social media analysis of manchester city football club

Table of Contents

3,580

Social Media Elective Dr. Jim Hamill

Strathclyde MBA May/June 2012 ii

Contents

1. Executive Summary ....................................................................... iii

2. Introduction ..................................................................................... 1

3. Analysis ............................................................................................ 2 3.1. Internal Analysis ................................................................................................................................. 2 3.2. External Analysis ................................................................................................................................ 4 3.3. Strategy ................................................................................................................................................... 6 3.4. Key Performance Indicators ......................................................................................................... 7 3.5. People/Organisation/Resources ................................................................................................. 8

4. Future of Social Media in Sports/Football Clubs ......................... 9 4.1. Future Social Media Initiatives .................................................................................................... 9 4.2. Future Disruptive Technologies .................................................................................................. 9 4.3. Enhanced Business Modelling ................................................................................................. 10

5. Recommendations ........................................................................ 11 5.1. MCFC Future Stars Initiative ..................................................................................................... 11

5.1.1. Design & Development .............................................................................................................. 11 5.1.2. Promotion ........................................................................................................................................... 11 5.1.3. Resources Required .................................................................................................................... 11 5.1.4. Timing ................................................................................................................................................... 12 5.1.5. Existing Example ........................................................................................................................... 12 5.1.6. Ethical Concerns............................................................................................................................ 13

5.2. Generic Recommendations ....................................................................................................... 13 5.2.1. Counteract Seasonality of Demand ................................................................................... 13 5.2.2. Improve Community Engagement ...................................................................................... 13 5.2.3. Amplify Popular Social Community Initiatives ............................................................. 13 5.2.4. Monitor Competitor Social Media Activity ....................................................................... 14 5.2.5. Engaging with Future Prospective Fans ......................................................................... 14

6. Conclusion ..................................................................................... 16

7. Bibliography .................................................................................. 17

1. Media Pack ..................................................................................... 19

1.1. Media Pack 1 .................................................................................. 19

1.2. Media Pack 2 .................................................................................. 20

1.3. Media Pack 3 .................................................................................. 21


Strathclyde MBA May/June 2012 iii

1. Executive Summary Social media in the last five years has changed the basic approach of communication by both individuals and organizations. As per a McKinsey report on “Demystifying social media”, 39% of the companies already consider social media as a primary tool of interaction with customers, a figure that is expected to rise to 47% in near future (Sarrazin, Edelman and Divol, 2012). It is therefor imperative that to provide relevant recommendations to enhance MCFC organisational goals through social media, it is important to first provide an analysis of the scenario to date with an examination of the internal and external analysis; the key performance indicators employed and resources available. This analysis was undertaken by critiquing their:

Internal Analysis o Website

External Analysis o Youtube o Twitter o Facebook o Flickr

Furthermore the identification and illustration of the importance of social media KPI‟s is identified and linked to the development of a global fan base.

Key to developing the recommendations is the consideration of the future of social media in sports/football clubs. This has been done through three core areas we identified:

Future Social Media Initiatives

Future Disruptive Technologies

Future Consumer Behaviour Points of Manipulation

One core recommendation was made with regards to the development of a social media platform, named the Manchester City Future Stars Initiative, where future football players can be identified, whilst also allowing Manchester City to promote the brand globally. Further generic recommendations have resulted from our analysis, and merely seek to enhance the overall social media activities MCFC is currently undertaking.

It is illustrated that MCFC is currently a dominant player in the football social media market place, and it currently has the resources to maintain this dominance. It is also noted that the evolving nature of the social media landscape is always changing, and that caution should be exercised.


Strathclyde MBA May/June 2012 1

2. Introduction Social media in the last five years has changed the basic approach of communication by both individuals and organizations. As per a McKinsey report on “Demystifying social media”, 39% of the companies already consider social media as a primary tool of interaction with customers, a figure that is expected to rise to 47% in near future (Sarrazin, Edelman and Divol, 2012). The following report considers the various social media contrivance available and employed by Manchester City Football Club (MCFC). The report starts with the analysis of the company‟s current standing in the social media sphere. The statement examines the internal mode of community interaction by scrutinizing the organizations core web page. The report also delves into the various external forms of social media platforms used by MCFC in its communication and interaction with its end customer. The research tries to utilize some recognized tools of evaluation like 6 I‟s and balanced score card in the process. The second part of the report focuses on the future prospects and trends of the social media and plausible evolution of the same. The report goes on to identify the gaps and opportunities by analyzing the current strategy and the possible shift in social media means. This is then finalized with some recommendations for the future social media strategies of MCFC with the potential benefits from the recommendations.



3. Analysis To provide relevant recommendations to enhance MCFC organisational goals through social media, it is important to first provide an analysis of the scenario to date with an examination of the internal and external analysis; the key performance indicators employed and resources available.

3.1. Internal Analysis MCFC has a creative and innovative relationship with its online community. On an internal evaluation, their own website is used as a platform for other social media communities; focusing in Twitter, Facebook and blogs. For example, instead of promoting a chat developed in house for its own community, they include in their website a column that represents the @MCFC Twitter account timeline. With this strategy they support the natural evolution of communities while hosting their discussions themselves. The promotion of a customer-to-customer (C2C) relationship is the basis of their platform. Their “fan sites” segment in the website is dedicated to link visitors to the top 50 blogs already established. Another example is the share button in which more than 450 different social networks or forums are included. These connections to other communities enhance its status as the „home’ page for current or even prospective fans seeking further interaction or C2C communication. In terms of social activity MCFC website includes several interactive sections that distinguishes them from competitors. The best examples are the Fan Cam and the Fan Map. The former includes a 360° interactive image of MCFC Etihad Stadium in which fans can „tag‟ themselves and share that to their own communities. The latter is a map fed by fans in which is graphically expressed the geographical distribution of fans around the globe. Both of these social media tools are pioneering efforts within in the sports industry. This allows MCFC fans to engage a proximal relationship with their fellow fans and offer them relevant data to develop strategies through identification of potential „influencers‟ amongst their involved fan base. A SWOT analysis (Diagram 1) has been conducted to offer a holistic perspective of the pros and cons involved in the strategic social media decisions.



Diagram 1 – SWOT Analysis of Social Media & MCFC

MCFC harnesses their website as a platform for receiving feedback which is used as a guideline to shape their strategies. Their self-perception is closer to a global entertainment brand rather than a sport brand (Stoll, 2012). Hence, they focus not only on fans, but also customers and any person that could be emotionally moved by the brand. This strategy allows them to be exposed to a greater amount of people that is required to understand and satisfy. For instance, the “City Promise” is a section on their website that illustrates its public commitment to offer a great day in the stadium which is measured by an online survey. There were two areas of weakness that specifically can impede social media were identified:

The lack of languages. The website can only be displayed in English and Arabic. Manchester United‟s website by comparison offers seven languages including English, with a number focusing on developing Asian markets such as China.

The lack of specific access through mobile technology. While the only mobile version of the website can be found in a recently developed iPhone application. It was also noticed that the iPhone application has a cost of £3.00.



3.2. External Analysis Twitter From the analysis, it is evident that MCFC is highly active in the use of its twitter account as a medium to interact with its fans. This can be seen from the fact that 26% of their tweets (Twtrland.com, 2012) are replies to fans. This is a high percentage when compared to Chelsea FC‟s 18% (Twtrland.com, 2012). Chelsea, who are one of the leading clubs sporting teams associated with social media. On further analysis, it is seen that the replies are focused at the key influencers among those associated to the club through social media. This well thought out strategy helps to improve the relationship of the club with these influencers as well as to cascade their campaigns and messages to the fans through these mavens. They are also using Twitter in innovative ways such as the “Social Media Stadium” idea, in which in the Etihad Stadium screens all tweets including #BlueView hash tag. These are displayed through the halftime of the matches. This is an efficient method of connecting with users at the match, including those who are external to the stadium. This creates an overarching sense of being part of the team and crowd, regardless of the members‟ geographic location. Facebook Another social media channel that the MCFC uses extensively is Facebook. The club however lags behind Manchester United in both numbers of fans as well as the percentage of fan activity in the page (Facebook, 2012). Both the clubs use Facebook as a platform to broadcast messages and set titles for discussions but seldom participate further in these discussions. Flickr MCFC are one of the few clubs utilizing Flickr. The reasoning for this is the “fans can use photography and design to express their feelings about the club and although it is more of a niche network, Flickr is regarded as the best and easiest way for people to share their creative side online” (Stoll, 2012). YouTube MCFC also has started to dabble in the use of video streaming on platforms such as YouTube. A successful initiative has been the tunnel cam, whereby the reactions of staff/players/security personal are recorded to give a „backstage‟ view to viewers (MCFC Youtube Channel, 2012). External Perspective From the external perspective, MCFC is not only widely present in most of the social media networks, but innovative and engaging with the fanbase. They try to embrace all types of fan insights; from direct comments or feedback



received in Twitter, to the talented expression of feelings through photographs in Flickr. In each network they try to engage the audience, examples such as the tunnel cam or the Social Media Stadium are highly effective to attach more and more the fans to the club while attracting new fans as well. The presence in this wide amount of networks also enlarges the access to their website; now Facebook is the third largest route to it (1. Direct Hits, 2. Google Searches) (McLaren, 2010).



3.3. Strategy Accumulated from various sources (Stoll, 2012), (McLaren, 2010) it can be surmised that the strategy implemented for MCFC is based upon the following:

To build and deliver social media platforms to customers which enhances C2C relationships in their own networks whilst ceding control and censorship

Regularly communication with fans and integration of their ideas

Give the feeling of involvement to the fans.

Involve fans in prototypes of initiatives, ensuring risk reduction

To provide the fans with additional and inclusive streams of communication direct to and from the club.

To provide additional, engaging and exclusive content to our fans on social media networks.

To build virtuous relationships with fan sites, blogs and forums that already exist online.

Given these „means‟, the end goals or objectives could be:

Enhanced C2B communication for the development of new „focussed marketing initiatives‟.

Act as the guardian of the MCFC online presences

Develop marketing initiatives designed to promote to connected users and potentially altering consumer behaviour models.

Additionally, it can be acknowledged that social media is utilized by a number of internal stakeholders to the club such as players and employees. Therefore the development of social media strategy required a usage policy from the club, as acknowledged in an interview with Chris Nield, the Social Media employee of MCFC:

“Whilst we don’t discourage our players and staff from using social media sites and having personal profiles, we do have guidelines asking them not to disclose any sensitive information regarding themselves or other people at the club. The only sites we endorse are the club’s official presences” (McLaren, 2010).

Overall, MCFC has seen its external indicators improved engaging longtime supporters and attracting new fans with enough reasons to stay loyal (McLaren, 2010). Additionally, winning the Premier League Championship last season boosted the public interest to the club. With a well-established platform and dedicated social media team accelerated the growth of a diverse base of fans while setting the ground to keep them in the future.



3.4. Key Performance Indicators The primary measure for social media is still the 3F‟s:

Friends

Fans

Followers MCFC in their strategy has focussed on these factors in certain platforms and excelled in some; especially Facebook as a channel. However, as Chris Nield, the Social Media Executive of MCFC stated; social media is not a number game but the ability of the organization to listen and interact with the customers who voice their opinions on these networks. While they still have considerable opinions being shared by their fans on Twitter, the response rate by the organization is not on par with competing teams engaged in Twitter, when compared to Chelsea. While it can be argued that the whole industry, including the most successful soccer club on social media, Chelsea, is also similar, the fact remains that the objectives set by MCFC for itself in social networks is not being followed. According to MCFC, the way social media activities are measured is the rate of growth of members in their social networks (fans on the Facebook page, followers on Twitter and members of their Flickr group). Additionally they frequently review analytics, link tracking and exchanges using a range of tools in order to gauge the real value of the increase in membership (Beusekom, 2012). These tools, adapted for this report are:

Engagement Duration: With the engagement duration you make it clear how long a social media visitor is actively involved in the MCFC website.

Engagement Ratio: This ratio is determined by engagement. In the case of Facebook, the number of likes, comments and shares by mail on a given day divided by the number of fans on the page.

Response Ratio: The response ratio is calculated by the number of responses to your wall posts (with regard to Facebook) of the manager of a page divided by the total number of wall posts.

Activity Ratio: Last but not least you can analyze which visitors are the most active through an activity ratio. The activity ratio is the ratio between the activity of a certain user and the average activity of all visitors.

The importance of understanding or setting KPI‟s allows the organization growth goals for MCFC to be set. For example, monitoring of international engagement, response and activity ratios allows for MCFC to understand their effectiveness in social media in recruiting new international fans, and as such growing their fan base.



3.5. People/Organisation/Resources MCFC has undergone a vast number of changes both on the field and off the field since the buyout by the Abu Dhabi sovereign. It is evident that MCFC is being built as a global brand, and the funding to develop this is in place. This is evident from the rebranding of the organisation in 2008, and the overhaul of its online presence in 2008/9. Additionally the appointment of Aaron Moore, who previously worked as a marketing executive for Tottenham Hotspur, as the voice of the company in MCFC social media platforms indicates MCFC dedication to social media financially and through personnel. Since their vision is to be a platform for social communication, the main responsibilities of the social media team are related to internal roles. They want to include fans directly within the content of the sites rather than having an omnipotent voice. However, it is still important to monitor and evaluate the trend topics in the external platforms such as Facebook and Twitter in order to react as soon as possible if necessary.



4. Future of Social Media in Sports/Football Clubs

4.1. Future Social Media Initiatives The future opportunities for integrating MCFC marketing efforts with social media are continuously advancing. This is evident as a focus of MCFC, as Nield points out “there will be many more exciting advances in the pipeline over the coming seasons, I’m sure” and “For us it’s all about opening the doors of the club to our supporters” (McLaren, 2010). Considering international sports teams and their integration into social media a Mashable graphic (Diagram 2). This illustrates how social media is starting to affect the buying behavior of sports fans and new platforms available to embrace this change. For example, Crowdseats.com is a new website assisting American sports teams. Fans can purchase their tickets online, at a sizeable discount and are then expected to communicate their purchases to their friends or co-fans to recommend a similar purchase

Diagram 2 – How Social Media is Changing Sport Ticketing (Laird, 2012)

4.2. Future Disruptive Technologies MCFC will also need to be open to changes in technology or advancing hardware. Named as disruptive innovations or technology disruptors, these advances are seen as being able to radically alter the way organisations interact with their customers, for example tripadvisor.com or the iPod. Furthermore, a recent technological advancement that could alter MCFC fan relationships is Google Glasses. Instead of watching a television broadcast of a game, imagine watching it via streaming video and picking your vantage



point from traditional wide-angle shots to feed delivered via camera glasses worn by different players (Laird, 2012).

4.3. Enhanced Business Modelling It is also critical for MCFC to either develop their own social media practices, through standard operating procedures or external consultants specialising in Social Media. With software and hardware rapidly changing, being able to stay ahead of the „game‟ is becoming more difficult. An example of external consultant‟s efforts is that of McKinsey below in Diagram 3, this illustrates the different touch points from which an organisation can manipulate a person‟s social media experience without causing a negative backlash due to „community feel disruption‟.

Diagram 3 – B2C Social Media Touch Points (Sarrazin, Edelman and Divol,

2012) The model clearly illustrates that the role an organisation can play in enhancing sales through social media is that of: Monitoring, Responding, Amplifying & Leading.



5. Recommendations Whilst through the analysis it has been identified that MCFC has an above average social media campaign when benchmarked against its competitors, a number of improvements can be made to enhance the organisations objective of increasing its global fanbase.

5.1. MCFC Future Stars Initiative The first recommendation is a new initiative for MCFC and is named “Manchester City Future Stars” (MCFS). MCFS will act as a platform where fans around the world can upload videos of young talented football players. These „future stars‟ will be voted on by the general public and users of the site with the top selected chosen given a prize of training at a MCFC youth Academy as illustrated in Media Pack One.

5.1.1. Design & Development The design and development of the website would mirror that of the simplistic „hot or not‟ video platform. Whereby once on the website, two videos are played simultaneously and the user has to select one as his/her favourite. The website would also appear as a link or window within the main MCFC homepage as illustrated in Media Pack Two.

5.1.2. Promotion The promotion of the MCFS initiative will require a boost to have the

Teaser campaign

Initial „street‟ football videos, notably existing viral stars.

Targeted Facebook Campaign

Have MCFC players tweet their favourite videos

(Need to insert which platform prospective fans will use)

Push initial PR in target countries

Build stronger PR through viral videos

5.1.3. Resources Required The additional resources required for the initiative can be split into three categories:

Time Resource: The initiative can be targeted for a single year, and then re-launched if defined as successful a year later.

People Resource: Presuming the staffing of the development of the website is outsourced; the website will require two full time staff members. These personnel can be classified as community manager



and assistant manager. They will have the responsibility to monitor and administer the website. Additionally, their responsibilities will include the promotion of the website online through amplifying potentially viral videos through social media platforms.

Financial Resource: The MCFS initiative will cost approximately £150,000.00 to develop and launch. See media pack three for a detailed cost breakdown.

5.1.4. Timing It is our recommendation to time the launch of the MCFS one month after the end of the premier league season. This would counteract the seasonality of social media user activity. It is clearly evident from diagram 4 below that there is significant seasonality between the football season and off-season. As such this represents an opportunity to launch a viral campaign to spread awareness of the club both in England and globally.

Diagram 4 – ‘Manchester City’ Search Volume Index (Google Trends, 2012)

5.1.5. Existing Example The development of a social media campaign aimed at promoting international C2C communication can be achieved through employing concepts such as the „My Starbucks Idea‟ whereby a platform is created to generate topical interest on the organisation. The benefits as received from Starbucks are:

Increased C2C communication

Operational/Service Feedback

Consumer driven initiatives

Enhanced brand value

Brand promotion



5.1.6. Ethical Concerns The ethical concern of the uploading of media related to minors existing without their permission, and as such videos can be uploaded through a 3rd party site such as YouTube. Additionally a terms and conditions should be enforced which governs the legal rights of minors.

5.2. Generic Recommendations

5.2.1. Counteract Seasonality of Demand From our analysis it is noted that there is a lull period in the buzz about the club during the end of season game and start of the transfer window. The club can take efforts to reduce this lull through innovative ideas beyond the MCFS initiative. This includes embracing and promoting relevant „gossip‟ about the transfers, new offers on merchandise, insights into the lives of the key members of the club etc.

5.2.2. Improve Community Engagement The club could improve the level of engagement with fans on its Facebook page through consistent interactions in the discussion to keep the „buzz‟ going.

5.2.3. Amplify Popular Social Community Initiatives The club can look for opportunities to promote its victorious moments through social media and increase the sale of its merchandise thus boosting its revenue. Our study shows that the most popular picture associated with the club in recent history was one where the football pitch was engulfed by the blue colour of the fans of the club (see Diagram 5)



Diagram 5 - @MCFC’s Highest ReTweet – (Twiiter.com)

This image could have been used in a number of way on social media, such as tagging, such as „where‟s wally‟? concepts. It is important for MCFC to monitor the consumer driven social media communications such as this one, and as the McKinsey study suggests: Amplify its message (Sarrazin, Edelman and Divol, 2012).

5.2.4. Monitor Competitor Social Media Activity MCFC can broaden their perspective into continental Europe and that of other football clubs in the world. For example, the club could emulate the Marseille that outsourced the design of its jerseys to the Facebook fans (Lai, N/D).

5.2.5. Engaging with Future Prospective Fans Whilst Facebook is the globally dominant social media platform with close to one billion users, only 60 million of these are under the age of 17 (see diagram 6 below). There are additional alternatives such as:

Club Penguin with over 30 million user accounts.

Fantage with over 16 million registered users.

Franktown Rocks 12 million registered users.

Facebook which still has a gigantic population.



Diagram 6 - Facebook & LinkedIn Demographics (Young Upstarts, 2012) It is imperative to engage within social media channels at a potential fans young age, due to the increasing competitive market for global fan creation where teams are not only competing against other teams, but other sports industries.



6. Conclusion In conclusion it has been illustrated that MCFC is currently a dominant player in the football social media market place, and it currently has the resources to maintain this dominance. It is also noted that the evolving nature of the social media landscape is always changing, and that caution should be exercised. We have furthered the recommendations by adding in concerns for the future which include technological innovations, changing consumer behaviour and new social media platforms.



7. Bibliography

Beusekom, I.V. (2012) 4 KPI’s to Measure Your Social Media Success, 25 May, [Online], Available: http://www.business2community.com/social-media/4-kpis-to-measure-your-social-media-success-0184830 [12 Jun 2012].

Google Trends (2012) Google Trends - Manchester City, [Online], Available: http://www.google.com/trends/?q=premier+league&ctab=0&geo=all&date=ytd&sort=0 [20 Jun 2012].

Lai, J. (N/D) Marseille Football Club outsource their Jersey design, [Online], Available: http://iamjohnlai.com/blog/?p=366 [14 Jun 2012].

Laird, S. (2012) Could Google Glass Change Pro Sports Forever?, 27 Jun, [Online], Available: http://mashable.com/2012/06/27/google-glass-pro-sports/ [27 Jun 2012].

Laird, S. (2012) How Social Media is Changing Sport Ticketing, 04 Jun, [Online], Available: http://mashable.com/2012/06/04/social-media-sports-tickets-infographic/ [13 Jun 2012].

MCFC Youtube Channel (2012) Tunnel Cam, 16 May, [Online], Available: http://www.youtube.com/watch?feature=player_embedded&v=LnxnPl8A4rY#t=929s [14 Jun 2012].

McLaren, D. (2010) Interview: Why Manchester City Get Social Media, 10 Feb, [Online], Available: http://www.theuksportsnetwork.com/245 [28 May 2012].

Sarrazin, H., Edelman, D. and Divol, R. (2012) Demistifying Social Media, April, [Online], Available: http://www.mckinseyquarterly.com/Demystifying_social_media_2958 [15 Jun 2012].

Stoll, B. (2012) Interview with the man behind Manchester City’s Social Media, 31 Mar, [Online], Available: http://digital-football.com/featured/interview-with-the-man-behind-manchester-citys-social-media/ [29 May 2012].

Twtrland.com (2012) Twtrland.com, 15 Jun, [Online], Available: (http://twtrland.com/profile/@mcfc) [15 Jun 2012].

Twtrland.com (2012) Twtrland.com, 15 Jun, [Online], Available: http://twtrland.com/profile/@chelseafc [15 Jun 2012].

http://www.business2community.com/social-media/4-kpis-to-measure-your-social-media-success-0184830

http://www.business2community.com/social-media/4-kpis-to-measure-your-social-media-success-0184830

http://www.google.com/trends/?q=premier+league&ctab=0&geo=all&date=ytd&sort=0

http://www.google.com/trends/?q=premier+league&ctab=0&geo=all&date=ytd&sort=0

http://iamjohnlai.com/blog/?p=366

http://mashable.com/2012/06/27/google-glass-pro-sports/

http://mashable.com/2012/06/27/google-glass-pro-sports/

http://mashable.com/2012/06/04/social-media-sports-tickets-infographic/

http://mashable.com/2012/06/04/social-media-sports-tickets-infographic/

http://www.youtube.com/watch?feature=player_embedded&v=LnxnPl8A4rY#t=929s

http://www.youtube.com/watch?feature=player_embedded&v=LnxnPl8A4rY#t=929s

http://www.theuksportsnetwork.com/245

http://www.mckinseyquarterly.com/Demystifying_social_media_2958

http://digital-football.com/featured/interview-with-the-man-behind-manchester-citys-social-media/



(http:/twtrland.com/profile/@mcfc)

http://twtrland.com/profile/@chelseafc



Young Upstarts (2012) Compelling reasons to spend less time on Facebook and more time on LinkedIn, 07 May, [Online], Available: http://www.youngupstarts.com/2012/05/07/20-compelling-reasons-to-spend-less-time-on-facebook-and-more-time-on-linkedin/ [17 Jun 2012].

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http://www.youngupstarts.com/2012/05/07/20-compelling-reasons-to-spend-less-time-on-facebook-and-more-time-on-linkedin/



1. Media Pack

1.1. Media Pack 1 Illustration of the voting system, in which randomly two young players are displayed so fans can choose the one more liked. The platform also emphasises the country from which the video was uploaded as well as the overall statistics of the young player. Fans can navigate through the site searching for different players all around the world and clicking a “Like” button linked with Facebook.



1.2. Media Pack 2 Illustration of the MCFC homepage, in which a link or window to the “Manchester City Future Stars” platform appears.



1.3. Media Pack 3 Assumed cost breakdown for Manchester City Future Stars Initiative. Further costing required providing a thorough detailed analysis.

Item £

Website Development £30,000.00 Staffing (2x Employees) £50,000.00 Publicity & Promotion £40,000.00 Initial Videos £15,000.00 Contingency £15,000.00

Total £150,000.00

social media analysis of manchester city football club

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demystifying social

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considersocial media

executive summarysocial

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near future sarrazin