the phone.
It resulted in more constructive conversations with honest feedback.
Jon believes that 3% of all customers are jerks.
Jon took all calls from 3 percenters.
Customers were shocked when the team president answered the phone.
It resulted in more constructive conversations with honest feedback.
Philosophy #9: Force closeness with the customer.
The worst place to get a feel for the fans is in the owner's suite.
Jon would:
• Serve as an usher.
• Ride the shuttle bus.
• Hand out programs.
• Work the box office.
• Sit in the upper decks.
• Cook & serve hot dogs.
The worst place to get a feel for the fans is in the owner's suite.
Jon would:
• Serve as an usher.
• Ride the shuttle bus.
• Hand out programs.
• Work the box office.
• Sit in the upper decks.
• Cook & serve hot dogs.
Philosophy #10: Find your rubber chicken.
All season ticket holders who had not repurchased for the upcoming season were sent a letter & a rubber chicken wearing a tank top that said, "Don't fowl out."
The season ticket renewal rate that year was 93% - the best in Nets history.
All season ticket holders who had not repurchased for the upcoming season were sent a letter & a rubber chicken wearing a tank top that said, "Don't fowl out."
The season ticket renewal rate that year was 93% - the best in Nets history.
The 4-Year Results:
• Attendance: 27th (dead last) → 12th
• Franchise value: $52M → $92M
• Sponsorships: $400K → $7M
• Ticket Sales: $5M → $17M
All for a product that nobody wanted.
• Attendance: 27th (dead last) → 12th
• Franchise value: $52M → $92M
• Sponsorships: $400K → $7M
• Ticket Sales: $5M → $17M
All for a product that nobody wanted.
All information in this thread was inspired by Jon's book:
"Ice to the Eskimos: How to Market a Product Nobody Wants"
This thread only scratches the surface.
Definitely worth a read.
"Ice to the Eskimos: How to Market a Product Nobody Wants"
This thread only scratches the surface.
Definitely worth a read.
That's a wrap!
If you enjoyed this thread:
1. Follow me @joe_portsmouth for more marketing breakdowns.
2. RT the tweet below to share this thread with others!
If you enjoyed this thread:
1. Follow me @joe_portsmouth for more marketing breakdowns.
2. RT the tweet below to share this thread with others!
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Misha @MishadaVinci
·
May 28, 2022
Awesome thread!