Considering the gigantic funds involved, one would expect sports sponsors to have quantifiable data to base their ROI. Wrong. Industry research shows that about half of the US companies involved in sports sponsorship do not have a system in place to measure the ROI comprehensively. According to Ron Schneier, GM, Nielsen Ventures, the measurement of all sports sponsorships are based on guess-estimate.
“Is the value of home plate five times or three times greater than the value of the right field wall?” Schneier asks in his article (Keeping score of sports sponsorships) in Forbes magazine in December 2004 (onforb.es/1Lxa3qh).
Emirates Airlines and sports sponsorship – A success story
“When we first sponsored Chelsea FC in 2004, there was a lot of confusion in the UK about Emirates,” says Ashfaq Shah, formerly Communications Manager at Emirates and now head of Corporate Sales.
“Our researches showed that customers thought Emirates was the UAE and not an airline. Interestingly, that also gave birth to the slogan ‘Fly Emirates’.”
Shah considers the strategy to have been successful, primarily because there was a clearly set objective – to increase awareness about Emirates Airline in new markets.
Marketing has evolved and thinking patterns need to change. If your brand is relevant to sports sponsorship, go for it; relevant being the operative word here.
Although Pepsi and Gatorade have always been relevant, I am not sure whether 20 years ago an airline or a bank would have been considered as relevant for sports sponsorships.
According to Shah: “even today, by global standards, Emirates is not as big as Delta, Lufthansa or United, so it made sense to gain market share from European carriers by turning Dubai into an attraction for European travellers and encouraging people from the Middle East to visit European destinations via Emirates.
And the common passion between Europe and the Middle East is football.”
With a footfall of 47 million passengers annually, Emirates ranks 12th in the world, with the top three airlines accounting for over 100 million passengers in 2014 (Source: The Economist June 2015). When Emirates started sponsoring football clubs in Europe the numbers looked very different from what they are now.
As Shah says:- “we operated six flights a day to the UK in 2004; today we have eight flights a day just to London and they include six A380 flights, which carry more passengers. In fact, today we have a daily capacity of 3,822 passengers to London which in 2004 was more than a week’s capacity to the same destination.”
Emirates’ football sponsorship came after cricket. Emirates’ relationship with the International Cricket Council (ICC) dates to 2002 when it signed a deal with the ICC to sponsor the Emirates Elite Panels of Umpires and Match Referees. This gave the airline entry into cricket playing markets in Australia, the Caribbean and the UK.
As of today, Emirates supports 85,100 jobs (Source: Emirates Group Annual Report 2014) in the EU, offering 21 unique non-stop flights from European destinations to Dubai and 199 routes that are unique one-stop connections via Dubai. The revenue per employee has risen from $1.72 million to $1.93 million. After the success of the sponsorship venture with Chelsea, Emirates entered into sponsorship agreements with Real Madrid (Spain), AC Milan (Italy), PSG (France), Hamburger (Germany), and Olympiacos (Greece).
What Pakistani marketers can learn from Emirates
Firstly, dare to be different. Get out of the 30 second spot trap. Marketing has evolved and thinking patterns need to change. If your brand is relevant to sports sponsorship, go for it; relevant being the operative word here. Although Pepsi and Gatorade have always been relevant, I am not sure whether 20 years ago an airline or a bank would have been considered as relevant for sports sponsorships. Secondly, pay attention to the execution. Emirates did their homework. They had a clear objective of breaking into a market which had high volume but a low share for Emirates. They sponsored a sport which had a common link between the people of both regions. They chose the vehicles (Clubs) that would give them range across different European destinations and lastly, the implementation of their strategy was good.
If we compare Faysal Bank’s T20 sponsorship in Pakistan cricket, here is how it might look like.
Objective – a mid-sized bank, trying to gain consumer reach in mass segments. Avenue chosen – the most popular sport in the country, with regional teams competing against each other. So far so good. The question is whether the execution was good enough. Although I do not have access to the numbers, considering that the sponsorship is a regional one, Faysal Bank should increase its footprint within those regional hubs in terms of both consumer and corporate banking. For example, given that some of the matches are played in Lahore, with three to four teams from Punjab, sponsoring this event must be followed up with the opening of new branches in Punjab, primarily driven by Lahore. (Although Faysal Bank is Punjab focused with 10 branches in Lahore, six in Faisalabad and four in Sialkot, many of those branches were acquired during the RBS takeover.)
According to David Wheldon, the former Global Director of Brand at the Vodafone Group, and now Head of Brand, Reputation and Citizenship at Barclays (both of which have invested heavily in sports sponsorship, with the latter being the sole sponsor of English Premier League),
“I certainly spent all of the 1980s thinking sponsorship was a waste of money, a chairman’s indulgence not capable of driving brand engagement, brand equity or all the things that I now know sponsorship to do very powerfully. I am a total convert to sponsorship as a marketing platform.”
By being creative, brands can develop new and cost effective sports sponsorship opportunities. Take hockey in Pakistan as an example. Although the current state of Pakistani hockey is pretty dismal, this means that any sponsorship of hockey will come at a rock bottom price and one must not forget that hockey has strong sentimental value among middle-aged consumers. A national level brand, taking up the task of reviving Pakistani hockey can boost its popularity among the younger generation as well. Here I am thinking about Ufone and MilkPak. Did someone say, “not relevant to my brand?”
Sami Qahar is a Dubai-based Pakistani looking for excuses to write. Aurora gives him a few.
sami.qahar@gmail.com
Correction: An earlier version of this article stated that Roger Federer endorses Tag Heuer. This has now been changed. The error is regretted.