New location…

2 09 2014

Hi, thanks for visiting, my blog has now moved.

So for all the latest updates on high performing NGBs, customer-led growth and sports business in general please click here or visit www.roberts-sports.com

See you there

Paul

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Parallels between the roles of a team captain and an NGB

25 02 2013

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The role of an international rugby captain came under public and media debate in Wales last week. Regular captain Sam Warburton was fit again but left on the bench, with Ryan Jones retaining his place and the captaincy. With many accepting the logic of not changing a winning team, focus turned to the role of the captain(s) and who could/should/would do what.

The captain’s role can take many forms, including leader, organiser, encourager and of course player. And the specifics of what’s required often vary by sport, team and the individual in question. But what is consistent is that the role is as much as about bringing the best out of others as it is about playing well themselves.

The debate in Wales got me thinking about the role of NGBs. Like team captains, NGBs can be required to play many roles within and on behalf of their sport. But while the requirements vary by sport and situation, it is vital that the NGB has clearly defined its role before it finalises its business model.

What roles could an NGB play?

The many potential roles of an NGB can be clustered under three headings – leader, enabler and deliverer.

Leader – This could include the traditional role of governor, setting and enforcing rules of play and standards of experience. Or it could be a thought leader, sharing lessons, successes or new innovations with other partners. Or it could be a connector, co-ordinating the different organisations across the sport to achieve common measures of success. Or it could be leading the performance of a group of partners the NGB has formally or informally outsourced work to.

Enabler – This could include recruiting, training and upskilling the workforce across the sport, through a range of formal and informal qualifications. Or it could be supporting the delivery chain of clubs or facilities to improve their facilities, marketing skills or other capabilities. Or it could be about aggregating, adding value to and sharing consumer and market intelligence to enable partners across the sport to provide innovative and relevant offers to a growing number of participants.

Deliverer – This could include directly filling a delivery gap, either with national programmes or through a club network. Or it could be running competitions and events that other providers train people/teams to take part in. Or it could be through stimulating innovation by developing and testing new products to create a proof of concept for the market to scale up. Or it could be through orchestrating and delivering an overarching campaign to drive demand across the sport.

My intention is not to prescribe the ideal role of an NGB. That depends on the market their whole sport operates in, future customer needs and the strategic outcomes of the NGB. However the strategic choices and the information required to make them are similar across sports. And the key word here is choice. In the same way that Sam Warburton or Ryan Jones couldn’t play all 15 positions and direct the game from the stands, no organisation can successfully be everything to everybody.

Strategic choices require a clear understanding of the whole market

To develop a clear understanding of the market (sport) and its potential customers (participants), requires answering 4 broad questions:

What does current demand look like?
This includes understanding who is doing what, where, when, how, why & with who; and hence identifying the current trends, customer behaviours, needs, influences and barriers.

What does current supply look like?
This includes understanding who is providing what, where, when, why & how successfully; and hence identifying the needs, priorities and drivers of current providers.

What does future demand look like?
Given the trends within the sport, across other sports and throughout the target customers wider lifestyle, how is demand likely to change if nothing different is done? Are the potential market forces and new trends likely to increase or decrease demand over the next 3-5 years?

What does future supply look like?
Given the most likely political, economic, social and technological trends, what is likely to happen to supply over the next 3-5 years? For example will facilities be opened/closed/repurposed and what could be done to respond to the positive and negative impact of this potential future?

In summary, these aren’t simple questions to answer as they require a deep and on-going flow of market intelligence and consumer insights. However some NGBs are already building this understanding of where their whole sport is now and where its going. This understanding is being used to evolve their business model by making strategic choices about the market opportunity they are going to pursue and the role and priorities they will need to achieve it.

This focus on defining a key role is crucial to future growth as the expertise and processes required to be very good at governing a sport, running events, orchestrating national marketing campaigns, developing innovative products are all different – and these are just a few of the potential roles NGBs may choose to play. Doing a bit of everything isn’t the answer, as anyone who’s seen a prop dive pass or attempt a drop goal will testify…





Business model reinvention – opportunities for the sports sector

17 02 2013

With the latest round of funding for NGBs now confirmed, many are taking the opportunity to review not just the offers they make to their target customers but also the underlying business model they use to deliver those offers. To support those conversations, and introduce some of the key ideas, I’ve summarised a few recent articles that have been part of those discussions. This is subject I’ll build upon over the next few weeks, as while only one of the articles is about the sports sector, all the lessons are relevant for NGBs and other sports organisations.

Core competencies – Nike CEO Mark Parker On His Company’s Digital Future
(Austin Carr, fast company)
Nike is undergoing a digital revolution writes Austin Carr. It started with the Nike+ partnership with apple that tracked and changed people’s running behaviour. More recently the Nike Fuelbands are using “visual feedback” to change people’s wider lifestyle into something more energetic. But the story is more than these data-based innovations, impressive though they are. It’s the fact that Nike’s core competences that once were limited to trainer design, now extend to digital software and behaviour change science – to help achieve the same strategic goal of selling more shoes.
Business model question for sports organisations – what are the core competencies/capabilities your organisation needs to deliver on your strategic objectives, and how will you go about filling any gaps?

Key activities – Invest to innovate: Coke’s 70/20/10 rule
(Josh Leibowitz, McKinsey)
McKinsey partner Josh Leibowitz puts forward the argument that companies need to innovate to grow and that innovation is an investment mindset not all companies have. Amazon for example are restless innovators, achieving year on year growth through constantly introducing, testing and adapting new capabilities. Similarly Coca-Cola have a clear mindset based on investing 70% of marketing into “now” programmes, 20% into “new” or emerging trends and 10% into “next” ideas. Then they follow a systematic process of “start small and scale fast”, because they know growth comes from the scale of execution not the quantity of ideas.
Business model question for sports organisations – what key processes does your organisation need to be very good at to deliver its value proposition to target customers?

Channel strategy – Apple CEO likens retail experience to Prozac
(Ingrid Lunden, TechCrunch)
Apple’s 400-ish stores serve over 10 million people a week, but Tim Cook isn’t even sure that ‘store’ is the right word anymore. “They’re so much more than that” he says, referring to the fact that their delivery channel continues to create a customer experience that its competitors find hard to match. In becoming the face of apple, the stores have gone from a sales hub to a gathering place for the local community (a strategy also used by Sir Richard Branson to launch Virgin Records many years ago). But despite this changing role, they’ve not lost sight of the sales objective – as they’re having to close stores so they can build bigger ones!
Business model question for sports organisations – what is the experience you want your target customers to get as part of your value proposition, and how consistently is it currently being delivered across all your delivery channels?

Core purpose – Kill Your Business Model Before It Kills You
(Ron Ashkenas, HBR blogs)
One from the archives (last October) to finish with, as this nicely summarises the point of the previous articles. Ron Ashkenas asks why leaders wait too long to modify or abandon their business model. Kodak is a good example, hanging on to a core belief that film was part of the photography future even as the market (they invented) went digital.
Business model question for sports organisations – what assumptions are currently held about the purpose of your organisation that no longer reflect the value proposition you are planing to deliver to your target customers?








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