The development of a formal marketing plan for a Supporters’ Trust is essential. Supporters’ Trusts must be prepared to face a continually changing football environment, and to prepare quickly for the unexpected - negative and positive. Your club might enter into administration, or the Chairman might decide to move ground, or build a new stadium. This marketing plan has been designed to provide Supporters’ Trusts with a guide to planning formats.
The situation analysis – where we are now
Trusts should summarise all the information available to them that has a bearing on the services they can offer. This includes information such as market trends, and any constraints or economic factors which may affect the establishment of the Trust.
Objectives – where we want to go
The aims and objectives of the Supporters’ Trust should be clear and concise. A list of objectives used by some Supporters’ Trusts can be found in Appendix 9. The objectives must be specific and realistic.
The marketing mix – how we plan to get there
1. Place - The place is the geographical area the Supporters’ Trust aims to recruit members from, which should be specified from the start and can be expanded at a later stage. This can also include potential membership from overseas.
2. Product - The different ‘products’ that a Trust can and cannot provide its members and their benefits should be defined. The key ‘product’ of a Trust is that it is a democratic vehicle for collective influence on the football club. The product potential members are being asked to buy into is increased communication between the supporters and officials of their football club, and collective ownership of a stake in the club. Being clear about these key products should help recruit more members.
3. Physical evidence - Marketing research to identify the needs of members is essential. A supporters’ survey to hand out on match days is a good way of gathering data. Please ask your Development Officer at Supporters Direct for examples of supporters’ surveys used by other Supporters’ Trusts.
4. Price - It is important to price membership fees correctly. As stated in the Introduction, we recommend that membership should not normally cost more than a match-day ticket, apart from corporate membership, which can differ depending on the type of businesses in the area. Your Development Officer at Supporters Direct can advise Trusts on sliding scales for corporate membership depending on the size of the organisation, as can other Trusts.
Membership should be categorised to include all members of the community. Membership forms should be designed to include the ability for a member to pay by direct debit and to give a donation.
|Individual Membership||Average membership – non concessionary||£10|
|Family Membership||Where two members or more of a family wish to join the Trust||£20|
|Supporters’ club member (where there is a separate supporters’ club)||Discounted fee for members of supporters’ clubs. The difference in individual membership and that offered to the supporters’ club member can be given to the supporters’ club member, or the £2 discount could go straight to the supporters’ club||£8|
|Corporate||Businesses can be offered membership at a one off yearly fee and in return for the Supporters’ Trust advertising their logo on the Trust’s promotional literature||£100 (or a sliding scale, please ask a Development Officer at Supporters Direct for advice)|
|Life Membership||Between £100 and £500|
5. Process - Supporters’ Trusts can promote their products in a variety of ways including:
- Newsletters and other publications, including leaflets distributed to members and supporters on match-days and ‘roadshows’.
- Supporters’ Trust website
- Football club website and message boards
- Football club match-day programme (if possible)
- Fanzines and other supporters’ literature
- Football Ground display boards (if possible)
- Match day point of contact (perhaps a stall or office at the ground, or a regular spot in a local pub or shopping centre)
- Advertising through local businesses/schools and local youth organisations
- Advertising in the local newspaper
- Making a video to be shown on match-days or at Trust events
- Arranging fans forums, or ex-player evenings
- Arranging community events such as fun runs, and jumble sales
- Working with the club’s Football in the Community Officer.
- Regular e-mails to members
- Regular membership meetings
6. People - A Supporters’ Trust should try and target the following people for membership, support or funding:
- Regular match goers
- Occasional match goers (including those who live overseas)
- Members of supporters’ clubs (with the permission of the supporters’ club)
- Local youth team leaders
- Local businessmen
- Employees and officers of the football club and schemes associated with the club, such as the Football in the Community scheme
- Famous people associated with the club
- Headteachers and/or school children
- Local and national media
Performance audit – evaluating the Trust’s marketing strategy
Targets should be set and an audit should be established for monitoring the Trust’s performance in reaching its objectives. Performance can be audited in terms of membership and financial performance. Monitoring of the Trust’s performance towards achievement of key marketing objectives is important. This will identify any problems or highlight avenues worth pursuing.