Iba Final Paper

Integrated
Business Applications
University of South Florida
GEB 6895

2016 Strategic Business Plan

Team 3:

Damon Boggs
Tarek Dahdul
Iulia Fratila
Katie Hazelbach
Jacob Huegel

Table of Contents
EXECUTIVE SUMMARY 4
SITUATIONAL ANALYSIS 5
ACQUIRING NEW BUSINESS 6
MARKET SITUATION 6
SPENDING IN SPONSORSHIP 6
MARKETING CONSULTING INDUSTRY 7
INDUSTRY PERFORMANCE 8
DEMAND DETERMINANTS 8
COMPETITOR SITUATION 9
DIRECT COMPETITION 9
INDIRECT COMPETITION 9
SITUATIONAL ANALYSIS MACRO 10

ECONOMY 10
GDP 10
UNEMPLOYMENT 11
HEALTHCARE 11
SITUATIONAL ANALYSIS SOCIAL AND CULTURAL 12

FAN ATTENDANCE 12
THREAT OF AMBUSH MARKETING IN SPORTS 13
TERRORISM 14
MILLENNIAL SPORTS CONSUMPTION 16
SWOT ANALYSIS 17
MAIN ISSUES 18
MARKET SEGMENTATION 20
FINANCIAL ANALYSIS 21
SALES FORECASTING REGRESSION ANALYSIS 22
SALES FORECASTING BUILD-UP METHOD 22
SCENARIO ANALYSIS 24
RISK MATRIX 27
ADDITIONAL FINANCIAL ANALYSIS 28
HIGH PRIORITY ACTION PLANS 30

ACTION PLAN: CREATING A SOCIAL MEDIA STRATEGY 30
ACTION PLAN: LEVERAGING SOCIAL MEDIA 32
ACTION PLAN: SOCIAL MEDIA ADVERTISING 34
ACTION PLAN: PRINT ADVERTISING 37
ACTION PLAN: DIGITAL VIDEOGRAPHY 39

ACTION PLAN: GOOGLE ADWORDS 41
ACTION PLAN: WEBSITE ENHANCEMENT 43
ACTION PLAN: EMPLOYEE WEBSITE AND WEBSITE FEATURES TRAINING 44
ACTION PLAN: EMAIL MARKETING & NEWSLETTER 45
ACTION PLAN: MINIMIZING THE COSTS OF TRAVEL 46
ACTION PLAN: LAND O FROST TRAVEL 47
ACTION PLAN: EMPLOYEE TRAVEL INTRODUCTIONS 49
ACTION PLAN: WEEKLY MEETINGS 50
ACTION PLAN: SEM RESIDENCY PROGRAM 51
ACTION PLAN: EMPLOYEE BONDING ACTIVITY 53
ACTION PLAN: NEW HIRE MENTOR PROGRAM 54
ACTION PLAN: CONFERENCES 55
ACTION PLAN: NEW HIRE 56
REFERENCES 58

Executive Summary
Paul Sickmon founded Knox Sports Marketing in December of 1997. Knox Sports specializes in
the negotiation, activation, and management of sport sponsorships. Sport is a powerful tool to
reach target demographics, market brands, entertain key customers, and build brand loyalty.
The company originally started consulting for small to mid-sized companies in the greater
Tampa Bay area, but currently does business in 25 states with various sport properties. Most of
the clients are located in the Southeast and in the Midwest region of the United States. One of
Knoxs major strengths is a realization that every company is unique Knox will work to fully
understand the objectives of each company so it can implement the appropriate sport
marketing tools.

In 2015, Knox Sports had 22 clients under contract. The average contract size for 2015 was
$45,576.22 with the average contract lasting three years. The lead-time from when Knox begins
talking to a potential client to when Knox closes a deal with new business is between three and
eight months.

Upon our teams evaluation of Knox Sports Marketing, we have identified the following primary
issues in conjunction with a SWOT analysis:

1. How can Knox Sports bypass colleges unwillingness to post sponsored posts and still
manage to reach their client's target demographic through social media?
2. How can Knox better leverage its own social content to boost brand awareness and
improve its identity?
3. Are the high costs of advertising worth the new business advertising could potentially
bring in?
4. What changes to the website would improve usability and brand perception?
5. How much of Knoxs budget is consumed by travel, and if the costs are significant, is
there a way to lower them?
6. How can Knox attract and retain quality employees?
To assist Knox Sports with solving the above issues, we have developed 18 actions plans.

Situational Analysis
The competitive advantages of Knox Sports are the experience of the employees and the
unique niche the company finds itself in. Paul Sickmon, the President of Knox Sports, has almost
30 years worth of experience in the industry. Before creating his own sport-marketing agency,
Sickmon worked for the Tampa Bay Buccaneers for over 9 years in marketing and sales. This
experience, when combined with Sickmons college athletics days at Florida State University, is
why the company continues to be successful, even after nearly 20 years of business.
In the sponsorship realm, there is a triangle of entities that work together to achieve success.
There is the sport property (ex. Buccaneers), the agency (ex. Knox Sports), and the brand (ex:
Publix). The sport properties are the ones who try to sell sponsorship to the brands. Working
for the Buccaneers allowed Sickmon to understand the business from the sport property side.
He decided to establish his own shop because he recognized the relationship between what the
sellers are looking for and the strategic help the brands needed in promoting their companies.

Knox has its own niche because its target demographic is medium-sized companies. The bigger
agencies typically spend all of their time and attention on the national and international brands
whereas Knox looks for regional companies who still have the budget to promote with sports.
Additionally, the bigger agencies have different departments for athlete representation and
media. For Knox Sports, advertising through sport is all it focuses on and all it does. Another
strength of Knox is the level of service and relationship they develop with each one of its
clients. Sickmon frequently travels to his clients and his account executives are communicating
with the clients daily via phone or email. The company works tirelessly for each client so that it
more or less becomes an extension of the brand it works for.

The full service capabilities of Knox include:
Athletic Marketing Planning and Budgeting
Sponsorship Negotiation
Management & Execution
Creative Fulfillment

Traditional Agency

Knox Sports Marketing
Tries to fit the values into the Experiential Evaluation

agency box Negotiates to Client Goals

Assigns CPM to every item VS Maximize exposure and be
Defaults to media and ignores creative
new ideas Ensures Execution will work
Executes creative as if it was not Develops matrix for measuring
sports results

According to Knox Sports, the 5 goals of Sport Marketing:

1. Branding & Logo Awareness
2. Increase Traffic/Sales
3. Entertainment
4. Community Relations
5. Induce Trial
Acquiring New Business

Rarely does new business seek out Knox Sports. Rather, Knox relies on keen industry
awareness and an expansive network to bring in new business by pursuing leads and depending
on referrals. Many sport properties depend on Knox to ensure renewals because Knox is able to
deliver attention and a high level of service to those smaller contracts that the teams
partnership activation departments and resellers are unable to.

When targeting new clientele, Knox will identify a sport property it is already engaged in
business with and take note of who is partnering with that team. From there, Knox will reach
out personally to this prospective client, or rely on its relationship with the sport property to
make an introduction. In some cases, the sport property contacts Knox when it is engaging in a
partnership with a company that could benefit from Knoxs unique expertise. It is not unusual
for smaller companies to lack an understanding of the industry, making them easy targets to be
ripped off in the deals they sign.

When asked, Knox employees claim that the company does not currently utilize any advertising
efforts outside of word-of-mouth marketing.

Market Situation
Spending in Sponsorship
According to The Deepest Sponsorship Pockets of 2014: IEGs Spenders List, the 11 biggest
spenders are made up by only four categories: beverage, auto, sport apparel, and
telecommunications. All of the 107 companies on this list spend more than $15 million on
sponsorship annually. The top 10 all spend more than $120 million annually and the top
company, PepsiCo, spends between $355-$360 million annually. Surprisingly, no company in
the top 21 decreased spending from its 2013 budget. The auto category has the most spenders
on the list with 11 and banks have the second most with nine companies.
Marketing Consulting Industry

Since Knox Sports is such a niche company, it is difficult to compare the regional companies of
Knox with industry top spenders. Therefore, we recognized how Knox Sports acts as a
consultant so we used the Marketing Consultant Industry on IBISWorld to assess the current
market situation.

Overview
Key External Drivers
Aggregate private investment
Corporate profit
Total advertising expenditure
Number of broadband connections
Number of businesses

Industry Structure
Life Cycle State Mature
Revenue Volatility Low
Capital Intensity Low
Industry Assistance None
Concentration Level Low
Regulation None
Technology change Low
Barriers to Entry Low
Industrial Globalization Low
Competition Level High

Marketing Consultants benefited from companies bouncing back after the recession. The
increase in profit for these companies has them thinking more about strategic expansion and
investment. In addition, the digital world is becoming more relevant and therefore we have
seen more spending on online advertising. Many small boutique agencies have entered the
industry by offering a lower cost than the big players and providing specialized consulting. In
general, the industry is very mature. The value of consultants is high in the business community
because these companies are looking for growth. There is high merger and acquisition activity
in the industry because larger firms are obtaining the smaller firms for their specialty services.
Industry Performance
Business booms: The Marketing Consultants industry has steadily grown over the past five
years. With the economy recovering, companies have increased advertising expenditures.
According to the Bureau of Economic Analysis, corporate earnings rose 4.0% in 2011 alone,
followed by a strong increase of 11.4% in 2012. According to the Economist, 53% of project
spending on consultants in 2011 was focused on growth plans, up from 13% in 2009.

The future is digital: The increased adoption of digital devices and media has been a driver of
industry growth. Digital growth brings both challenges and opportunities. Social media can be a
cheap tool for advertising. The negative part is some companies have troubles maximizing what
they have to offer. Social media is extremely relevant to Knox Sports because the colleges have
a strong student following on social media and the brands utilize it to promote discounts and
benefits to their customers. Having a call to action and directly driving sales through these
avenues are ongoing challenges.

Boutiques on the rise: In recent years, larger agencies have continued to acquire smaller
specialized agencies and consulting firms. The competition level in the whole industry is high,
especially among the top players. Since there are low barriers to entry, this results in smaller
agencies that can offer lower costs and niche services. The bigger agencies want to acquire
these smaller agencies because they want to diversify themselves and enhance their advantage
over other top players.
Demand Determinants
Corporate budgets directly affect the demand for consultants. For the most part, stronger
business conditions result in high profit and firms have larger budgets to invest in consultants.
On the other hand, low company sales may also lead to a consultant. The company may want to
understand its product/service and see how it can develop and implement new marketing
strategies. Additionally, demand is linked to the perceived value of the service the consultant
can provide. Consultants can be expensive and therefore businesses can be hesitant when
choosing an agency. These consultants need to build strong portfolios in order to continue to
bring in new business.

Competitive Landscape
Concentration in the industry is low
Competition is high and the trend is increasing
Barriers to entry are low and steady
Globalization is low but the trend is increasing
Competitor Situation
Direct Competition
Wasserman is a full-service agency built to serve talent, brands and sport
properties. The company represents thousands of athletes, broadcasters,
coaches and social media influencers from around the world. On the brand
side, Wasserman looks to leverage opportunities for its clients in a dynamic
landscape, using insight-driven strategy and insights. The company has offices
in Los Angeles, New York, Carlsbad, Raleigh, London, Sao Palo, Portland,
Miami, The Hague, Doha, Toronto, Dubai, and Singapore.

LeadDog Marketing group is a turnkey marketing agency that creates
and activates brand experiences. The agency has expertise in
experiential marketing and events, B2B campaigns, sweepstakes and
contests, hospitality and social media solutions. LeadDog has offices in
New York, Boston, Toronto, Columbus, D.C., Bogota, Mexico City, Los
Angeles, and San Francisco.

Visionworks is a creative sponsorship and events agency
headquartered in Tampa, Florida. The agency has the creative
understanding, insight and negotiation skills to work with media
buying agencies in developing strategic and quality on-air promotions
as well as developing promotions that build companies specific brands
and launch products. The agency also has expertise in event management and marketing to
colleges.
Indirect Competition
According to employee interviews, Knox experiences competition from a non-traditional outlet.
These employees argue that the companys main form of competition stems from its clients
egos and traditional advertising agency. When combined, clients fail to see the value in
investing with Knox Sports because they believe they can do it themselves; however, these
clients and their traditional agencies dont have a keen understanding of sports marketing and
often sign poor deals in favor of the sport property.

Situational Analysis Macro

Economy
Consumers are confident in the large scale of the economy. With continuing low oil prices, this
will put more money in consumers pockets with the expectation of a growth in consumer
spending.

GDP
The US economy expanded GDP by 1.1% in the first three months of 2016 according to final
figures released by the Bureau of Economic Analysis. Consumer spending continued to boost
growth although it expanded less than expected.
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Unemployment
The U.S. unemployment rate went up to 4.9%
in June 2016. The figure came in worse than
market expectations as more people entered
the labor force. The number of unemployed
persons increased by 347,000 to 7.8 million,
offsetting declines in May and bringing both
measures back in line with levels that had
prevailed from August 2015 to April. Areas
that displayed job growth are leisure and
hospitality, healthcare and social assistance,
and financial activities.

The following map displays unemployment
rate by state as of September 2015:

Healthcare
The past two years have displayed growth in macroeconomic indicators of GDP, jobs, and most
especially health care
spending. The general
trend of more health care
utilization is to be expected
and this is due to economic
recovery and coverage
expansion with
Obamacare, Medicare and
Medicaid. Spending on
health care increased as of
2014 with new plans and
health care laws
implemented, resulting in
more coverage for more people.

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As of 2015-16 things changed drastically for employers

as the new Obamacare mandated that all businesses
with 50 or more full-time equivalent employees provide
health insurance to at least 95% of their full-time
employees and dependents up to age 26, or pay a fee by
2016. While there are various levels of the new
Obamacare based on the size of the business, the new
laws do require more employer spending for healthcare
regardless of size.

Situational Analysis Social and Cultural

Fan Attendance
Attendance at college athletic
sporting events has been stagnant
to declining in recent years.
According to a Wall Street Journal
article, student attendance at
college football games decreased by
7.1% over 50 schools studied from
2009-2013. Survey results from the
same article disclosed that interest
in the sport, game times, ticket
price, opponent and team record
were most influential in students decision to attend a game. Additionally, despite 67% of
students claiming watching from home being more comfortable, the category scored a 2.5 out
of 5 on how likely it would prevent game attendance. 25% of respondents admitted to leaving
after the third quarter, but could be incentivized to stay with free t-shirts, post-game parties,
loyalty points and concessions discounts. And finally, personal errands, hanging out with
friends and family were among the biggest competing interests for students deciding whether
or not to attend college athletic events.

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One way the University of Arkansas Razorbacks is

attempting to entice students to attend games is through its
Student Skybox initiative. The idea for these skyboxes
stemmed from a conversation between the athletic
department and university Student Government President.
The space can be rented out by any student organization on
a game day, providing great areas for entertaining large
groups during Homecoming and other events. The skyboxes
are not profitable, but Chris Freet, Senior Associate Athletic Director for External Operations
and Strategic Communications explained, We do them because it is the right decision for our
students.
Threat of Ambush Marketing in Sports

Corporate sponsorship is a concept that has only been around the sports marketing industry
and as a form of promotion for the past 25 years. Sports bring highly targeted and a passionate
fan base, which is attractive to many businesses that wish align their brand to an entity that
provides so much ardor. According to an article published in the MITSloan Management
Review, Companies use sponsorship to fulfill the primary marketing communications
objectives of creating brand awareness and enhancing image, although they sometimes
explicitly seek and achieve bottom-line results.

When a company signs a sponsorship agreement, it is essentially purchasing rights to use the
sport propertys branding to cross-promote, using one brand to enhance the other. In many
cases, money buys exclusivity, prohibiting the sport property from selling similar or any assets
to competitors. Ambush marketing, however, is another company, usually a competitor
intruding on this partnership, deflecting attention to itself and away from the sponsor. As
explained in the MITSloan article, ambush marketing is, a companys intentional effort to
weaken or ambush its competitors official sponsorship. It does this by engaging in promotions
or advertising that trade off the propertys goodwill and reputation, and that seek to confuse
the buying pubic as to which company really holds official sponsorship rights.

When done well, an ambushing company can completely take over a major event without
large-scale investment and still complete certain objectives, such as brand awareness. This
completely undermines the title sponsor, who in this situation does not obtain the same results
it anticipated by entering the sponsorship agreement.

Some popular forms of ambush marketing include purchasing media rights the ambushing
company can reach a larger audience through mass media than on-site. Another way is for the
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ambushing company to sponsor a subcategory within the event and

exploit the sponsorship with large-scale promotions or plan an
advertising campaign that coincides with the events timeline. This is
very popular during the Super Bowl or March Madness companies
will refer to the Big Game or Going Dancing without ever
referring to either major sporting event by name.

Overall, ambush marketing threatens the value of a sponsorship
agreement. It also implies a relationship with the content owner
without compensating that owner. During the 2012 Olympics in
London, England, Nike created a media campaign using the slogan,
Find your greatness and featured athletes; however, the
advertisement celebrated these athletes in various Londons outside
of the UK. Nike was not an official sponsor of the Olympic games and
has been heralded as one of the best ambush marketers in the game.
Perhaps one of the most talked about forms of ambush marketing
came from Oreos famous Dunk in the Dark, social media post
during Super Bowl XLVII this strategic effort by Oreo displayed the
importance of social media in sport and sponsorships and displayed
to other brands just how easy it is to execute an ambush.
Terrorism
Sports are no longer a stranger to the thought of terrorism. The Olympics, soccer tournaments,
cricket matches and high-profile sporting events have been targeted with terrorist actions
varying in different degrees of impact and success since the 1972 Olympics in Munich,
Germany. A number of incidents have been prevented at high-profile sporting events in recent
years due to successful counter-terrorism operations.

The November 13th, 2015 attacks on the Stade de France triggered major redevelopment plans
for sports organizers when it came to security protocols in large venues. Following the attacks,
events across France were postponed, including the
soccer league matches and European Rugby fixtures.
At the Six Nations Rugby Championship match at
Stade de France, French Rugby Federation (FRF)
officials implemented the largest security operation
ever conducted at a sporting event in the country. A
vigorous search regime was created, involving 250
police officers and 900 security staff (virtually
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doubling the number of officers and staff from previous years). The threat was also felt beyond
Europes boarders; the security operation for Super Bowl 50 in San Francisco involved 4,000
personnel. The Super Bowl 50 counter-terrorism plan took 3 years to piece together, it just
happened to be disclosed in the light of the Paris attacks.

Everyones attention is turning towards the 2016 summer Olympics in Brazil. Currently, the
security budget for the 2016 Olympics is an estimated $195 million; thats significantly less than
other Olympic games: 2012 London ($870 million), 2004 Athens ($1.2 billion), 2010 Vancouver
($1 billion), and 2014 Sochi ($3 billion). Its paramount the 2016 Olympic security budget ($195
million) increases to effectively mitigate the terrorism threat. The budget is not taking in
account the lack of governmental control on firearms and the high levels of violent crime that
plague Brazil. These astronomical responsibilities place additional strain on Brazil police and
other security personnel. While Brazil is not considered to be a main target for Islamist
terrorism, French Jihadist Maxime Hauchard said that Rio Would be next.

Successful attacks
1996 - Centennial Olympic Park, Atlanta, US; bombing leaves 1 dead and 111 injured
2002 Karachi; Pakistan; New Zealand cricket team hotel targeted leaves 14 dead
including 9 French nationals
2009 Lahore, Pakistan; Sri Lankan cricket team deliberately targeted by Lashkar-e-
Jhangvi militants, killing 6 officers and injuring several team members
2013 Boston Marathon, US; 2 bombs detonated near the finish line leaving 3 people
dead and more than 260 injured
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Millennial Sports Consumption

According to a White House report from the Council of Economic Advisors, millennials currently
make up the largest, most diverse demographic in the country. They value community, family,
and creativity in their work and are getting married later in life than generations before.
Further, 75.3 million millennials are spending upwards of $200 billion annually.

Cord Cutting
Millennial are bored with traditional sports and arent
watching them on television like their parents and
grandparents used to. In fact, many millennials are
drawn to non-traditional sports and online outlets by
which to watch them. Cord cutting has posed major
problems for companies like ESPN and cable networks as
more and more of Gen Y invest in online gaming and
Netflix. Major trends identified by Clearleap, a digital-
video tech firm that assists content companies such as
HBO, Verizon, and NFL deliver streaming video are as
follows:
Among consumers ages 18-29, more than 70%
use a streaming service, but only 64% have a
cable subscription of some sort with 26% of
survey responders never having owned a cable
subscription.
Consumers under the age of 30 are not *Provided by NY Times
purchasing televisions 58% of survey
respondents indicated live streaming on laptops, 39% from smartphones, 30% on
internet-connected smart televisions, and 22% used video game consoles.
Consumers want access to movies. 67% of respondents indicated that the ideal
streaming service should provide movie content, followed by 48% indicating a desire for
premium channels, 41% indicating a desire for major broadcast networks and cable
channels, and about 28% indicating a desire for sports content.

Whistle Sports produces humorous online videos for platforms ranging from YouTube to Xbox
to Apple TV and others. The video platform credits Derek Jeter and Jeremy Lin among its
investors and has over 480,000 YouTube subscribers. Whistle Sports constantly watches trends
and created a study about its viewership. This study revealed that young people are as
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compelled by YouTube celebrities as they are by traditional celebrities. In fact, these same
people will seek video and information from online influencers to consume sport. Additionally,
the study concluded that milennials still predominantly get their sport intake from ESPN (the
cable channel and app). Facebook and YouTube were also listed.

E-Sports
E-Sports have expanded rapidly over the past 10 years as technology continually improves with
better Internet speeds and an influx of reliable gamers entering the market. E-Sports currently
attracts tens of millions of spectators online and in person, reaching revenues north of $100
billion. E-Sports has essentially become its own ecosystem of sorts, and a popular one at that.
In a report generated by Newzoo, E-Sports viewership is on par with professional ice hockey
and is expected to be comparable to American football by the end of 2017.

What was once a niche market, E-Sports is now generating millions in sponsorship dollars.
Amongst companies taking advantage of the outlet are Intel, Red Bull, and Coca-Cola, all in an
attempt to reach the millennial market. In fact, Coca-Cola entered into a partnership deal with
Riot Games to sponsor the League of
Legends amateur league where players
compete for a spot in the professional league.

Just how big is competitive gaming? When the
concept began in the early 2000s,
competitions were held in ballrooms. In 2013,
the League of Legends Championship sold out
Staples Center. A year later in Seoul, the same
tournament sold out the 40,000-seat World
Cup Stadium and drew an online audience of
27 million fans, more TV viewership than the
final round of the Masters.
*Viewership in 2014 Provided by ESPN
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SWOT Analysis
Our team conducted a thorough SWOT analysis to determine where best to focus any and all
action plans. We highlighted the six key issues listed below. Our action plans are designed to
address each of these issues.
Main Issues
1. How can Knox Sports bypass colleges unwillingness to post sponsored posts and still
manage to reach their client's target demographic through social media?
2. How can Knox better leverage its own social content to boost brand awareness and
improve its identity?
3. Are the high costs of advertising worth the new business advertising could potentially
bring in?
4. What changes to the website would improve usability and brand perception?
5. How much of Knoxs budget is consumed by travel, and if the costs are significant, is
there a way to lower them?
6. How can Knox attract and retain quality employees?

Knox Sports Marketing Detailed SWOT Analysis
General Importance Valuation Potential
# Strengths Rating Level to Issues
(1 5) Customers
(1 10)
1 Knowledge of the industry +5 10 50
2 Small company niche, boutique +3 4 12
agency
3 Paul worked in industry for many +4 9 36
years and has veteran knowledge to
share with employees (all internal
training)
4 Diversified clientele portfolio +1 6 6
Five largest contracts in 2015
accounted for 69% of business (80-20
Rule)
5 Specialty in college athletic ventures +5 8 40
6 Open-door policy/lack of hierarchy for +5 3 15
all employees
7 Numerous brainstorming sessions held +3 7 21
to create campaigns
8 Portfolio diversified location-wise +2 1 2
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General Importance Valuation Potential

# Weaknesses Rating Level to Issues
(-5 to -1) Customers
(1 10)
1 Small company creates certain -3 6 18
limitations such as manpower and
ability to obtain more clients
2 Lack of advertising for new clients and -4 3 12
new hires
3 Social media expertise (internally and -5 9 45
client-side)
4 Lack of sport property diversity within -2 5 10
portfolio (80-90% colleges)
5 Employee turnover -4 9 36
6 Website user friendliness -4 5 20
7 Knox almost always goes and finds the -3 7 21
client, the client never seeks Knox
General Probability Valuation Potential
# Opportunities Rating of Issues
(1 5) Happening
1 More than 800 million and 300 million +4 9 36
people using Facebook and Twitter,
respectively
2 According to a study conducted by +5 6 30
Wasserman and Navigate Research,
fans of a team were 164% more likely
to be influenced to purchase
something from a sponsor of a team if
they became aware of the sponsorship
through social media
3 Changing technologies +4 10 40
4 Being selective with client portfolio +4 9 36
based on previous relationships with
business if Knox dislikes working for
a firm, it can move on once the
contract expires and target new
business
5 Opportunity to expand further across +3 4 12
country
6 Abundance of potential clients in +4 8 32
college landscape

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General Probability Valuation Potential

# Threats Rating of Issues
(-5 to -1) Happening
1 Increasingly expensive industry, may -3 3 9
eventually prove to be too costly for
smaller firms to tap into difficult to
deal with penny-pinching clients
2 Ego of clients doing business some -5 9 45
owners/organization leaders dont see
the benefit of working with Knox
because they believe they can handle
own negotiations
3 Dealing with re-sellers in the sports -4 9 36
marketing industry
4 Larger agencies under-bidding biggest -3 3 9
partners
Market Segmentation
As mentioned earlier, Knox Sports works as a consultant for companies that want to establish
or expand their marketing in sport. Moreover, Knox Sports works as the middleman between
various brands and the sport entities it wishes to associate with.

The company began with most of its clients in the Tampa Bay
area and has since expanded into the greater Southeast and the
Midwest regions. The ideal client for Knox is a mid-sized
company that is either poorly spending money to advertise in
sport or a company that has never spent money for marketing
in sport before. The problem with the big companies is their
large egos and it is difficult to communicate with decision
makers. On the other hand, the smaller companies are also
difficult to work with because they do not have the budget and if they were to commit, they
would worry about every decision that Knox makes.

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Knox works hand in hand with each client in order to understand their business and moreover
understand their marketing objectives. After establishing the goals of the relationship, Knox will
evaluate the sport landscape and determine what sport entities would be most beneficial to the
company. 85% of the sport organizations that Knoxs clients work
with are in college athletics. Professional sport teams in Tampa and
youth leagues make up the other 15%. There is a lot of opportunity
for Knox to expand into minor leagues and youth leagues. However,
the youth leagues present challenges due to working with various
league directors who do not have experience working in
sponsorship. The minor leagues are difficult because in many cases,
they do not attract the arduous crowds that college teams do.

Success in the sport industry, more so than other
industries, heavily relies on your network. Knox usually
acquires new business through its current network of
clients. For example, Knox will have X client that is
promoting at University of Tennessee football games.
Therefore, Knox will become very knowledgeable of
the various sponsors that also have branding and
signage at the University of Tennessee. The company
will then utilize its connection with the University of
Tennessee to reach out to the other sponsors. This is a
WIN-WIN-WIN because Knox will help the sponsor
better use its money so the ROI increases and in turn the sponsor will continue to renew with
the University of Tennessee.
Financial Analysis
We were able to retain profit and loss statements from Knox for 2014-2015, as well as
additional revenue information for 2011-2013. We used this information to produce a sales
forecast using regression analysis and the build-up method. Ultimately, we decided on using
regression analysis for the Most Likely and Pessimistic cases, and the build-up method for
the Optimistic case. From there, we created pro forma financial statements and projected
future cash flows using scenario analysis. The sales projections for these pro formas come from
the sales forecasts. We also created a risk matrix, which shows the riskiness of the company.
This is used to determine the discount rate for our action plans. Finally, we have included
additional graphs highlighting Knoxs contracts and profit and loss information broken down by
sector.
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Sales Forecasting Regression Analysis

To create a sales forecast, we first ran a regression analysis for the three cases from sales data
obtained for 2011 to 2015. To predict the forecasts for the Optimistic and Pessimistic cases,
we showed a 4% growth or decline from the Most Likely case. For each case, we forecasted
through 2020:

Sales Forecast (Regression Method)
Most Likely Optimistic Pessimistic
% % %
Year Sales Change Year Sales Change Year Sales Change
2011 $ 918,794.15 2011 $ 918,794.15 2011 $ 918,794.15
2012 $ 991,567.20 7.92% 2012 $ 991,567.20 7.92% 2012 $ 991,567.20 7.92%
2013 $ 984,088.37 -0.75% 2013 $ 984,088.37 -0.75% 2013 $ 984,088.37 -0.75%
2014 $ 1,149,162.37 16.77% 2014 $ 1,149,162.37 16.77% 2014 $ 1,149,162.37 16.77%
2015 $ 1,072,474.74 -6.67% 2015 $ 1,072,474.74 -6.67% 2015 $ 1,072,474.74 -6.67%
2016 $ 1,162,704.27 8.41% 2016 $ 1,205,603.26 12.41% 2016 $ 1,119,805.28 4.41%
2017 $ 1,209,199.91 4.00% 2017 $ 1,302,038.52 8.00% 2017 $ 1,119,793.21 0.00%
2018 $ 1,255,695.54 3.85% 2018 $ 1,404,185.49 7.85% 2018 $ 1,118,059.29 -0.15%
2019 $ 1,302,191.18 3.70% 2019 $ 1,512,346.80 7.70% 2019 $ 1,114,736.18 -0.30%
2020 $ 1,348,686.81 3.57% 2020 $ 1,626,840.06 7.57% 2020 $ 1,109,949.16 -0.43%

As you can see, the regression analysis predicted modest growth for the Most Likely case.
Although Knox has seen a decline in sales on two separate occasions since 2011 (from 2012 to
2013 and from 2014 to 2015), the regression analysis shows the stability of the company and
continued growth in sales in the coming years in the most likely situation.
Sales Forecasting Build-Up Method

We also forecasted sales using the build-up method, as we created various scenarios for each
case based on previous trends and information from Knox regarding future decisions. Our
predictions focused on adding employees in the future and the acquisition/loss of clients each
year. To create the forecasts, we began by running a regression analysis and then modifying the
inputs based on our predictions.

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Sales Forecast (Build-Up Method)

Most Likely Optimistic Pessimistic
% % %
Year Sales Change Year Sales Change Year Sales Change
2011 $ 918,794.15 2011 $ 918,794.15 2011 $ 918,794.15
2012 $ 991,567.20 7.92% 2012 $ 991,567.20 7.92% 2012 $ 991,567.20 7.92%
2013 $ 984,088.37 -0.75% 2013 $ 984,088.37 -0.75% 2013 $ 984,088.37 -0.75%
2014 $ 1,149,162.37 16.77% 2014 $ 1,149,162.37 16.77% 2014 $ 1,149,162.37 16.77%
2015 $ 1,072,474.74 -6.67% 2015 $ 1,072,474.74 -6.67% 2015 $ 1,072,474.74 -6.67%
2016 $ 1,212,704.27 13.08% 2016 $ 1,162,474.74 8.39% 2016 $ 1,117,474.74 4.20%
2017 $ 1,269,199.91 4.66% 2017 $ 1,252,474.74 7.74% 2017 $ 1,037,474.74 -7.16%
2018 $ 1,315,695.54 3.66% 2018 $ 1,342,474.74 7.19% 2018 $ 1,007,474.74 -2.89%
2019 $ 1,312,191.18 -0.27% 2019 $ 1,432,474.74 6.70% 2019 $ 1,017,474.74 0.99%
2020 $ 1,388,686.81 5.83% 2020 $ 1,592,474.74 11.17% 2020 $ 997,474.74 -1.97%

The sales forecast using the build-up method is quite similar to the forecast predicted by the
regression analysis. After inputting the various scenarios, the Most Likely case again shows
modest growth in the coming years. Knox figures to improve its sales in the future as long as it
can avoid losing large clients and add multiple new clients each year, as the company has
managed to do in previous years.

We decided to use regression analysis for our Most Likely and Pessimistic cases and the
build-up method for our Optimistic case for our final sales forecasts because the regression
analysis shows a modest growth and/or decline in sales, which we believe is likely to happen in
the future. Also, the build-up method provides a better depiction for the Optimistic case
based on the addition of clients each year and a new employee in 2019. In either case, both the
regression analysis and build-up method provide realistic sales forecasts for all three cases. The
sales forecast for all three cases in comparison to one another is shown below:

23

Sales Forecast
$1,800,000.00
$1,600,000.00
$1,400,000.00
$1,200,000.00
Sales
$1,000,000.00
$800,000.00
$600,000.00
$400,000.00
$200,000.00
$-
2016 2017 2018 2019 2020
Year
Scenario Analysis
For the scenario analysis we looked at what would happen to profits retained if multiple
variables shifted each year. We created projections for three years based on Most Likely,
Optimistic, and Pessimistic cases. Each case has changing variables based on information
we gathered from Knox and industry trends. Our sales projections stem from the sales
forecasts. A growth rate of roughly 4% yields a modest growth rate in the Most Likely case.
For the Optimistic case, a growth rate exceeding 7% yields strong growth for Knox in the
coming years. Lastly, the Pessimistic case shows sales becoming stagnant and beginning to
decline slightly due to the loss of large clients.

Aside from the Pessimistic case showing a slight decline; the sales forecasts are relatively
close in monetary value. We feel that a business like Knox will not fluctuate rapidly in terms of
the number of clients it obtains and/or loses. It is also difficult to predict changes in contracts
and the size of incoming contracts. We believe Knox will continue to see a gradual increase in
sales as their business slowly grows.

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The cost of sales, or employee salaries, will increase in the coming years, largely due to the
recent hiring of the new social media specialist, Bianca Cacho. In the Most Likely case, the
cost of sales increased by 15% from 2015-2016 to reflect Biancas new salary. From there, it
grew by 7% each year because Paul will continue to compensate his employees fairly on a
yearly basis. In the Optimistic case, the cost of sales grew initially by 12% to reflect Biancas
new hire, and then fall to a 4% growth rate thereafter. An additional employee will be hired in
2019 in the Optimistic case, which will raise the cost of sales for that year to nearly 15% and
around 10% for the following years. Lastly, the cost of sales increased by 15% originally and
then 8% thereafter in the Pessimistic case.

The operating expenses for Knox provides an interesting dynamic to the companys growth in
future years. In the Most Likely case, we expect operating expenses to plateau in 2016 at
$245,099.54, and then begin to fall. We predict the same situation to occur under the
Optimistic case, only at a more significant rate. In the Pessimistic case, operating expenses
grew 1.5%-2%.

The main reason for operating expenses declining in the Most Likely and Optimistic cases
revolved around travel expenses. Owner Paul Sickmon currently travels once per week, meeting
with his clients face-to-face to make sure all of their needs are met and implement new
activation ideas. However, the companys travel expenses constitute a large percentage of total
operating expenses (see graph at end of Financials section). Through numerous action plans,
we believe travel expenses will decrease, thus resulting in a slight decrease in operating
expenses.

25

In terms of profits retained for Knox, the Most Likely case shows a 10% growth rate from
2015-2016. This is due to new business being created while operating expenses become
stagnant. In the Optimistic case, profits grow 13-14% with the help of Bianca Cachos addition
to the team and a steady decline in operating expenses. Lastly, the Pessimistic case shows the
growth in profits hitting a wall in 2016, and then declining 6-8% in the following years due to
the loss of major clients and the continued increase in operating and tax expenses.

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Risk Matrix
We completed a risk matrix to show the riskiness of Knox based on six factors, with our final
rating being used to determine our discount rate by comparing to the average firm assessment.
The risk rating turned out to be 3.1 based on the following inputs:

Factor Weighted
Risk Concept Measurement Assessment
Weight Assessment
How long has the company been
profitable?
Business
1-3 years-High risk: 5 1 0.1 0.1
Stability
4-6 year-Moderate risk: 3
>6 years-Low Risk: 1
Does the firm produce an audited
financial statement at least once a
Business
year? 4 0.1 0.4
Transparency
Yes-Low risk: 1
No-High risk: 5
Does the firm receive more than 30%
Customer of its revenue from <5 customers?
5 0.25 1.25
Concentration Yes-High risk: 5
No-Low risk: 1
Can the firm change suppliers
without sacrificing product/service
Supplier
quality or increasing costs? 3 0.1 0.3
Reliance
Yes-Low risk: 1
No-High risk: 5
Are there any personnel critical to
the success of the business that
Reliance on Key cannot be replaced in a timely way at
4 0.2 0.8
People the current market wage?
Yes-High risk: 5
No-Low risk: 1
What is the intensity of firm
competition?
Intensity of
Very intense-High risk: 5 1 0.25 0.25
Competition
Modestly intense-Moderate risk: 3
Not very intense-Low risk: 1
3.1

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Because a medium risk company would, on average, yield a weighted assessment of 3, Knox is a
slightly riskier company due to its risk rating of 3.1. The 3-5 year discount rate of U.S. Private
Equity firms was between 14.2% and 17.4%, for an average of 15.8%. We boosted this figure to
16.0% for the discount rate because Knox is slightly riskier compared to the average business.
We used the 16.0% as the discount rate to calculate the net present value for a number of our
action plans.
Additional Financial Analysis

It is important to note a breakdown of Knox Sports clients by the size of each contract. The
graph below shows how much the top five, middle eight, and bottom eight contracts make up
the business by revenue for 2015:

Knox Sports Markehng Contracts

Top 5 Contracts Middle 8 Contracts Borom 8 Contracts
5%
18%
77%

This graphs shows how risky Knox is in terms of the distribution of clients. More than 75% of
the business is comprised of its top five contracts. If one of these contracts came to an end
without a new client coming on board, the business would suffer. Knox will need to consider
diversifying its client portfolio more in the future to stabilize its top-heavy concentration.

We also distributed the companys revenues and expenses by industry sector, seen below for
2015. Financial services and food and beverage companies dominate the companys client
portfolio, although it has become more evenly spread in recent years:
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Revenue by Category - 2015

Financial Services Food & Beverage Other
12%
50%
38%

Lastly, we examined where Knox spends most of its money. The graph below shows the
breakdown in expenses by category for 2015 as a percentage of all expenditures:

Expense by Category - 2015

Employee expenses Building expenses Travel expenses Other
19%
28%
37%
16%

As you can see, there are both positive and negative aspects of how Knox is spending its money.
More than one-quarter of Knoxs expenses are employee-related. Paul takes good care of his
employees by providing them health insurance, pension plans, and gifts throughout each year.
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This, in turn, should realistically lead to high employee satisfaction and lower turnover;
however, travel expenses for the company are very high, and this percentage has risen in
recent years. Because Knox is in a relationship-based business, travel expenses are expected.
More than one-third of total expenses dedicated strictly to travel is too much, especially given
the small size of this business. A number of our action plans hope to address this issue and
reduce travel expenses for the future.
High Priority Action Plans

Action Plan: Creating a Social Media Strategy

Objective:
To Improve Knox Sport's leverage in its own social media content, boost brand awareness and
its social identity.

Market Focus:
Current clients, public, prospective clients, sports leagues and businesses

SWOT Implications:
Lack of social media expertise (internally and client-side)
More than 800 million and 300 million people using Facebook and Twitter, respectively
Opportunity to expand further across country

Description:
In order to properly utilize social media as a marketing and engagement tactic, it is critical to
first have a solid social media strategy. This strategy should answer the following questions:
1. What is the ultimate goal for your brand?
2. What do you want the public face of the company to be?
3. Who are you trying to reach through social media outreach, what is your target market?
What distinguishes this target audience?
4. How are other agencies in the industry using social media and what type of content are
they sharing?

When creating a social media strategy, it is important to outline the type of content you wish to
publish. Balance is key to a successful strategy: 70% of your content should be dedicated to
adding value and building the Knox Sports brand, 20% dedicated to sharing others posts and
ideas, and 10% promoting the business.

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The highest traffic occurs mid-week between 1pm to 3pm, while a post published at 7pm will
result in more clicks on average than posting at 8pm. Knox has the potential to reach more
consumers and drive higher traffic to its website during peak usage times, but followers are
more likely to engage with content in the evenings. Also, engagement is typically 18% higher on
Thursdays and Fridays from the rest of the week. Based on a 4.8 million-tweet research study,
the early morning hours appear to be the time in which tweets receive on average the most
clicks, while evenings and late at night prove to be times when tweets receive the most
favorites and retweets, on average.

Creating a unique and cohesive voice will take a holistic effort within the company everyone
must play a role in developing an official social media strategy. This includes social media
marketing activities and communicating and engaging with followers.

Budget:
With the exception of paid advertising on various social media platforms, creating and using
accounts is free of charge.

Measuring Plan:
Reach, Likes, & Shares: This soft metrics of social lets you know you are keeping your
audience engaged.
Social Media Leads: You can drive business leads from prospects straight on social
media.
Increased Search Engine Rankings & New Inbound Links: Social media can be a key
component of driving search engine traffic to your website.
Increases in Branded Traffic: If you are keeping your audience engaged and getting
prospects warmed up on social, you should see an increase of consumers searching
for your brand in search engines. (Google Analytics)

Timeline:
Month of July, 2016: Meet with entire staff to discuss social media outreach,
objectives, company goals, and purpose of using social media
August 1, 2016: Finalize a concrete social media strategy for Knox Sports Marketing
Month of August, 2016: Begin implementing social media strategy and developing
voice

Responsibility for Plan:
Bianca Cacho
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Action Plan: Leveraging Social Media

Objective:
To Improve Knox Sport's leverage in its own social media content, boost brand awareness and
its social identity.

Market Focus:

SWOT Implications:

Description:
Many businesses fail at social media because they think it means Facebook or Twitter, but
social media is actually much more than that. In many cases, social media is the first time where
businesses can interact with their community in a public online forum. That openness and
transparency is scary to many business owners, but it is exactly what consumers crave.

Facebook has a high adoption rate allowing people of all ages spend time on this social media
platform. Despite the many social options available to the everyday consumer, Facebook is still
king in social media marketing as it has the highest potential market.

While LinkedIn is not consumer-focused like Facebook, it can help with B2B sales, vendor
connections, recruiting, and other business needs.

One fault many small businesses make when utilizing social media is failing to be social. It is
important to interact and engage followers on all platforms. A strong, unique voice is always
key to any social media success. This voice should span all social pages the company utilizes to
engage fans. Further, be conscious of hashtag use use in moderation and strategically when
trying to incorporate a trending topic into company discussion socially. Something else to be
mindful of is the ratio between unique content and shared content. Provide followers with
various posts that allow them to react and engage with you.

On your current social media channels, the companys brand, services, mission and corporate
values are not translated. Overall, the companys social platforms fail to represent a human
element to the company, meaning there is no personality or voice representing Knox Sports
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Marketing. Social media is about not only building a community, but also engaging your
customers. Doing so requires that you show some serious personality, a task thats not easy for
B2B companies such as Knox. One way to achieve this is to discuss topics that interest the
companys employees. These topics may not necessarily be industry-related. The purpose is to
humanize the company and allow for direct discussion with potential clients, current clients,
and those ensuing consumers.

Too often, small or medium-sized businesses set up Facebook pages that eventually end up
neglected once the company gets too busy to maintain it. This practice sends a negative
message about the business. To avoid this scenario, start small with activity you can handle and
stick with it. Post something daily, or at the very least weekly so your company can stay
relevant.

Budget:
With the exception of paid advertising on various social media platforms, creating and using
accounts is free of charge.

Measuring Plan:
audience engaged.
media.
Increased Search Engine Rankings & New Inbound Links: Social media can be a key
component of driving search engine traffic to your website.
Increases in Branded Traffic: If you are keeping your audience engaged and getting
prospects warmed up on social, you should see an increase of consumers searching
for your brand in search engines. (Google Analytics)

Timeline:
Overhauling the companys social media outreach should occur immediately, with a personality
forming over time.
August 1, 2016: Finalize a concrete social media strategy for Knox Sports Marketing
September 1, 2016: Social media strategy should be in full effect by this point with a
strong voice developing for the company
October 1, 2016: All social media channels should have a representative personality that
is cohesive and transferred across all platforms

33


Bianca Cacho

Action Plan: Social Media Advertising

Objective:
To increase brand awareness and traffic to social media pages as well as website.

SWOT Implications:
Lack of advertising for new clientele and new hires
Website limitations
Knox always goes and finds the client, the client never seeks Knox first
According to a study conducted by Wasserman and Navigate Research, fans of a team
were 164% more likely to be influenced to purchase something from a sponsor of a
team if they became aware of the sponsorship via social media

Market Focus:
Small to medium-sized regional companies who have already displayed an interest in leveraging
the sport industry to pursue company goals and connect with target market.

Description:
As it is estimated to take 6-8 "touches" before completing a sale, social media advertising
should aid in obtaining 1-2 smaller accounts when combined with other forms of advertising
and engagement. Currently, Knox Sports Marketing relies heavily on word-of-mouth advertising
to reach its target market. Based off of employee interviews, the company seeks new business,
rarely obtaining a new client before making the initial contact or receiving a referral from
industry contacts. With this, the company is not engaging in any advertising, neither traditional
nor digital, which is a realm it wishes to improve upon as a whole. Digital ad spending is
estimated to surpass $19.98 billion by 2019, with digital video advertising expected to make up
to 15% of that market by 2017.

With over 900 million daily users, Facebook advertising allows for customization of targeting,
allowing a company to hone in on a desired demographic and optimize ad spending. Further,
the platform runs analytics on the created campaign, allowing the company to gain insights on
effectiveness. Twitters advertising is highly similar to that of Facebooks in that its
34

customizable and relatively cost effective. According to a Huffington Post article, 34% of
marketers have generated leads via Twitter.

Not only is it possible to create an advertising campaign with specific creative content, but it
also possible to promote a companys social pages, specific posts or its website to drive traffic
to both. Through social media advertising, Knox should promote its own digital content and
social pages, as well as create promoted advertisements to drive traffic to the company
website. In doing so, we recommend Knox implementing a social advertising campaign for a 6-
month trial period.

Budget:
Facebook:
Promote Page: $5 for 28 days = $140 x 6 = $840
Boost Posts: $28 for 14 days gets (830-220 people reached) = $168 for six months
Total Facebook ad spend: $1,008

Twitter:
Promote Page traffic to website: $5 per day for 10 days = $50 for six months = $300
Promote Post: $50 (2,044 impressions and 62 engagements) for six months = $300
Total Twitter ad spend: $600

Total Ad Spend: $1,608

Measuring Plan:
Using the metrics and insights provided by Facebook and Twitter, Knox can determine cost per
impression or cost per click. Ultimately, if the company manages to obtain new leads through
this campaign will make it successful.

When gaining new business, the company should verbally ask how the new client discovered
Knox Sports. Quick, online surveys delivered through email would also assist in deciphering how
a potential client discovered the company and record all points of contact it made before
entering an agreement with Knox Sports.

35

In terms of NPV, the total ad spend for this action plan is $1,608. This action plan will allow
Knox to acquire a small client worth $10,000 per year. The costs associated with this action plan
total $6,000, with $1,000 coming from travel and deck building. The remaining $5,000 comes
from servicing the client (the average Knox employee makes $50,000 per year and spends half
their working hours servicing their 5 clients, $50,000/5 * = $5,000 per client). With a tax rate
of 20% and a discount rate of 16%, the NPV for this action plan is $5,578.85.

Timeline:
August 1, 2016 January 1, 2017: Promote Facebook page at the beginning of each
month for six months
August 1, 2016: Promote Twitter page ($5 per day for 10 days)
August 15, 2016: Boost selected post on Facebook ($28 for 14 days)
August 15, 2016: Boost selected post on Twitter
September 1, 2016: Promote Twitter page ($5 per day for 10 days)
September 15, 2016: Boost selected post on Facebook ($28 for 14 days)
September 15, 2016: Boost selected post on Twitter
October 1, 2016: Promote Twitter page ($5 per day for 10 days)
October 15, 2016: Boost selected post on Facebook ($28 for 14 days)
October 15, 2016: Boost selected post on Twitter
November 1, 2016: Promote Twitter page ($5 per day for 10 days)
November 15, 2016: Boost selected post on Facebook ($28 for 14 days)
November 15, 2016: Boost selected post on Twitter
December 1, 2016: Promote Twitter page ($5 per day for 10 days)
December 15, 2016: Boost selected post on Facebook ($28 for 14 days)
December 15, 2016: Boost selected post on Twitter
January 1, 2017: Promote Twitter page ($5 per day for 10 days)
January 15, 2017: Boost selected post on Facebook ($28 for 14 days)
January 15, 2017: Boost selected post on Twitter
Month of February, 2017: Compile social media metrics from 6-month campaign to
determine whether or not it was successful. If successful, consider repeating and
investing more money and time

Responsibility of Plan:
Bianca Cacho
Paul Sickmon

36

Action Plan: Print Advertising

Objective:
To increase brand awareness within industry professionals

SWOT Implications:

Market Focus:
Industry executives within collegiate athletics, sponsorship resellers (such as IMG or Learfield)
and professional sports teams seeking a partnership with smaller, regional sponsors.

Description:
As it is estimated to take 6-8 "touches" before completing a sale, print advertising should aid in
obtaining 1-3 small-to-medium-sized accounts when combined with other forms of advertising
and engagement. Currently, Knox Sports Marketing relies heavily on word-of-mouth advertising
to reach its target market. Based off of employee interviews, the company seeks new business,
rarely obtaining a new client before making the initial contact or receiving a referral from
industry contacts. In order to branch out to other markets, Knox will need to continually
depend on word-of-mouth promotion. By posting an advertisement in the Sports Business
Journal, the premiere industry publication, Knox will be able to further brand awareness and
reach industry professionals.

*Provided by SBJ
37

66% of subscribers
81% of subscribers claim they can't get the
82% of subscribers read indicated that SBJ helps
3 out of 4 issues informaxon anywhere
them in their jobs
else

98% of subscribers took 75% of subscribers have 51% of subscribers have
acxon from something passed an item along to visited a company's

they saw or read someone else website

50% of subscribers
41% of sponsor review sports markexng
25% of subscribers work companies contract
for a company that agency contracts on an
outside agencies to
sponsors sports annual or semi-annual
manage sponsorships
basis

*Provided by SBJ survey results

Knox should consider purchasing either a quarter page, or a third page ad in an upcoming issue
of Sports Business Journal:

Budget:
Half Page: $6,902 net with 125-word directory listing
Third Page: $5,762 net with 100-word directory listing
Quarter Page: $3,737 net with 75-word directory listing

Measuring Plan:
Measuring the success of the print ad is not as simple as tracking key metrics on social media.
One way to track results would be to poll contacts in the industry to see if they noticed the ad
published. Another way would be to track referrals for a month following the ads publication
was there an influx of phone calls from sport properties and resellers? There is a high
probability that advertising in the SBJ doesnt bring in new customers but increasing brand
awareness on the sport property side will be key to expanding to new areas of the country and
eventually signing new clients.

38

A NPV can also be calculated for this action plan. The total ad spend for this action plan is
$7,474, as we plan to run two quarter page ads per year. This action plan will allow Knox to
acquire a top-six client for Knox worth $50,000 per year. SportsBusiness Journal is leading
publication in the sport industry and we believe this action plan will lead to new, premier client.
The costs associated with this action plan total $6,000, with $1,000 coming from travel and
deck building. The remaining $5,000 comes from servicing the client (the average Knox
employee makes $50,000 per year and spends half their working hours servicing their 5 clients,
$50,000/5 * = $5,000 per client). With a tax rate of 20% and a discount rate of 16%, the NPV
for this action plan is $71,581.31.

Timeline:
August 1 August 15, 2016: Create ad and request insertion order from Chris
Hixenbaugh, Southeast Advertising Manager (chixenbaugh@sportsbusinessjournal.com)
August 17, 2016: Submit final ad spec, directory listing, and insertion order
Week of August 22, 2016: Ad published in SBJ

Responsibility of Plan:
Paul Sickmon
Melissa Calipari
Action Plan: Digital Videography

Objective:
To increase brand awareness and educate the target market by enhancing the companys social
media channels and website

SWOT Implications:
Knowledge of the industry
Website limitations
Ego of clients doing business; some owners/organization leaders dont see the benefit of
working with Knox Sports because they think they can handle own negotiations

Market Focus:
Current clients, prospective clients, sports leagues and businesses

39

Description:
Digital videography should be paired with new website integration as well as enhancing the
companys social media channels. The purpose of the thirty second to one minute videos is to
educate potential customers and sport properties about what Knox does. Further, the videos
are meant to increase traffic to the website and designed to lure impressions to Facebook and
Twitter.

It is estimated that video will account for up to 90% of all Internet traffic according to a study
conducted by Cisco, a technology corporation. According to Forbes, 59% of senior executives
would prefer to watch video to reading text while Forrester Research argues that employees
are 75% more likely to watch a video than to read documents, emails or web articles. When a
site includes video, 60% of visitors will click to watch a video before ever reading a single word
of text on the page. A survey conducted by Video Brewery reported that of 80% of responders
who indicated watching video advertising online, 46% took action afterwards: 26% sought
additional information, 22% visited the website, 15% visited the company, and 12% purchased
the product featured.

Web Video Marketing shares that companies investing in digital videography are doing so for
the following reasons:
Videos for company website (80.8%)
Social media and networking sites (62.2%)
Video content for sales lead generation (39.3%)
Video content for employee training and education (38.1%)
Management communications (34.9%)
Online video slide presentations (31.1%)

Professionally produced videos optimized for eCommerce outperformed user-generated videos
by 30%, while 57% of consumers claim that online videos make them more confident in their
purchases.

Budget:
$1,100/per day of filming
$1,500 video editing
$300 for make-up artist
40

Measuring Plan:
The success of adding web videos to the companys social media channels and website can be
measured through traditional social media metrics:
audience engaged.
media.
Additionally, increased search engine optimization (SEO) should result from including
videography on the company website. This improves Google rankings and overall web traffic
over time. It is also possible to track how many clicks the videos receive, both on social media
and on the website. Leads can be tracked as well does the company receive inquiries for more
information once the videos are live?

Timeline:
August 1, 2016: Request estimates from various videographers
August 7 25, 2016: Research videographers and interview to determine best fit
September 1, 2016: Work with selected videographer to map out storyboards for
intended videos
September 15 30, 2016: Timeframe by which filming should occur
October 14, 2016: Receive final product
October 17, 2016: Post videos to website and begin promoting through social channels
also send videos to current customers and prospects

Paul Sickmon
Melissa Calipari
Kirsten Barton
Bianca Cacho

Action Plan: Google Adwords

Objective:
To increase brand awareness and traffic to company website.

Market Focus:
Current clients, prospective clients, sports leagues and businesses.

41

SWOT Implications:

Description:
Google AdWords is an advertising service by Google for businesses wishing to display digital
advertising on Googles network. The platform enables businesses of all sizes to set a budget,
similar to social media advertising; however, the company only pays when people physically
click on the ad. A main component of the service is through keywords and targeting specific
people based off of their search history and Internet usage.

When using AdWords, the business incorporates specific keywords that a potential customer
might type into the search engine this search triggers the ad.

Budget:
Set a daily budget at $5-10 and run the campaign for three months before reevaluating the
advertising service.

Total AdWords spend: $450-900

Measuring Plan:
One indicator of success is whether or not the entire budget was utilized, revealing that people
actually clicked on the link. This in turn should increase SEO and website traffic. By surveying
and interviewing new and current business as well as contacts within the industry to discover if
the ad reached its intended audience. Lastly, the biggest indicator of success would be whether
or not Knox acquired any new business.

Timeline:
August 1, 2016: Set parameters of AdWords campaign for three months
November 1, 2016: Evaluate advertising tactic
o Was the entire budget utilized?
o Did any new or existing clients claim to have seen the ad online?
o Did Knox acquire any new business or create new contacts within the three-
month window?

Paul Sickmon
Bianca Cacho
42

Action Plan: Website Enhancement

Objective:
To hire a website consultant/developer who can create a new design for the Knox Sports
Marketing website that is more visually appealing and engaging for current and potential
business.

Market Focus:

SWOT Implications:
Website limitations

Description:
A strong website is critical for any business, but it is especially important for small businesses
that rely on word-of-mouth marketing. In many cases, the website is the first touch in the
sales process when a company is referred to new business. By revitalizing the current website,
Knox must create a strong line of communication between the business mission and website
developers. In order to successfully achieve this, communication must be a constant two-way
channel whereby the developers are always consulting and Knox is keeping those consultants
up-to-date on all relevant information.

The current website is not very captivating, limiting the potential for new business growth.
While the information is very valuable, there are not many interactive aspects or strong visual
attributes to make current and prospective clients engage in the all the services that Knox
Sports can provide. At the same time, it is important to budget accordingly for website
maintenance it is important that updates can be made internally.

Budget:
$3000 annual fee

Measuring Plan:
This plan can be measured through a monthly report on website traffic. The hired developers
should have the ability to track certain metrics and report those numbers back to Knox Sports
what areas of the site are receiving the most page landings, do website visitors click on links
embedded within the site, such as social media, etc.? Another way to assess success is to hold
focus groups internally to evaluate the website to ensure continual improvement.
43

Timeline:
August 1, 2016: Current website analytics report
August 1 October 1, 2016: Research and select appropriate website
developer/consultant
November 1, 2016: Begin project management enhanced website goes live

Paul Sickmon
Action Plan: Employee Website and Website Features Training

Objective:
To train Knox employees on how to update and maintain the new website to cut out future
costs of website maintenance for 2017-2018 years and beyond.

Market Focus:
Current clients, public prospective clients, sports leagues and businesses

SWOT Implications:
Website limitations

Description:
By training employees on how to properly manage the newly enhanced Knox Sports Marketing
website, you are also empowering them to have ownership of the companys success. The
training should include guidelines on what they are allowed to update, and how to pull specific
metrics. The training will also provide employees with knowledge on what types of updates
they should handle versus when they should reach out to the developers.

Because the current Knox employees are involved in the sales and servicing process, they
contain the knowledge and expertise on what current clients and new business expect to see
on the website and ensure that the site is catering to the proper target markets. Assign each
employee a section of the website that he or she is responsible for maintaining.

44

Budget:
There are no costs associated with training employees to maintain the website

Measuring Plan:
Paul should conduct individual meetings with staff to assess employee competence on website.
Overall, the biggest measure of success will be apparent when website expenses decrease in
2017-2018.

Timeline:
August 1, 2016: All Knox Sports employees begin website training
October 1, 2016: Knox employees takeover all website maintenance and upkeep

Paul Sickmon
Action Plan: Email Marketing & Newsletter

Objective:
Implement an email-marketing plan with consistent newsletter management to grow new
business development by 15%

SWOT Implications:
Website limitations

Market Focus:
Current clients, public prospective clients, sports leagues and businesses

Description:
The topic-based newsletter should be sent to existing clients and new business prospects via
email. There is also the potential to imbed the newsletter on the company website. A creative
format and catchy subject lines are ways to capture subscribers attention. Its important that
the newsletter content is 90% educational and 10% promotional.

MailChimp and Constant Contact are popular, easy to use online newsletter services that are
free of cost.

45

Budget:
As the creation of the newsletter can be done internally, there are no costs associated.
Maintenance and content-generation can be done from within the company through free
online newsletter websites.

Measuring Plan:
The success of the newsletter can be measured through specific call to actions that require
subscribers to respond in some manner. This can be done through running a poll, asking for
feedback, or even asking subscribers to sign up for Tips of the Day, a daily email similar to
Win Your Day. Each morning, subscribers will receive a brief note containing motivational
content, tips for success, or philosophies to live by. This concept can also be integrated with
social media or a blog.

The plans overall success can also be measured through new business acquired in the new
year, as well as overall newsletter subscriptions a 15% spike in new business and a 20%
increase in newsletter subscriptions by the end of 2017.

Timeline:
October 1, 2016: Begin newsletter creation (strategy, structure, etc.)
December 1, 2016: Begin distributing monthly newsletter

Paul Sickmon
Action Plan: Minimizing the Costs of Travel

Objective:
To analyze the amount of money that Knox Sports Marketing spends on travel annually.

Market Focus:
There are two target groups for this action plan Knox employees that travel to various clients
and those clients being traveled to.

SWOT Implications:
Small company niche, boutique agency
Portfolio diversified location-wise
Changing technologies

46

Description:
The first step in evaluating travel expenses is to create an excel spreadsheet that will specifically
hold all travel data. Within this document, it is important to record:
How often an employee travels to meet with a client
How often an employee travels to meet with a team or league that is contracted with a
Knox client
From there, it is possible to calculate the annual cost of visiting each client, as well as the
average travel cost per client this can also be done for those same teams and leagues as
mentioned above.

Budget:
This action plan does not require any money, but time.

Measuring Plan:
After calculating the expenses for the trips, the next step would be to compare the costs of
travel with the profits that Knox received from each client. This will give insight on if the
company is strategically spending within the travel budget. The best-case scenario is that Knox
is spending money relative to the size of the client.

Timeline:
The information should be reported to the excel spreadsheet on a rolling basis after every trip a
Knox employee makes to a client. Additionally, Paul should annually calculate the costs of the
trips to compare to the profits the company receives.

Paul Sickmon
Action Plan: Land O Frost Travel

Objective:
To utilize Skype in order to reduce travel for all Land O Frost youth league locations across the
country.

SWOT Implication:
Portfolio diversified location-wise
Changing technologies

47

Market Focus:
The primary focus is the Land OFrost account.

Description:
The first step is to download Skype to the computer accessible from the conference room.
Coordinating with Land OFrost and youth league leaders will indicate whether an in-person
meeting is required or if a Skype meeting will suffice. This should significantly cut down on
travel for this account.

Budget:
Skype is free or Skype for Business with added benefits can be purchased for $5.00/month. For
the size of the business, the free version would be sufficient.

Measuring Plan:
Land OFrost had the third biggest contract in 2014 and the fourth biggest contract in 2015. In
addition, the travel expenses for Land OFrost made up 38% of total travel expenses in 2014
and 22% of total travel expenses in 2015.

2014 Travel Expense % of Total Travel
LOF 2014 $23,968.75 38%
Adjusted LOF 2014 $11,984.38 23%

2015 Travel Expense % of Total Travel
LOF 2015 $14,981.32 22%
Adjusted LOF 2015 $7,490.66 12%

Knox Sports would save an average of $9,738 if it converted half of its Land OFrost travel to
meetings on Skype. Utilizing Skype would reduce Land OFrost expenses and in turn create
more equality on the travel spent among clients.

Timeline:
August 1, 2016: Evaluate current Land OFrost travel schedule and expenses
September 1, 2016: Communicate with Land OFrost with change of strategy
October 3, 2016: Have first Skype test call with Land OFrost
October 4, 2016: Schedule internal team meeting to evaluate Sykpe call and implementation

48


Paul Sickmon
Action Plan: Employee Travel Introductions

Objective:
To enhance the relationships between Knox employees and Knox clients

SWOT Implications:
Paul Sickmon

Market Focus:
Knox Sports existing clientele

Description:
Paul will bring one employee a month to a meeting with a client. He should start with Melissa
and Jen because of their tenure with the company. By bringing other employees into client
meetings, Paul is forging trust between his employees and clients, especially new business
meetings. Year after year, the same employee should join Paul with correspondence with
certain clients. This enables these employees to eventually replace Paul in regards to traveling.

Budget:
Travel Expense 2015 - $68,291.55
Travel Expense 2015 Monthly - $5,690.96

For the budget, Knox can plan on spending another $500 a month. Paul already has to reserve a
hotel room so that will not change if he brings someone else with him. This $500 cost will pay
for the flight and any other expenses while on the trip.

Measuring Plan:
A lot of the risk associated with the company has to do with Paul because he is such an integral
part of the business. It will cost Knox money in the short term but it will pay off in the long run.
After a few years, Paul will be able send his employees on certain trips and he can focus on new
business development.

49

In terms of NPV, we believe this action plan will enable Knox to renegotiate a contract with one
more client within a 3-year span. The total ad spend for this action plan is $8,400. This action
plan will allow Knox to acquire a mid-size client worth $16,130 per year. The costs associated
with this action plan total $6,000, with $1,000 coming from travel and deck building. The
remaining $5,000 comes from servicing the client (the average Knox employee makes $50,000
per year and spends half their working hours servicing their 5 clients, $50,000/5 * = $5,000
per client). With a tax rate of 20% and a discount rate of 16%, the NPV for this action plan is
$9,800.69.

Timeline:
This will start the next trip that Paul has for one of his clients.

Paul Sickmon

Action Plan: Weekly Meetings

Objective:
To enhance unity and communication throughout the agency by having weekly meetings.

SWOT Implications:
Employee turnover
Open door policy/ lack of hierarchy for all employees
Numerous brainstorming sessions held to create campaigns

Market Focus:
Current Knox employees Erin can Skype or call into the meeting if necessary

Description
Knox will hold weekly 30-minute meetings on Monday morning. The meeting will serve to recap
the previous week as well as provide insight on any upcoming events/news/etc. There can be a
quick game/trivia/prize to lighten up the mood and create a fun atmosphere so the week starts
out on a good note. It is important that Paul ensures all employees are on the same page with
companys goals/objectives and up-to-date with everything happening. Any new policies or
expectations can be explained during this time.

50

Budget:
There is no direct cost associated with holding this meeting. However, there is an opportunity
cost of the employees being in the meeting and not interacting with their clients or doing their
normal responsibilities.

Measuring Plan:
This type of meeting will create an opportunity for everyone to interact with each other and in
turn boost morale. Additionally, using this meeting as a way to reiterate points or teach
something to the employees may either a) avoid a problem from happening with a client or b)
provide a solution for a client that the employee did not originally see. This type of culture will
enhance the trust among employees and they will be more willing to talk to each other about
any help they may need. The best-case scenario would be the employees brainstorming unique
activations for a client or new business they should target and this will directly affect financials.

Timeline:
August 1, 2016: First meeting on Monday

Melissa Calipari
Jennifer Kniese

Action Plan: SEM Residency Program

Objective:
To obtain quality employees by partnering with the USF Sport and Entertainment Management
(SEM) MBA/MS Program

SWOT Implications:
Employee turnover
Lack of advertising for new clients and new hires
Small company

Market Focus:
The targeted group is the students who are in the USF SEM Masters Program. Knox will hire one
employee per year (intern or resident)

51

Description:
The first step for this action plan is for Knox to create a relationship with the Director of the
program, Dr. Bill Sutton. Once Knox becomes a partner of the USF SEM Program, it will have
access to the students. The USF SEM students will apply to work at Knox as a work placement in
year one, or a Residency placement in year two of the program. Knox will have the luxury to
filter through applications/resumes and decide whom they want to interview. Ultimately, the
Internship/Resident Coordinator will match up the students top choices and the companys top
choices.

Budget:
Wage: $12.67/hour
Each student only gets paid up to 20 hours a week
$12.67 X 20 = $253.40 a week
$253.40 X 9% tax = $22.80
$253.40 $22.80 = $230.60
$230.60 X 4 weeks a month = $922.40 monthly
$922.40 X 11 months = $10,146.40

Tuition Waiver: $5,000 a semester
$5,000 X 2 semesters = $10,000

Total Investment: $10,146.40 + $10,000 = $20,146.40

Measuring Plan:
The resident should be of high quality because they are in a good masters program. Even
though the student is only paid for up to 20 hours/week, he or she can work as long as
required. The advantage is a continual influx of talented, qualified students from the program in
what will be a mutually beneficial relationship. Additionally, establishing a partnership with the
USF SEM Program opens up many opportunities for expanding your network.

Timeline:
March 1, 2017: Applications open for students
March 15, 2017: Knox selects best candidates and interviews begin
April 10, 2017: Student and Knox will be matched up through Internship/Resident
Coordinator
May 17, 2017: Student begins work

52


Paul Sickmon
Melissa Calipari
Action Plan: Employee Bonding Activity

Objective:
To ensure that Knox Sports employees have a healthy work-life balance.

SWOT Implications:
Employee turnover
Open-door policy/lack of hierarchy for all employees

Market Focus:
Knox employees as well as their families and significant others.

Description:
This will be a monthly activity outside of the office to enhance team bonding. Creating strong
relationships outside of the office will transfer over to positive communication inside the office.
Some activities may include: TopGolf, Splitsville, kayaking, dinner, Game Time, Escape Room,
sporting event.

Budget:
The price will vary depending on the number of family members and the type of event.

Knox should budget $300 a month for this activity
$300 X 12 = $3600

Measuring Plan:
This will increase the happiness of the employees and therefore the quality of their work. If
they are happy with their position and Knox, it will transfer into their interactions with clients,
current and potential. Further, if employees enjoy what they are doing, they are less likely to
seek employment elsewhere.

Timeline:
August 20, 2016: First employee bonding activity

53


Andrew Brooks
Action Plan: New Hire Mentor Program

Objective:
To retain new employees with a meaningful relationship built between employee and industry
leader.

SWOT Implications:
Employee turnover
Paul Sickmon
Small company limitations
Opportunity to expand across country

Market Focus:
Recently hired employees

Description:
By implementing a new hire mentor program, Knox is showing a dedication to the continual
professional development of its employees by helping those entering the industry build a
network. Selected mentors can have a focus in sport, marketing, social media, or relationship
coaching. Paul, through his extensive career in the industry would be responsible for pairing his
employees with peers within his personal network. A stipulation of the mentor program would
be that the new hire is required to speak with his or her mentor at least once a month
regarding personal and professional development either on the phone or in-person.

Budget:
There are no costs associated with creating a mentor program

Measuring Plan:
Paul is responsible for meeting quarterly with new hires to determine the effectiveness of the
mentor program and must adjust as needed if changes are required to improve communication
between mentor and mentee. Paul should also keep in contact with selected mentors to ensure
both parties are upholding their end of the deal.

54

Timeline:
August 1, 2016: New hires meet with Paul to select industry mentor (Andrew and
Bianca)
Month of August, 2016: Begin mentoring program with mentor and mentee designating
a time each month (for 12 months) to speak on the phone
October, 2016: Hold first quarterly meeting with new hires to determine effectiveness
of mentor program (this will also be done in January, April, and July 2017)
August 1, 2017: Complete mentor program (but relationship between mentor and
mentee should continue beyond the official program)

Paul Sickmon
Professional Mentor
New Hire
Action Plan: Conferences

Objective:
To organize and send employees to impactful conferences to gain more knowledge and
expertise about social media, sports marketing, and analytics.

SWOT Implications:
Employee turnover
Paul Sickmon
Small company limitations
Industry knowledge

Market Focus:
Knox Sports employees Bianca Cacho (new social media hire)

Description:
MIT Sloan Conference the conference has fostered the acceptance of analytics,
created innovation, and continually brings like-minded people together to lead.
SEAC Conference - University of South Florida Sport and Entertainment Analytics
conference powered by Ticketmaster provides a platform for students and industry
professionals to discuss the important role of analytics in the global sport and
entertainment industries.
55

SMA Conference- dedicated to developing mutually beneficial relationships between

professionals, academicians, and students through the creation, distribution, and
implementation of sport marketing knowledge via networking, scholarly activities and
career opportunities.

By sending employees to professional development conferences, they will increase personal
networks and promote the Knox Sports brand. Further, this shows a dedication to employees
personal development, enticing them to remain with the company and reducing employee
turnover.

Budget:
MIT Sloan Conference - $800
SEAC - $90
SMA - $605

Total Conference Spend: $1,495

Measuring Plan:
TO measure the success of sending employees to professional conferences, Paul should sit
down with designated employee before and after each conference. Additionally, that employee
should be responsible for presenting key learnings from each conference to the rest of the Knox
employees this can be done through a formal PowerPoint or verbally during a full staff
meeting.

Timeline:
November 2-4, 2016: SMA Conference
February 2017: USF SEAC (official date TBD)
March 3-4, 2017: MIT Sloan Conference

Paul Kickmon
Bianca Cacho
Action Plan: New Hire

Objective:
To hire an employee to take on website, newsletter, and email marketing management to grow
new business development by 15%
56

SWOT Implications:
Lack of social media expertise
Website limitation
Knox almost always goes and finds the client, the client never seeks Knox

Market Focus:

Description:
New employee is responsible maintaining social media platforms and website so that both
channels have a distinct personality and are relevant to the companys objectives. Additionally,
this hire will be in charge of creative content and distribution through various digital platforms.
Through these initiatives, the new hire will assist business development and in consulting
account executives on how best to leverage these platforms for activations.

Budget:
Annual salary: $30,000
Training throughout the year: $3,000

Total new hire spend: $30,300

Measuring Plan:
The effectiveness the social media hire can be determined by a 15% increase in new business
within a year of hiring, as well as a 20% increase in newsletter subscriptions, annually.

Timeline:
May, 2016: Begin interviewing for new hire
June, 2016: Select candidate to hire (new candidate begins at Knox)
July, 2015: New hire begins implementing initiatives

Paul Sickmon
New Hire
57

References
"The Business of College Sports: An Infographic of the Top Teams, Sponsors & Brands." Umbel.
N.p., n.d. Web. 18 July 2016.

Casselman, Ben. "Resistance Is Futile: ESports Is Massive ... and Growing." ESPN. ESPN Internet
Ventures, n.d. Web. 18 July 2016.

"The Deepest Sponsorship Pockets of 2014: IEG's Top Spenders List." - IEG Sponsorship Report.
N.p., n.d. Web. 18 July 2016.

"Email Newsletter Management Services Markitors." Internet Marketing Company Phoenix AZ
Markitors. N.p., n.d. Web. 18 July 2016.

"For Marketers, E-sports Such as 'League of Legends' an Enticing Way to Reach Millennials." US
News. U.S.News & World Report, n.d. Web. 18 July 2016.

Forbes. Forbes Magazine, n.d. Web. 18 July 2016.

HENLEY, NATALIE. "The 7 Key Steps for Leveraging Social Media Marketing to Drive Real
Results." Seattle Business Magazine. N.p., n.d. Web. 18 July 2016.

"How Social Media Affects College Athletics." International Business Times. N.p., 15 Dec. 2011.
Web. 18 July 2016.

"The Incidental Economist." The Incidental Economist RSS. N.p., n.d. Web. 18 July 2016.

"Leveraging Social and Digital Media to Drive Revenue in Collegiate Athletics." Sporting News.
N.p., 11 Aug. 2014. Web. 18 July 2016.

"MIT Sloan Analytics Conference - Sports Analytics by the MIT Sloan School of Management."
MIT Sloan Analytics Conference. N.p., n.d. Web. 18 July 2016.

"Muma College of Business." Sport & Entertainment Analytics Conference. N.p., n.d. Web. 18
July 2016.

N.p., n.d. Web. <http://www.knoxsports.com/>.

N.p., n.d. Web. <www.parishdigital.com>.
58

"Off-Campus Login." Off-Campus Login. N.p., n.d. Web. 18 July 2016.

<http://clients1.ibisworld.com.silk.library.umass.edu/reports/us/industry/default.aspx?
entid=5848>.

"Registration." Sport Marketing Association. N.p., n.d. Web. 18 July 2016.

Roberts, Daniel. "Why This Study on Millennial Sports Video Habits Should Worry ESPN."
Fortune Why This Study on Millennial Sports Video Habits Should Worry ESPN
Comments. N.p., 15 Nov. 2015. Web. 18 July 2016.

Steel, Emily, and Bill Marsh. "Millennials and Cutting the Cord." The New York Times. The New
York Times, 02 Oct. 2015. Web. 18 July 2016.

"Understanding Your Website: Why Website Training Is So Important." Onsharp. N.p., n.d. Web.
18 July 2016.

"United States | Economic Indicators." United States | Economic Indicators. N.p., n.d. Web. 18
July 2016.

"Web Developer Objectives | Resume Objective | LiveCareer." LiveCareer. N.p., n.d. Web. 18
July 2016.

"Website Design Cost & Pricing | Clear Website Pricing." Atilus RSS. N.p., 07 Apr. 2015. Web. 18
July 2016.

59

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Integrated

SITUATIONAL ANALYSIS MACRO 10

SITUATIONAL ANALYSIS SOCIAL AND CULTURAL 12

HIGH PRIORITY ACTION PLANS 30

ACTION PLAN: DIGITAL VIDEOGRAPHY 39

According to Knox Sports, the 5 goals of Sport Marketing:

Acquiring New Business

Marketing Consulting Industry

Situational Analysis Macro

As of 2015-16 things changed drastically for employers

Situational Analysis Social and Cultural

One way the University of Arkansas Razorbacks is

Threat of Ambush Marketing in Sports

ambushing company to sponsor a subcategory within the event and

Millennial Sports Consumption

*Viewership in 2014 Provided by ESPN

General Importance Valuation Potential

General Probability Valuation Potential

Sales Forecasting Regression Analysis

Sales Forecasting Build-Up Method

Sales Forecast (Build-Up Method)

Additional Financial Analysis

Knox Sports Markehng Contracts

Revenue by Category - 2015

Expense by Category - 2015

High Priority Action Plans

Action Plan: Leveraging Social Media

Responsibility for Plan:

Action Plan: Social Media Advertising

Action Plan: Print Advertising

Action Plan: Digital Videography

Action Plan: Google Adwords

Action Plan: Website Enhancement

Action Plan: Employee Website and Website Features Training

Action Plan: Email Marketing & Newsletter

Action Plan: Minimizing the Costs of Travel

Action Plan: Land O Frost Travel

Responsibility for Plan:

Action Plan: Employee Travel Introductions

Action Plan: Weekly Meetings

Action Plan: SEM Residency Program

Responsibility for Plan:

Action Plan: Employee Bonding Activity

Responsibility for Plan:

Action Plan: New Hire Mentor Program

Action Plan: Conferences

SMA Conference- dedicated to developing mutually beneficial relationships between

Action Plan: New Hire

"Off-Campus Login." Off-Campus Login. N.p., n.d. Web. 18 July 2016.

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