Lessons from Leaders – Jason Fox, Founder of Earbuds

As we recorded our podcast episode with former NFL-player turned sports tech founder, Jason Fox, my mind was racing. We jumped from one topic to the next, covering everything from cryptocurrency and social tokens, to the similarities between high-level athletics and the business world. As I reflected on the conversation, there were three core principles that stood out as relevant to all sports & entertainment organizations. 

But first, a little background on Jason. After playing in the NFL for 6 years, Jason got the itch to join the business side of the sports industry. His launchpad idea was around something that came natural to him as he took the field. What if fans could be inside his headset as he warmed up, listening to the same hype music together? As time went on, it became clear to Jason that fans wanted to get inside those headphones. Michael Phelps as he sat by himself, preparing to win a Gold medal. What was he listening to? I personally think of Dak Prescott and his warm-up that has now been memorialized in the proverbial meme hall of fame. What was he listening to? 

As athletes wearing headphones to warm up grew more common, the demand of fans wanting to know what their favorite athlete was listening to grew. So Jason created Earbuds, a social listening platform and sports tech startup, connecting fans to athletes, celebrities, and influencers in real-time. 

While there were tons of tactical ideas discussed, here were the overarching three principles I took away from our wide-ranging conversation. 

Exclusive experiences, feeling like “I’m an insider”

Geared towards current fans, this is about moving your fans up a level in fandom. Think of the fandom pyramid. (Inverted pyramid). Your goal should always be to move an individual fan from the outside circles to the next inner circle, one level at a time. The strategy of making fans feel like an insider is limited only by the number of tactics your team’s imagination can create. 

Think of the Experience app. The entire app was designed around this strategy. Have fans who can move up seats, mid-game, if the seats were available. Have the mascot come visit you in your seat. The list of tactics goes on. And whether you’re in collegiate athletics working with donors, or in professional sports working with corporate partners and premium suite holders, you’re constantly focused on going the extra inch to make a high-paying fan feel like they’re more than a regular fan. They get to see things other fans don’t, they get a backstage tour, they get their own entrance, they get field passes, etc. All of those are tactics to ultimately make the fan feel like an insider. 

Earbuds is built along the same strategy. By allowing the fan special access to hear the same music their favorite player is listening to, you’re giving them a peek behind the curtains. It’s the same concept behind why JuJu Smith Schuster is one of the top selling jerseys in the NFL, despite not even being a Top 10 player in his position. He makes his fans feel like insiders through his presence on social media, his ability to peel back the curtain and let fans in. By doing so, he creates deeper emotional connections which leads to economic outcomes.  

Tapping into secondary interests

Whether you consider Earbuds as more music tech than sports tech doesn’t matter. What matters is the technology’s ability to allow you to create deeper emotional connections with your tribe. In order to create deep emotional connections, you must understand more about your customer than their buying history and information deemed traditionally relevant. As technology to sync and store data on consumer profiles becomes more democratized, you can create more relevant and personal experiences for your customers if you know what else makes them tick. Companies that will succeed in the future understand customers better than the customers themselves, a la Netflix prioritizing categories they believe you’ll be likely to watch. Or Spotify with their year-end Wrapped campaigns and playlists. Or Disney serving personalized ads for merchandise based on your favorite characters. The more you can learn about your customers, the deeper you can embed yourself in their lives. 

Sports organizations, like music artists and fashion houses, are part of the small group of brands that people tie their identities to. Yet in too many conversations I’ve heard senior leaders say “well, we don’t want to overwhelm them with communication.” If you were the brand director for Clorox Bleach, I could understand that sentiment. But you have customers with tattoos of your logo on their arms! 

Listen to the full conversation with Jason here

Do you really think if you’re sending out relevant, value-adding communication, it’s going to be “too much”? The problem is your communication has a one-track mind. It’s about direct sales. Renew your tickets. Register for your parking pass. Here’s the game schedule. Check out the game recap. It’s all focused on you, and not focused on your customer. 

By understanding your customers secondary interests, such as the food they love; the music they listen to; the causes they care about; the movies they watch; you can find new, natural avenues to infuse yourself into your customer’s attention sphere. It’s what big brands do with your organization. Sponsors like Dr. Pepper align themselves with college football to get deeper into the college football fan demographic, or to expose their product to a new customer set. 

The same logic applies as you expand your brand. Let’s use this hypothetical. You’re trying to create deeper connections with Gen Z. You’ve got an aging fanbase, and you know you have to get younger to survive. Your star quarterback listens to Juice Wrld to get warmed up. (For context, Boomers aren’t listening to Juice, but he’s quite popular amongst Gen Z). By having your star quarterback stream his warm-up music, one of two things will happen.

1) A casual fan who also love Juice Wrld will deepen her connection with your brand, because “the QB is like me.” Human nature is to gravitate towards other humans who have shared interests. Hearing her favorite athletes listen to the same music as her validates both her passion as a fan, as well as her choice of music. And she’ll like your brand more for it.

2) People who aren’t fans at all can now stumble across specific playlists or sets on Earbuds. A fan may stumble across your starting center’s playlist, and decide to become a fan of the player purely because of her choice of music. As the fan follows your starting center’s journey, the fan will find himself rooting for your team sooner than later.    

Tapping into secondary interests can deepen emotional connections with current fans and creates loose ties with customers who weren’t fans at all.

Collaboration over competition

One of the keys to success for Earbuds has been having access to consumers across platforms. Meaning bitter rivals like Apple Music and Spotify have all come together to reach the end consumer effectively. It’s one of the many cases where adversaries realized that collaboration, in this specific instance, was a better business strategy than competition. 

The same goes for most sports & entertainment. On the field, be competitive. Disguise your plays, lock down your practices, compete to win. But off the field, you’re usually not competing from the same customer. A customer in Sacramento isn’t debating whether to buy Sacramento Kings tickets or New York Knicks tickets. So share, collaborate, and work to win over your ideal customer. Even within the same market, ideal customers usually aren’t the same. And with teams in the same market, usually a rising tide lifts all boats. The more you can lift your head up from your work and come together to share ideas, share thought starters, share failures and obstacles to avoid, the deeper emotional connections we’ll all create with our tribes. 

One way I’d love to see more collaboration is between traditional rivals. I’d love to see a Home and Home marketing strategy. Let’s pick two bitter rivals in the college athletics space, University of Florida vs. University of Florida State. They rotate home-field every year. In 2021, FSU is playing in Gainesville at UF. Why not have FSU’s marketing team and talent pair up with UF’s in 2021 to drive attendance and excitement around the game? Then the next year, UF’s team helps out FSU? All that matters is that you get the fan bases buzzing and talking about the brands, why not collaborate more instead of trying to go it alone? 

Hopefully, these three insights help you think differently about the way you serve your tribe. To hear all of the other ideas Jason and I batted around, check out the full conversation here

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Tip of the Day

Investing in Research

In a recent podcast episode with Rachel Jacobson, President of the Drone Racing League, we asked Rachel about the best investment they’ve made as an organization over the last twelve months. 

“Definitely on research. We’ve invested to learn more about our fans and we’re now a data and insights-driven organization.” 

Rachel Jacobson, from Flip the Switch podcast Episode 65

Understanding what makes up the core DNA of their fans, their goals, motivations, emotions, and stereotypes, has allowed Drone Racing League to grow rapidly over the past year.

Does your organization truly know who makes up its fan base? Have you identified your current fan segments and aspirational target audiences (deeper than just age ranges and ticket-buying history)? What are the non-athletics-related activities they love?  What has changed for them in the course of the last year?

When we build out customer personas for our clients, before we begin customer journey mapping, these are some of the first questions we look to answer.  

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Tip of the Day

Customer Service is Not Customer Experience

Customer service is NOT customer experience. And vice versa. We’ve written about this before, but I was reminded of the difference between the two in a conversation last week.

Customer service tends to focus on behaviors and problem resolution. Customer experience digs much deeper into the processes and tangible items guests can see, hear, smell and feel.

  • Customer service is your ticket takers greeting fans as they walk into the stadium.
  • Customer experience is the process for fans to open their mobile tickets on their app.
  • Customer service is making sure you repair the relationship with a fan when they call in upset about the new parking policy. 
  • Customer experience is constantly assessing the parking policies to make them as hassle-free as possible. 

While both customer experience and customer service seek to deepen emotional connection with your tribe, customer experience tends to be more proactive while customer service tends to be more reactive. Customer service is an extremely important part of the overarching customer experience, but it’s still just one part of many.

While one person may own customer service in your organization, customer experience expands across many different teams within your organization. From ticket sales to community relations, from operations to the sponsorship activation team, everyone owns their own part of the customer experience but there is usually no one person looking at the entire customer experience.

For the next week, we’ll be posting a series of tips on how you can prioritize the entire customer experience, deepen emotional connections with your tribe, and ultimately drive more revenue. To the insights delivered right to your inbox, subscribe to our newsletter. Otherwise, check back here tomorrow!

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Future of Athletics Departments

Insights from our Flip The Switch podcast:

We hosted a live podcast recording with some of the most innovative leaders in college athletics. The topic of discussion was what the athletics department of the future looks like. What new skills should be infused into the talent pool? What activities should departments be focusing on that are not a priority now? How will athletic departments adjust to changing consumer behavior and preferences? All of this and more was discussed.

Here were some of the highlights:

11 minutes: Drew Martin on data collection and connecting third party data as an area where he anticipates departments focusing on more:  

“We know who you are. What we don’t know or haven’t known is who were the other three people that you brought with you to the stadium? Who are those folks? How do we collect that data?” 

In the current state of sports & entertainment, interacting can often have the same result as the doctor’s office, where you have to fill out the same information form every time. Just like a frustrated patient, too often our fans say, “I’ve interacted with you before, don’t you already have this information?” 

By creating overarching customer profiles, can we marry third-party data from concessions, merchandise, ticketing, donations, etc. to build a holistic profile of who our customers are so that we can better provide relevant recommendations and offers to them?   

33 minutes: Garrett Klassy, on the rate of change with technology: 

“I had a coworker send me an article about an NBA top shot about three months ago. And I wrote back that’s the dumbest thing I’ve ever heard. And then two months later I find myself buying 10 packs… So it’s crazy how times changed, something in the news three months ago, and now it’s in your world every single day.” 

This is one of the greatest challenges we see facing the sports & entertainment industry today, especially for more leading teams who have relied on tradition and heritage to attract fans. There’s a massive difference between honoring tradition and ignoring innovation. While your fans may want to feel nostalgic when they come to your venue, they don’t want to go to a museum. Fans are real customers outside of your events. As their expectations evolve because of the experiences they have outside of your brand, they expect you to keep up.  It’s great to say “keep up,” but in practice, it can be difficult to sort through all of the vendors and new technology tools in the sports & entertainment industry. That’s why we’ve dedicated a team within EngageMint to help you find the best technology tools to solve your everyday problems or opportunities. Whether you’re trying to find the right partner to help you make NFT’s or trying to decide which vendor to help you build your mobile app or CRM, we’ve got you covered. We’re staying on the cutting edge of trends, talking to vendors every day, sitting through demos, talking to end-users of the products, and putting together assessments to help you make more informed decisions and spend more time on aspects of your job that you love. For some of the trends and sports tech projects we’re excited about, check out Chatting Sports Tech w/ Charles, the leader of our team focused on this area.  

44 minutes: When talking about revenue generation, here’s what Drew said:  

“We don’t place the emphasis on revenue generation as our main ultimate goal. We believe if we do all of the right things with our fans, by our fans, create the environments, create the culture and continue to elevate the brand, make strategic decisions about what we do with our brand, where we engage with our brand, the revenue is going to come.” 

For Drew, tactically, this means bringing different departments together to see how their contributions impact larger goals and finding ways for the departments to collaborate and share information. As a senior leader, uniting your organization under a common purpose is huge. But that’s not just about words on the wall or a catchy mantra. You must constantly help team members understand their role in the show and build actual processes to encourage working towards a common goal. 

Too often, leaders can get hyper-focused on achieving their own goals at the expense of the larger organization. That might manifest itself as a ticket sales rep who won’t pass off a lead to the premium department because he’s trying to meet his own quota. Or it could mean an important complaint is received by the operations team and it never trickles to the relevant department because the operations team said “that’s out of my control.” 

At the end of the day, a complaint received about one department is a reflection on the whole organization, and revenue generated by one department is revenue for the whole organization. As a leader, you must continuously bring your team together to understand the larger purpose. Only then will the revenue come. 

47 minutes: Monica Lebron on KPI’s she’s paying special attention to… 

“Obviously you want to put the right infrastructure in place in your football staff, but I can’t control what happens on the field, but I can control what type of event we’re going to put on; what type of entertainment we’re going to provide you. So when we host Bowling Green, that first game, and we have people walking out of the stadium after a win, I want to hear them say, ‘Man, I can’t miss next week, I’ve got to see what they’re doing next week’” 

Monica’s thoughts are aligned with ours. Focusing on building emotional connections over revenue numbers alone is key to building a lasting organization.

Coming from our Disney days, we know that everything can be measured, even the sentiment Monica expresses wanting to see. One way we’re helping our partner schools measure this sentiment is with Happy-or-Not terminals, where we’re measuring fan feedback at specific touchpoints in real-time

There is a danger with relying on overall experience feedback. If a fan says they ARE NOT coming back, you can’t pinpoint why. And in reality, the reason a fan won’t come back is likely not because of one giant misstep, but a series of hassles and friction. It’s more likely to be “death by 100 mosquitoes” rather than “death by one tiger.” So how might we better identify those mosquitoes in the experience?  

50 minutes: Drew Martin on turning football games into a mini-vacation and superfan destination:  

“All of this comes from the DNA and the expectation of a traveler. How do we make this a vacation? You come to a city, you expect certain things. When you come to Austin, you expect street festivals, great live music. You expect food trucks. Great cold beer. And the taco stand that’s got the best tacos. We’ve got a lobster roll stand. I don’t know what that’s about, but it does really well.

That’s what you expect out of Austin. So how do we make sure that we are continuing your experience if you’ve come in from out of town or if you’re a visitor? How do we make sure you’re getting the Austin vibe around the football game and we’re creating this symbiotic relationship between Texas football and the city of Austin and that whole experience?” 

As you think about your own experience, what’s the story of your city or town? How might we leverage the unique aspects, the traditions, the heritage of your surrounding region and play those elements up on gameday? Events should draw influences from the surrounding areas they occur to provide something new for travelers and create nostalgia and a feeling of home for recurring visitors. 
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Tokenization & The Future of Fandom

At EngageMint, we spend considerable time investigating the overlap of innovation and customer experience and how new technologies can be applied in college athletics. It’s a large reason why we’ve had multiple guests on Flip the Switch over the past several months to discuss non-fungible tokens (NFTs).  

 But NFTs only scratch the surface of what tokenization allows. 

Thomas Euler, CEO of Liquiditeam, released an op ed this week which included 10 tokenization use cases outside NFTs. 

We’re going to dive into all of the different applications across future publications but let’s focus on fan engagement and what a program could look like with tokenization.

Team A wants to start a new loyalty program. Fans can earn Team A tokens for active participation (going to games, watching videos, posting on social – Team A defines the criteria). Tokens then provide its holders with different privileges (discounted season tickets, exclusive access to merch drops, selecting songs at games). Fans are incentivized to grow their fandom, benefitting all Team A stakeholders in the process. 

Now you may be asking, how is that any different from a traditional rewards program? Great question. Here are three main ways:

  1. Smart contract functionality within tokens increases the possibility of trade-in benefits and removes the back-end accounting component (100 points = 1 t-shirt).
  2. Creates a resale market where fans can sell their tokens to other fans, providing opportunities to profit off good fan behavior.
  3. Traditional rewards programs are mostly transactional. Trade-in values need to be established up front (100 points = 1 t-shirt, 200 points = 1 hat, etc.). In a tokenized environment, you have more flexibility to adapt reward values throughout the program (i.e., add a new prize category). 

Who are the companies at the leading edge of these types of programs?

  • PointsVille has partnered with the Pittsburgh Pirates on a new program for season-ticket holders to earn and spend loyalty points, redeemable for merchandise and memorabilia. PointsVille has a digital wallet where users will be able to store points. 
  • Liquiditeam has its own product, a custom tokenized fan community for sports clubs, athletes, and others that allows users to connect and interact with other fans in innovative and collaborative ways.
  • Socios creates novel experiences for sports fans by allowing them to buy and trade FanTokens, essentially club-specific crypto tokens listed on exchanges allowing fans to participate in certain activities.

In five years, expect to see crypto-type rewards programs to become the norm among sports teams and college athletic programs. 

If you enjoyed the above blog post, subscribe to EngageMint’s Tic-Tacx newsletter for similar weekly insights around innovation and customer experience. 

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Leaders Make Tough Decisions

Insights from our Flip The Switch podcast:

We had a great discussion this past week with Jim Cavale, the Founder of INFLCR. If you’re unfamiliar with INFLCR and how they’ve taken the sports world by storm in the last 3-4 years, go listen to the full conversation here. 

Originally an app equipping college student-athletes with licensed photos they could post to their own social media, Jim and his team have turned INFLCR into a behemoth, helping sports organizations and their athletes to become better storytellers. 

But that’s not what this post is about. This post is about leadership, which Jim discusses at length during the podcast episode. It’s impossible to hear Jim talk and NOT think of the word leader. From how he carries himself physically, to the way he clearly phrases his words. His leadership isn’t all show, either, as he’s grown and scaled multiple companies from the ground up, INFLCR as his latest project. 

Jim specifically honed in on the topic of decision-making. In his final words of advice and calls to action, Jim told listeners, “ Leadership takes making hard decisions. Whatever market you’re in, making tough decisions is really important. That’s my call to action. Just make tough decisions. That’s what leaders do.”

We actually cut a segment from the podcast where Jim talked about a tough decision made by Greg Sankey, the Commissioner of the Southeastern Conference (SEC). While every other conference was canceling their Fall sports, Sankey made the unpopular decision to play. Without that against-the-grain decision, who knows what the sports & entertainment industry would have been like this past Fall? Just like Rudy Gobert testing positive for COVID in the NBA set off a chain reaction of cancellations, Sankey’s unpopular decision did the opposite and set live events back on track.  

I believe God gives us the message we need to hear at the right time. Jim touched on this right when there were tough decisions I needed to make as a leader, as well as some tough decisions I was advising on. In one case, there was a situation where money was being offered for a project that didn’t align with specific core values. Had the project been accepted, there would have been an immediate influx of revenue, but a small tear in the fabric of company culture would have occurred. In another case, it took going to bat for an employee when it could have had negative financial implications. In both situations, tough decisions had to be made. That’s what leadership is. 

In one of my favorite books I read during quarantine, “The Hard Things about Hard Things” by Ben Horowitz, Ben hits on this topic of unpopular decision making. He wrote, “People always ask me, ‘what’s the secret to being a successful CEO?’ Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves.”    

Too often when it comes to making decisions, as Jim discusses, we lie to ourselves. We tell ourselves, “that’s out of our control,” or “that’s not my job,” without acknowledging the influence we can have on that outcome.

Too often, we leave tough decisions up to someone else. Another leader, perhaps, or another department. We may throw our hands up and wait until the league office gives us guidance, or in Jim’s case with Name, Image, and Likeness, the NCAA has passively chosen to let Congress decide what to do. 

Our daily lives are fraught with leaders who take the easy way out and let someone else make the tough, unpopular opinion. But at the end of the day, the leaders who stand for something and make tough decisions will be the ones who win out. They may end up with less quantity of followers due to those unpopular decisions, but the followers who remain will be more fervent and willing to go the distance.    

Each and every one of you is a leader in some type of way. Not because of your title, but because you influence change. Whether you’re the leader of a pro sports team or athletics department, the leader of a small team, the leader of your household, the leader of a group of fans, or just the leader of yourself. You’re going to be faced with a difficult decision at some point today or later this week. Avoid convenience, make the tough decision. 

And go listen to the full conversation with Jim.  

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Nittany Lion Feedback Program Launch

A first of its kind customer experience program in college athletics just launched today at Penn State. 

For the last few months, the EngageMint team and the Penn State team have been working on this. It’s going to have big impact externally & internally.

Imagine it as an expanded fan council, focused more on quantity & frequency of feedback, rather than quality and depth. We’ll have a diverse group of 2k fans who volunteer to be surveyed on a frequent basis, on a wide variety of topics, throughout the year.

It’s not a new concept by any means, but it is one of the first in college athletics at this scale (that we know of). It’s a testament to Penn State’s investment in innovation and trying to become more customer-centric every day.

Here are some of the impacts from this program I’m excited about:

Deepen emotional connections w/ fans by allowing them to weigh in on department decisions. That doesn’t mean we’ll always do EXACTLY what fan sentiment tells us, but we’ll always listen & provide updates.

Strengthen trust with fans through transparency. We’re taking a “You Said, We Listened” approach, sharing key insights from the surveys with the group. We’ll try to be just as transparent about what’s NOT being done with the data as what is.

Breaking down silos internally by allowing all departments to submit survey topics. If F&B wants to understand pregame eating habits, we’ll run a survey on that. If development wants to understand deeper motivations towards charitable giving, we’ll run that.

Surveys will be focused on specific, focused topics, but we’ll share that data across the department to make better decisions as one team. It shifts the entire department to become more customer-centric by making decisions grounded in data.

This allows us to make smarter financial investments by testing how the market feels before committing resources to specific projects. Rather than merely thinking a Pet Club is a good idea, we’ll run a survey to understand PSU fan relationships with their pets. (hypothetical)

The experimental nature of the program becomes a vehicle to shift the department culture towards “done is better than perfect.” Too often in traditional industries, everything has to be perfect before it goes out, which often does more harm than good.

With this frequency and high touch, we’ll inevitably make a small screw-up at some point. And we’ll have to recover. But we won’t let that risk detract from our desire to build genuine relationships with fans.

The speed and frequency will force us to improve the efficiency of internal approval processes & workflows and increase employee empowerment. I believe a hassle-filled employee experience is often the biggest barrier to delivering an exceptional customer experience.

Penn State Athletics is already is one of the best in the sports at delivering incredible fan experiences, and I’m excited to see them take it up even one notch more. 

If you’d like to find out more about this program, or are interested in starting a similar program at your organization, please reach out.

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Training Staff for a New Venue

At Disney, there were three things we consistently heard from Guests when we asked how they wanted to be treated. 

  1. Treat me like an individual 
  2. Be Knowledgable
  3. Engage with my kids and treat them with respect

These principles can really be applied to any sports & entertainment venue around the world. As we help Austin FC open their new MLS stadium, we based much of our training off the top two principles. 

How might we train our staff to treat each fan like a VIP (Very Important Individual)?

Here’s the approach we took. As part of our Service Standards, we built an Austin FC specific standard focused on the individual. Austin has become one of the most eclectic cities in the US, with cowboys and hipsters, first generation Americans and tech bros from California. So the focus on the individual was extra important for us here.

To make every individual fan feel at home, we crafted specific behaviors and training points to encourage staff interacting with fans on an individual basis. We trained staff to look for little details that would give clues to a fans’ passions. Staff are encouraged to let a guest know they love their cowboy boots. If a fan has the same hat as a staff member, the staff member is rewarded for telling the fan “that’s a great hat, I have the same one!” Staff are incentivized to seek out fans from the other team, asking where they’re from, and if they’re from out of town, suggesting they check out the local Austin concession stand.

In a stadium of 20,000 people, each of our fans want to know that we value the time and money they are investing in coming to watch Austin FC in person. And we know if we want to keep them coming back to our venue, we’ve got to make them feel like an individual, like the best versions of themselves. They don’t want to be lost in the crowd, or thought of as “one of 20,000”.   

How might we deliver training that equips staff with the knowledge they need to answer questions?

In a new venue, it’s easy to overwhelm your staff with even the most basic information. So there are a number of routes we could have gone. We could have handed staff an FAQ sheet and told them to memorize it. We could have shown them videos and pictures of the new space they were entering and told them what each area was. We could have given them stadium tours and asked them to memorize facts and figures about the venue. Instead, we created an interactive competition.

We know that adults learn differently. Adults are more kinesthetic learners and adults are selfish with their time. If they don’t know, “what’s in it for them,” they’ll simply go through the motions. To combat those things we know to be true about adult learning, we built an interactive training. When our gamely staff showed up to training, they were greeted by supporters playing instruments and chanting. Using the same tactics the supporters use to get fans excited in the stadium, the supporters were at our trainings to excite and rally our employees before sitting down. 

After an interactive conversation with the group where we discussed the service standards, the entire group was broken up into teams. The teams were then tasked with racing around the stadium to complete a series of “challenges.” These challenges either taught a new skill or provided them with knowledge and answers to FAQs we’ve anticipated. The challenges were everything from having to encountering a spill and having to call in an incident on the gamely reporting tool,  to meeting the supporters, where they learned and had to complete two chants as a group to move on. Along the way, there were bonus trivia stops and extras that the teams could take note of to share in the debrief and take time off their final team race time. 

One of the activity signs groups encountered as they raced around the stadium

Along the way, we crafted “surprise and delight” moments for the employees, like having the full-time employees whisper “hey, there’s no activity here, but do you guys want to see the locker rooms?” Just changing the way we presented the locker rooms made employees feel like they were getting exclusive access, raising their level of excitement and ownership. And of course, at the end of the race, the winners were provided with prizes, prizes that didn’t cost us much but were truly limited run items. 

When you’re opening a new venue, you only get one first impression. While it may be tempting to train employees the way you’ve always done it, you won’t have the impact you’re looking for. Since adults learn differently, you must evolve your training styles to meet that need. What you do shouldn’t be shaped by what you did before or what you did last year, it should be shaped by the needs of the people you serve. If you know you need to better train your staff to deliver incredible experiences, we’d love to help you. 

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Flip the Switch

NIL & NFTs w/ Luka Garza

In today’s episode, David is joined by Luka Garza, starting center for the Iowa Hawkeyes,  AP College Basketball Player of the Year, and winner of the 2021 Naismith Trophy. They discuss name, image, and likeness, the launch of Luka’s new NFT company and how Luka hopes to provide opportunities for college athletes to monetize their brand, and the importance of college athletes being able to control their own brand.

Show Notes:

5:11 Digital Engagement Fan Support during 2020-21

6:56 Breaking into the NFT game

10:11  The Experiential Component of NFTs

11:02  The Role of NFTs in NIL

13:38  Launch of

15:10 Takeaways from Luka’s first NFT

17:44  Future partners of 

19:16  Leveraging partnerships to boost student-athlete brands

20:45 The student-athlete perspective on NIL

22:54  Turning NIL from a Zero-Sum game to a Win-Win situation 

Additional Notes:

Follow Luka Garza – |  Instagram  |  Twitter

Today’s episode was sponsored by CheckdInKnow exactly who’s working in your venue.

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Tip of the Day

McDonald’s Collaboration With BTS

Here’s What Your Organization Can Learn

McDonald’s continues to be the gold(en arches) standard when it comes to strategic partnerships targeting Gen Z. 

Back in September 2020, the company announced a collaboration with rapper Travis Scott, marking the first time the fast food giant used a celebrity name on its menu since Michael Jordan in 1992.  The Travis Scott Meal, which was a Quarter Pounder with cheese, bacon and lettuce, medium French fries with barbecue sauce and a Sprite beverage, was only available for a month but drove the entire chain’s sales for the back half of the year. 

After the successful run with Travis Scott, McDonald’s doubled down,  announcing a new collaboration yesterday with Korean K-Pop Band, BTS. According to BBC News, The K-pop band was the top-selling act of 2020 and has 34.5 million followers on Twitter, 40 million Instagram followers and 31.8 million followers on TikTok. 

How is all this relevant to your athletic department? You may not have McDonald’s marketing budget but here are three takeaways:

  1. Don’t reinvent the wheel – My favorite part of these collaborations? There’s nothing new from a menu perspective for McDonald’s. Rather it’s just packaging a couple products together in a meal and slapping a nametag on it. A marketing tactic. For your marketing department, you may already have a huge library of great old content that just needs to be repurposed and delivered in a creative way to a new audience.
  1. Work backward from your ideal outcomes – I’m guessing there was a lot of internal strategizing before McDonald’s landed on collaborating with Gen Z artists. The fast food chain hadn’t partnered with an influencer since 1992! But if you look at what McDonald’s hoped to achieve – attracting younger customers and driving digital order with discounts – teaming up with popular artists makes plenty of sense. Whether it’s a new marketing campaign or a sponsorship activation, your organization should work backward from the ideal outcome to ensure you have the right process in place to meet those outcomes.
  1. Leveraging existing audiences is often better than organic growth – We live in a society where the loyalty to brands and creators has never been higher. Rather than try and organically grow a Gen Z following which have involved heavily investing in digital production and creating new content, McDonalds realized it could tap into the massive followings of these artists through strategic partnerships. Your department probably can’t get Travis Scott or BTS to promote your school, but can you leverage audiences of your famous alumni?  

If you want to read more about strategies to attract Gen Z, my colleague Charles addressed the topic in the latest Chatting Sports Tech article. Check it out!

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