How do you connect in new ways with some of sports’ most passionate fans? We asked Adam Grossman, Senior Vice President for Marketing and Brand Development at the Boston Red Sox and Fenway Sports Management (and keynote speaker at The Future Series on July 11!)
Q. How are you using technology to build the Red Sox business?
A. We have begun to focus more on technology and the fan experience. Even though fans come to Fenway to get away from the daily rigors of their worlds, technology comes with them. We want to complement the technological assets they use in everyday life. We’re working on things like providing greater Wi-Fi in the ballpark to deliver more robust content to our fans as well as easier photo upload capabilities to make social sharing easier. We’re also looking more at digital ticketing and loyalty programming so we can gain a greater understand who is coming into the ballpark – and reward them
Q. How are the internet and connectivity helping the team create businesses in new ways?
A. Sports in general has become more valuable content. It’s the last bastion of live “appointment” viewing. Major League Baseball Advanced Media (MLBAM) owns all the digital rights for the 30 clubs. Fenway Sports Group, the parent company of the Red Sox, NESN, etc. created Fenway Sports Management (FSM) to sell the digital rights for (MLBAM). Therefore, part of FSM’s sales portfolio are the club sites. So that in and of itself was a new line of business. Additionally, the club has begun working more closely with BAM to ensure our marketing tracking and infrastructure is optimized and efficient to draw in fans for ticket sales, etc. One challenge for clubs, given the technological advancements in ticketing, is StubHub. It is easier than ever to buy tickets from a third-party online retailer – which poses challenges for the clubs.
Q. What do you think is key to building brands and connecting with consumers?
A. Knowing who you are and what you stand for is critical. Above all, we need to win. But we need to embrace what the Red Sox mean to this region off the field as well. Brands must have an understanding of who their customers are and how they’re treating them — just like any personal relationship.
Q. How does what the team brand stands for impact the projects you pursue?
A. We are a baseball team, but we’re also a business. The balance, especially for die-hard fans, is tough to strike. We have agonizing discussions about how we approach our fans and how far we can push a certain initiative given timing and where we are as a brand. For example, we have more liberty to experiment after a World Series victory vs. the 69-win season we had last year. Coming out of 2012, we needed to tailor our marketing efforts to restore faith in our organization and the connection between fans and the Red Sox.