Especie Ranaperezí Seoane, 1885 (Rana común)

Space can also be sold in and on printed event paper materials. Selling space in the event programme is common as is space on event tickets, flyers, posters, organizational headed paper, score sheets, retail and giveaway bags, and media information packs.

Internet opportunities

Similarly there are now opportunities for events to sell advertis- ing space on their web sites. The value of which lies largely in their longevity as they can operate year round as opposed to just around event time. However, as this is an event asset it is also available to partners and sponsors and as a result, managers must first identify the needs of the latter before entering any poten- tially conflicting agreements with additional advertisers.

The use of web sites is a relatively new opportunity and in this early stage of such usage there are various differing industry examples of commercial practice. In many cases event-related web sites have evolved as public relations (PR) tools. The Internet pro- vides a relatively easy way of supplying frequent and updated information to target customers about the event. This can keep adopted fans hooked on an on-going basis. A web site can then become a highly productive e-tail vehicle for tickets and merchan- dise. Unfortunately some events even use their sites to advertise sponsorship opportunities and even provide application forms by which prescribed packages may be purchased online. This latter application rather defeats the objective of building mutual spon- sorship arrangements and the attempt to identify a sponsors needs before proposing their involvement with an event. Nevertheless, the key to getting target customers to hit an event web site is utiliz- ing information about the event and in particular content pertain- ing to participants. This is a key driver of site traffic and needs to be sustained for successful ticket and merchandise sales.

Sites can also earn revenue via advertising or sponsorship sales. Creative sites can produce regular promotions, games, auctions and editorial features that can be endorsed by organizations. These may be sold independently of the events sponsorship programme but run the danger of cluttering both the events and its sponsors’ mas- sages. The San Francisco 49ers web site provides an example of a site that is highly creative in generating revenue. 49ers.com has two key revenue sources merchandise and sponsorship that are produ- cing income in the low seven figures and to get on-site it typically costs a minimum of $50 000 00, (Berridge, 2003) (see Case study 6.1). The site was predominantly a PR function when it was first taken back in-house from CBS Sportsline in 2001. The objective of control- ling whilst extending the brand is still paramount as the site is where most 49ers fans experience the brand other than via televi- sion. One of the concerns, even for Kirk Berridge (2003), the 49ers

Senior Manager for Corporate Sponsorships, is that whilst the site imparts news and stories about the team it has in the past been con- strained by an editorial process that has not broken or covered news on controversial topics. In 2002 when the 49ers released a team coach there was no coverage of that story on 49ers.com. The concern is that such policies may drive fans to visit other sources and that would impact on web site traffic and therefore sponsorship sales.

Web site income generation: 49ers.com The San Francisco 49ers took the operation of its web site back in-house in 2001 and by utilizing a number of key partnerships with suppliers was able to invest as little as $15 000.00 into its development.

In November 2003 the site was delivering 3 million visitors a day and as a vehicle for extending the brand, the management evaluate it as being more lucrative than stadium, radio or publishing activities.

Some of the strategies that have been adopted include no use of banners, pop-up or under advertisements, and use of the 49ers colours (red, gold with black and white) as possible, including for the re-design of corporate advertisements and identities using. Other strategies include limits on the numbers of sponsors for less clutter, a minimum level of investment for entry on to the site, national brand targeting and no-use of cost- per-click models. The focus is on maximizing customers’ brands. The following commer- cial opportunities are available with 49ers.com:

• My 49ers ENews: Established in 2002, fans get e-mail notification via pre-selected per- sonalized alerts such as breaking stories, injury updates, ticket availability, new arrival merchandise, auctions and special events. Over 100 000 fans receive ENews. There are 12 sponsors attached to various elements of the service.

• Business partnerships: Launched in 2003 this consists of a rotating advertisement on the homepage that cost only $4000.00 to develop. It has achieved a return of $100 000.00 (November 2003).

• 49ers store: Launched in 2001 this service is operated by a partner. Footlocker distributes 49ers merchandise to online customers and has six-figure annual sales revenue. • 49ers marketplace: This is a private label auction for the 49ers profit. One-of-a-kind 49ers

merchandise is auctioned online. In 2003 the pom-poms used by a player in a touch down celebration were auctioned for $800.00. Players cars have also been auctioned. • 49ers fan travel: Another partner, Prime Sport Travel, operates this away match travel

service that produces six-figure revenue annually. The 49ers receive a share-of-profit. • Games: Games such as Pigskin Pick Em ’consist of free, weekly access to 3550 online

fans (November 2003). Levitra are the sponsors at $50 000.00 per year and this particu- lar product involves fans predicting wins across the National Football League (NFL) in sweepstakes.

• 49ers photos: This product was launched in November 2003 in time for the Holiday sea- son in the US. It offers 49ers photos, framed or unframed, on a limited-edition basis via partners Pictopia.