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Boston Bruins Fan Resurgence Campaign Daniel Smith MKT 346- Section 1 Dr. Aiyeku
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EXECUTIVE SUMMARY
INTRODUCTION: As a team built on pride and tradition, the Boston Bruins have been a team that has been a cornerstone of the National Hockey League for 88 years. As one of the Original Six franchises, the Bruins and their fans have seen their share of historic events and memories forever embedded in the minds of New Englanders. From Bobby Orrs flying goal in the 1970 Stanley Cup Finals, to the teams most recent Stanley cup victory in 2011, ending a 39-year drought. The Bruins have one of the most loyal fan bases in the NHL and have recently seen a surge in popularity after the most recent Stanley Cup victory, making Boston once again a hockey town. However, standing in the way of their successful business operation is the current NHL lockout, which is preventing not only revenue for the league, but for the opportunity of growth for the market. For now there is nothing that can be done, but when the lockout is finally lifted, the marketing department must scurry to get back some of the best fans in the NHL and gain even more.

ORGANIZATIONAL MISSION: As an organization, the Bruins are looking to become a viable source of family entertainment that is both successful on and off the ice. With rising young stars and a strong core, the Bruins look to be one of the top teams in the Eastern Conference and once again contend for the Stanley Cup. Along with the success of the team, the organization looks to better itself as a reliable entity that fans new and old can get behind in the coming seasons.

ORGANIZATIONAL OBJECTIVES: After the NHL lockout has ended, the organization will need to scramble to not only cater to its die-hard fans, but also target new, casual fans that have jumped on board due to the teams recent success. A new marketing strategy must be implicated that stresses how important the fans are to the organization and make them feel emotionally attached to the product. The Bruins have a long history of loyal fans, but the team is interested in reeling-in new fans and keeping them, building not only a stronger brand, but a more successful one as well. With the citys current dissatisfaction with the Red Sox, the Bruins have an opportunity to attract new fans and move up the ladder of Bostons most popular teams.

SWOT ANALYSIS: With the lockout still treading along, and an end of the season announcement coming soon, it is tough to find positives in this situation. However, the organization is one of the few teams in the NHL that has many strengths and resources in its arsenal. As an organization, the Bruins are well-respected and have always been considered top-notch dating back to the formation of the league. According to Forbes, the team is worth an estimated $348 million, making it the fifth most valuable franchise in the NHL. Delaware North Companies, the parent ownership group of the team, also owns the TD Garden, the Bruins home arena. The Garden is considered the premier spot in Boston for concerts, the circus, and has even hosted big events, such as the 2004 Democratic National Convention. The Bruins are also blessed with some of the best fans in the NHL, with many diehard fans sticking with the team even in shortcomings. This is a very valuable

strength, as packed stands and high television ratings provide many opportunities for revenue and potential advertisers. As of this moment, there are very few weaknesses in the organization. With a competitive team, a clean and high-quality arena, and a loyal fan base, it is tough to find anything that the organization could improve on. Coming out of the lockout, however, these factors will be tested. How competitive will the team be, and how many of the fans will return after a second lockout in less than ten years. The only weakness at that point will be if the team does not produce on the ice. If the team is successful again however, it will be very hard for the fans to stay away. Coming out of the lockout, there will be many opportunities for the organization to prosper. Timing will be everything, as the franchise will have to move swiftly to get new fans on board as well as getting the old fans back. Many fans are used to the lockout, as there have been three in the last twenty years, so it should not detract from the diehards, however some of the more recent fans may have gone elsewhere by rooting for minor league or college teams or have been watching the Celtics. The organization will have to move quickly to set reasonable prices to attract families, begin a new marketing campaign, and sell new merchandise to make up for the lost revenue. Ironically, the biggest threat to the franchise running smoothly is its own owner. Jeremy Jacobs, the principal owner of the team is notorious for being a stickler when it comes to money and it has been widely reported that he is one of the reasons that the NHL lockout has not ended yet. With the man in charge potentially making business bad for the entire league and organization, it is tough to work around this. The lockout and league as a whole are in general a threat, as they are affecting the business model for the worst.

PLANNING PROCESS: 1. MARKETING RESEARCH PROPOSAL The problem statement, as it relates to consumer needs, is what can the Bruins do as an organization to get back older fans and interest new fans after the lockout has ended. The marketing team needs to find out what it is exactly that drew in the returning fans in the first place, and what the franchise can do to attract new fans who were not interested before. The research objectives are to determine what factors can contribute to a casual fan going from unaware to actually taking action and investing in the team in some form. A research survey will be created by the marketing team, with an emphasis on interest in the team, how pricing is viewed, the teams reputation, and how willing the participants would be to supporting the team. These surveys would be made available and promoted online through various sporting websites, such as ESPN Boston, NESN, and CSSNE, as well as in person at local sports bars and sporting goods stores, such as Olympia Sports and Dicks Sporting Goods. Using the ownership of the TD Garden as an advantage, these surveys would also be available at all events at the Garden, especially Boston Celtics games.

2. MARKET SELECTION DECISIONS In order to attract the right type of fans, the idea of market segmentation must come into effect. Our ideal geographic segmentation will be limited to the Greater Boston area, as these individuals will be able to live in an area where there are other fans like them in close proximity, as well as their proximity to the Garden, so that they can actually attend

games without it being too much of a hassle. Both Demographic and Psychographic segmentation will be accomplished from many walks of life, and the organization will not target a specific age group, ethnicity, lifestyle, or social class. While there is a stereotype as to what a hockey fan is, these stereotypes can be broken if the team is promoted correctly in the right market and at the right time. Ideally the team would like to branch out to families, as this provides the best opportunity for merchandise sales and game tickets, however the team will accept any demographic groups that react positively to the survey. Target marketing will be the most important part of the planning process, as the organization needs to find the right type of fans to attract and how to keep them. With Boston being one of the biggest sports cities in the United States, it certainly will not be hard to find sports fans that simply have never given hockey a chance. While Boston is recognized for being a proud hockey city, there is certainly room to grow in terms of popularity, especially in comparison with the other three teams in town. Our ideal target market is a sports fan in the Boston area that is not currently a hockey fan. Instead of trying to convert a non-sport watcher into a Bruins fan, which could be a long process with little effectiveness, the franchise will find it much easier to convert someone from another sport to hockey. In order to attract this target market, the organization must position itself favorably to these individuals. The franchise needs to focus on what exactly makes it unique and different from other sports in town. Before the lockout, the Bruins were well-known for their aggressive style of play and the blue-collar personalities of their players. These elements , combined with the teams recent success over the past few years, create a

winning formula on and off the ice. This sets them apart from the other teams in the upper echelon of the NHL, and it is something that should be highlighted. The team needs to position themselves as the good old boys and make them almost the unsung heroes that one would root for in an action movie. This common man approach will attract fans, who will feel a closeness and emotional attachment to the players that cant be found in any of the other teams in town.

3. MARKETING MIX DECISIONS Before the organization can move forward with its plan, it must first look at any issues regarding product, price, promotion, and place. Before the lockout, the Bruins were in a financial growth phase, recording high sales in merchandising and ticket sales. However, with the lockout destroying any hopes of matching those goals, the team must try to avoid skipping the maturity phase and heading straight for the decline phase of the product lifecycle. The only thing that can stop this from happening is if a deal ending the lockout is reached soon, and the organization can recover quickly. The customer perceived value of the price they will be willing to pay is going to be tough to read. The longer the lockout continues, fans will either get fed up and refuse to pay current pricing, or the diehard fans will be so thirsty for hockey that they will pay outrageous sums to watch the team play. If it is the latter, the franchise will need to use penetration pricing, to ease the fans back into the seats by offering lower prices. If the team is successful and popularity rises again, the organization will then re-assess the value of the team. Promotion must be heavy when the team returns, as many of the casual fans may not even be aware that the lockout had ended. Newspapers, television, and Internet advertising all must be covered in an attempt

to reach out to old fans and once again, attract new fans who will want to see what all the buzz is about. As far as place is concerned, the team has a television deal with NESN, a radio deal with 98.5 FM, and heavy media coverage, so it will not be hard for the product to reach the consumers, nor will they have a hard time looking for it.

IMPLEMENTATION PROCESS After evaluating the data from the surveys and looking at the resources available to the organization, the Bruins must rapidly begin their marketing plan as soon as the lockout ends. Radio, Television, and Internet advertisements should be frequent, as well as the use of the TD Garden as an advertising tool by hanging banners on the outside of the building. With its location next to Interstate 93, thousands of commuters will see these banners every day, and being the home arena of the team, it will make it easier for people to connect the building with the banners and the team. Proper pricing needs to be implemented, with ownership getting involved to see just how reasonable they can be with prices so that the team can still make a profit and benefit in the long run. The rest relies on the success of the team. As stated before, the Bruins are a proud organization in a city proud of its sports teams and figures. If the team is successful, the people will support, as evidenced by the over 2 million fans who attended the teams Championship Parade in 2011. If the NHL can stay stable and avoid another lockout in the future, the Bruins have one of the best opportunities in the league to prosper and continue to expand in popularity and in financial matters.

CONTROL PROCESS All departments of the organization need to come together to make this plan work and to make the franchise the best that it can be. This marketing plan is not solely on the backs of the marketing and public relations departments, as this plan will effect the entire organization from top to bottom. Ownership needs to realize what is best for the team, and cutting some of their budget to further the development of the plan will be extremely beneficial. As long as the organization stays organized, realizes the amount of time needed for a proper campaign, and finds the proper target market, the team will not only get back its old fans, but inspire a new generation of fans, who will start a tradition that will keep the organization running for a long time.