vancouver whitecaps case study

VANCOUVERWHITECAPS FCCASE STUDY

ANGUILLAANTIGUA & BARBUDAARUBABAHAMASBARBADOSBELIZEBERMUDABRITISH VIRGIN ISLANDSBONAIRECANADACAYMAN ISLANDSCOSTA RICACUBACURACAODOMINICA

DOMINICAN REPUBLICEL SALVADORFRENCH GUIANAGRENADAGUADELOUPEGUATEMALAGUYANAHAITIHONDURASJAMAICAMARTINIQUEMEXICOMONTSERRATNICARAGUAPANAMA

PUERTO RICOST-MARTINST-MAARTENST. KITTS & NEVISST. LUCIAST. VINCENT & THE GRENADINESSURINAMETRINIDAD & TOBAGOTURKS & CAICOSUS VIRGIN ISLANDSUSA

FOOTBALL

WOMEN

BEACH

CLUB

FUTSAL

LEAGUE

MEN YOUTH

CASE STUDY FOCUS:

MEMBER ASSOCIATION

2 3

THE CASE OF THE VANCOUVER

WHITECAPS FC4 5

JEFFREY WEBB,CONCACAF President

The role that football clubs play in the development of the game is of utmost importance. Club football has both the responsibility and the opportunity to develop players, coaches and administrators in a systematic and strategic manner. Clubs must also recognize their significance to local, national, and perhaps even international supporters as a first in-teraction between fans and the game of football.

Given the importance of club football, it is par-amount that progress is made in regards to club

management. While clubs are often judged only on what occurs on the pitch, it is the decisions, strat-egies and activities which are made by the club’s management and administration that allow the club to succeed on the field.

CONCACAF is therefore pleased to provide you with a case study on the Vancouver Whitecaps FC, an MLS club which demonstrates outstanding ap-proach to football club management. The White-caps have done a fantastic job of capitalizing on their 40-year history while also embracing a mod-ern approach, and we look forward to following their future progress and successes.

ENRIQUE SANZ,CONCACAF General Secretary

The second installment of the CONCACAF case study series, an initiative coordinated by our Club Licensing Department, focuses on an exceptional men’s football club: the Vancouver Whitecaps FC.

We have chosen to present the case of the White-caps because of its commitment to organization-al excellence, both strategically and operationally. From top executives to interns, all club employees demonstrate a passion and dedication to the club and its mission. The culture of the club is well-es-tablished and helps to guide decisions on the pitch and in the boardroom.

This case study was created using a combination

of online surveys and in-person interviews with Whitecaps employees. President Bob Lenarduzzi, COO Rachel Lewis, and Whitecaps Department Directors were surveyed and interviewed in order to assemble a complete picture of the Whitecaps’ activities, both on a daily and long-term basis. By highlighting the club’s organizational structure and the responsibilities of each department, we have essentially outlined the standard elements of a pro-fessional football club.

We invite you to study the Vancouver Whitecaps FC case in detail. We hope that you will be inspired by their example and be able to apply some of the strategies and ideas at your own clubs in or-der to further raise the standard of club operations throughout the CONCACAF region.

6 7

THE VANCOUVER WHITECAPS FC

CLUB PROFILE

CO-LEADING THE WAY

CLUB ORGANIZATIONAL CHART

CASE STUDY ORGANIZATION

FINANCE & ADMINISTRATION

HUMAN RESOURCES & ADMINISTRATION

COMMUNICATIONS & BROADCAST

MARKETING & DIGITAL

SALES & SERVICE

CORPORATE PARTNERSHIPS

PARTNERSHIP MARKETING & SUITE SERVICES

EVENTS

SOCCER OPERATIONS

SOCCER DEVELOPMENT

REACTIONS

ACKNOWLEDGEMENTS

CASE STUDY INDEX

8 9

CLUB MISSION:

To be a champion club on and off the soccer pitch

CLUB VALUES: Unity. Winning. Honour.

CLUB SLOGAN: Our all. Our honour.

10 11

CLUB NAME: VANCOUVER WHITECAPS FC

YEAR FOUNDED: 1974

LOCATION: VANCOUVER, BRITISH COLUMBIA, CANADA

OWNERS: GREG KERFOOT

STEVE LUZCO

JEFF MALLETT

STEVE NASH

EXECUTIVE CHAIR: JOHN FURLONG

PRESIDENT: BOB LENARDUZZI

CHIEF OPERATING OFFICER: RACHEL LEWIS

NUMBER OF CLUB EMPLOYEES: 102

LEAGUE: MAJOR LEAGUE SOCCER (MLS) – USA

STADIUM NAME: BC PLACE

STADIUM CAPACITY: 21,000 (FOOTBALL-SPECIFIC CONFIGURATION)

54,500 (TOTAL)

WEBSITE: http://WWW.WHITECAPSFC.COM/

FACEBOOK:http://WWW.FACEBOOK.COM/WHITECAPSFC

TWITTER:http://TWITTER.COM/WHITECAPSFC

YOUTUBE CHANNEL:http://WWW.YOUTUBE.COM/USER/

INSTAGRAM:http://INSTAGRAM.COM/WHITECAPSFC#

GOOGLE+:http://PLUS.GOOGLE.COM/+WHITECAPSFC/POSTS

“On the pitch or off the pitch, at centre mid or in the front office, we go after greatness – every time.

We do this by standing together. And because we can’t win without unity, and we don’t want to win without honour, we can always hold our heads high.

In our work and our play we show diligence and integ-rity. We are honest and take pride in what we do. We will give it our all, on our honour.”

THE WHITECAPS’

PROMISE

CLUB PROFILE

12 13

CO-LEADINGTHE WAY

Although the Whitecaps have been a club for 40 years, they only recently joined the MLS in 2011. This transition required a strategic shift in the priorities, resources and management of the club. The club ex-perienced rapid growth during this stage, which was facilitated by an Executive Team which was already in place.

The Vancouver Whitecaps FC has a slight-ly unusual organizational structure in that the club President, Bob Lenarduzzi, and the Chief Operating Officer, Rachel Lewis, have co-lead the organization since 2007.

President Lenarduzzi serves as the pub-lic voice and face of the organization and

focuses primarily on the technical aspects since he played and coached football at the highest level.

COO Lewis is responsible for the day-to-day business operations of the club due to her background in business and sport man-agement. It is noteworthy that Mrs. Lewis is the only female COO of a Major League Soccer team.

This structure was implemented because the two leaders have different but com-plimentary perspectives which allow them to make better decisions collectively than they would on their own.

14 15

The Whitecaps’ leadership team took a deliberate approach in setting the mission and values for the organization.

The mission statement is simple: “To be a champion club on and off the soccer pitch”

Be a Champion: This is about winning, not necessarily about trophies. Winning could be placing players on national team programs, developing homegrown players, demonstrating good corporate citizenship and of course winning on the field.

Club: The Whitecaps strive to be the most complete football club in North America, from grassroots to the MLS team and every level in-between.

On and Off: The club is committed to doing the same things in the right way on the field, in the boardroom and in the community.

Pitch: The primary place of activity for the club.

The Whitecaps’ 3 values were also developed with the overall idea of being an excellent club who does things the right way. These values drive all club activities from a strategic and operational perspective.

Unity: The club must do everything together on the field and in the boardroom with the city of Vancouver, the local community, the players, the coaches and the partners.

Winning: The club wants to be competitive and “win” in everything it does by acting like a champion.

Honour: The club doesn’t want to do something if it is doing it without honour. This means no diving by players, no bad behavior on the field or in the boardroom, no criticizing referees, etc.

These values have also guided the philosophy in terms of hiring. In every hire the club makes, character becomes as important as skill.

THEMISSION

THEVALUES

CO-LEADING THE WAY

16 17

The club has identified 3 Key Success Factors which drive the metrics for the business plans that are submitted by each department.

All goals and objectives must align with these

All goals and objectives must align with these KSF’s, and the Department Directors must link these 3 factors to all plans, actions, and initiatives that are proposed.

This ensures a consistent approach in all club activities and provides a benchmark as the club continues to move forward and grow both locally and internationally.

The Whitecaps’ leadership fully believes in the power of effective communication and strives to deal with these issues in an honest and up-front manner. A number of events and meetings are scheduled in order to facilitate communication and help determine the overall club strategy and direction.

These include:

THE KEY SUCCESSFACTORS

CLUB COMMUNICATION & EVENTS

CO-LEADING THE WAY

REVENUE

FAN REACH AND AVIDITY

ORGANIZATIONAL EXCELLENCE

A 2-day planning retreat withDepartment Directors

Yearly meeting session with ALL club staff (local and remote)

A yearly Employee EngagementSurvey to collect feedback

Think Tanks to discuss and moveforward specific topics

Weekly Management meetings withall Department Directors

18 19

CLUB ORGANIZATIONAL CHARTThe Whitecaps Management Team

VP of Finance& Administration

Don Ford

Director ofCommunications &

BroadcastCarly Jokic

Director of Marketing and

DigitalMikkel Strøjer

Director of Sales& Service

Colby Fackler

Director ofCorporate

PartnershipsPhil Adams

Director ofPartnershipMarketing

Janet Battle

Director of EventsJamie Levchuk

Director of Soccer Development

Dan Lenarduzzi

*VP of Soccer Operations

Greg Anderson*

Executive Assistant and Office Manager

Maria Wells

Chief Operating Officer

Rachel Lewis

Whitecaps Ownership

Group

Executive ChairJohn Furlong

President Bob Lenarduzzi

*Operational Reporting Structure*Administrative Reporting Structure

20 21

As depicted by the organizational chart on the previous page, the Vancouver Whitecaps FC has a fairly flat organizational structure, with each of the Department Directors and Vice Presidents reporting to Chief Operating Officer Rachel Lewis. Each department specializes in one or two particular areas, but there is constant communication and collaboration among all of the departments in order to maximize the success of the club. The remaining pages of this case study provide detailed information about the different departments at the Vancouver Whitecaps FC. The following information is included for each department:

1- Department Profile: This standard profile contains an overview of the department in terms of number of employees, mission statement, key responsibilities, etc.

2- Department Activities: A summary of the department’s activities, processes, goals, philosophies, unique aspects, etc. is included in order to provide an in-depth look inside the Whitecaps organization.

The case study is structured in this manner in order to clearly demonstrate the major activities of the Whitecaps and provide specific examples of how a professional club operates at the department level. The order in which the departments appear is as follows:

•FINANCE & ADMINISTRATION•HUMAN RESOURCES & ADMINISTRATION•COMMUNICATIONS & BROADCAST•MARKETING & DIGITAL•SALES & SERVICE•CORPORATE PARTNERSHIPS•PARTNERSHIP MARKETING & SUITE SERVICES•EVENTS•SOCCER OPERATIONS•SOCCER DEVELOPMENT

CASE STUDYORGANIZATION22 23

DEPARTMENT STRUCTUREWHITECAPS DEPARTMENT PROFILE:


“A rising tidefloats all boats”

NAME OF VICE PRESIDENT:

Don Ford

NUMBER OF EMPLOYEES:

3 Full-time, 2 Part-time

DEPARTMENT MISSION STATEMENT:

Practical Integrity

RESPONSIBILITIES:

•Accurate financial processing and compliance

•Timely financial reporting

•Uptime on IT infrastructure

•Contract review

•Budgeting and forecasting

•Human Resources management

DEPARTMENT STRUCTURE

VP of Finance & Administration

Information TechnologyCoordinator

HR & AdministrationManager

FinanceAccountant24 25

The Whitecaps’ Finance & Administration Department includes 4 components:•Finance•Human Resources•Information Technology•Legal

DOCUMENTS CREATED FOR MANAGEMENT TEAM

Dashboard: A specialized, 2-page summary of pertinent information and key statistics which is organized in a user-friendly way with colors, graphs and charts, and other features

Game Revenue Summary: Reports on each match from a ticket perspective and compares results to the original estimates

Budgeting Documents: Templates for budgets

THE BUDGETING PROCESS

The Director of each Whitecaps department submits a detailed budget

each year. This process is outlined below:


August – September: Directors plan for next fiscal year

-Define the business plan against the established Key Success Factors

-Determine new objectives-Create 2 initial budgets: Strategic and Operational

VP of Finance & Administration will reviewproposed budgets and make

recommendations in order to:-Provide input in terms of allocation

and re-allocation-Ensure departmental parity exists

-Assist in achieving department goals with limited resources

The consolidated budget is approved by 2 groups:

1- The Whitecaps President and the COO2- The Whitecaps ownership group

Goal: Approved budgets maximize strategic expenses and minimize operational expenses

After approval from ownership, the final budgets are distributed to each Director so that he/she may start implementing

the proposed plans and programs

CREATING THEBUDGET

REVIEWING THEBUDGET

APPROVING THEBUDGET

IMPLEMENTINGTHE BUDGET

26 27

“Employee retention is paramount to success”

DEPARTMENT STRUCTUREDEPARTMENT STRUCTURE

Human Resources & AdministrationManager

WHITECAPS DEPARTMENT PROFILE: HUMAN RESOURCES & ADMINISTRATION

NAME OF MANAGER:

Wendy Wait


1 Full-time



RESPONSIBILITIES:

•Oversee recruitment & selection for front office staff

•Employee relations

•Benefit & leave management

•Policy, procedure and guideline development

•Employee engagement, recognition and development

28 29

THE HIRING PROCESS

The Whitecaps have developed a standardized hiring process which is utilized consistently for any new front office positions. A summary of this hiring process is below:

GENERAL EMPLOYEE PROFILE

While the majority of job requirements for Whitecaps positions are department-specific, the general profile of desired characteristics, or “soft skills”, for Whitecaps employees includes the following traits:


Each applicant must sendresume & cover letter

Job offer sent via phone oremail to selected applicant

Department Directorspeaks with HR about

new position

HR acknowledges receiptof all applications

HR notifies all othercandidates that job is filled

Director createsJob Description

HR develops a posting

Director selects 4candidates for initial

interview

New employee signs 9-page employment

contract

Position circulatedinternally, then posted

to club website

Top 2 candidatesinterview with COO

START

FINISH

PASSIONATE

OUTGOING AND FRIENDLY

INNOVATIVE AND CREATIVE

FIT IN WITH THE CLUB CULTURE

HONEST AND LOYAL

PROFESSIONAL

STRONG WORK ETHIC

ABILITY TO COMMUNICATE WELL

30 31

EMPLOYEE DOCUMENTS

The Human Resources Department provides all Whitecaps employees with documents which outline company policies and procedures. These are described below:

EMPLOYEE SURVEY

The Whitecaps distribute an Employee Engagement Survey each year in order to collect feedback about each employee’s experiences, feelings, and ideas. This anonymous survey is completed online, and results are analyzed by upper management to determine avenues for improvement. Topics covered include:

Loyalty

•Satisfaction – level of satisfaction with working at the club•Retention – picture themselves at the club in 3 years•Advocacy – recommend working at the club to others

Workplace Sentiment

•Brand and Philosophy – identify with club values and mission; actions aligned with philosophy•Work Environment – relationships with supervisor and colleagues; club’s commitment to employee; workplace climate; departmental equality•Engagement – alignment with KSF’s; opportunities for input and club initiatives; effective communication; club’s financial responsibility•Performance – evaluations; feedback; staff awards

Importance and Satisfaction

•Various Factors – Salary, Vision, Tickets, Social Events, Whitecaps Days, Snacks, Healthcare, Holiday Closure, Partner Discounts


New Employee Orientation Manual Policies and Procedures Manual

Club Mission and Values Employment Standards - Hiring

Staff Directory Employment Classifications – Intern, Part-Time, Full-Time

Stadium, Facilities, Parking Terms & Conditions of Employment – Eligibility, Hours of Work

Confidentiality Employment Policies – Codes of Conduct, Job Evaluations

Safety & Security Benefits Policies – Vacation, Sick Leave, Maternity/Paternity, etc.

Social Committee Employment Relations Policies – InformationProtection, Respectful Workplace, Discipline, Social CommitteePay & Benefits

Work HoursHealth & Safety Policies – Principles, Code of Conduct

Dress Code

TechnologyFinance Policies – Contract Signing, Travel & Business Expenses

Financial Procedures

32 33

“Make your employees ambassadors”


Senior Manager Broadcast/Media Relations

Manager CorporateCommunications &

Community Relations

Director of Communications

& Broadcast

Videographer

Writer Reporter

Club Ambassador

CommunicationsSpecialist

WHITECAPS DEPARTMENT PROFILE: COMMUNICATIONS & BROADCAST

NAME OF DIRECTOR:

Carly Jokic




Inform. Inspire. Engage. Entertain.

RESPONSIBILITIES:

•Media relations

•Corporate communications & public relations

•Content: Editorial/videography

•Broadcast

•Community relations

34 35

The Communications & Broadcast Department is responsible for 5 key areas for the Whitecaps:

Goal:

To build, maintain and improve the reputation of the Vancouver Whitecaps FC

Philosophy and Activities:

•Commitment to media training for players•Consistent messages sent to staff in terms of current issues and updates on future events•Send well-prepared spokespeople out into the community to drive the Whitecaps message•Communicate effectively internally by arming employees with information before it becomes external news•It’s PR, not ER – remain calm and act appropriately no matter the situation

Goal:

To be transparent about club activities by giving quality access to the media and providing excellent service to the media

Philosophy and Activities:

•Be proactive in giving the media good stories•Evaluations are conducted after each media event•Media monitoring system used to analyze quantity and type of media content provided •Open locker room access and great amenities at the stadium on match days


CORPORATE COMMUNICATIONS / PR

MEDIA RELATIONS

Corporate Communications / Public Relations

Media Relations

Broadcast

Editorial / Video

Community Relations

36 37

The Communications & Broadcast Department is responsible for 5 key areas for the Whitecaps:

Goal:

To service broadcast partners operationally, provide quality content and features and improve ratings by growing and monetizing the Whitecaps property Philosophy and Activities:

•All Whitecaps matches on 4 platforms: Radio, TV, Online and Mobile•Post-broadcast calls every 2 weeks with the Executive Producer of The Sports Network (TSN), the Whitecaps’ official broadcasting partner, to evaluate the television broadcast

Goal:

To make a difference in the community and provide opportunities for players and staff to engage with fans Philosophy and Activities:

•400 total appearances in 2013•Partner with community groups to provide exposure at matches through PSA’s and activation activities

3 Pillars of Community Relations

Goal:

Double I, Double E: Inform, Inspire, Engage, Entertain Philosophy and Activities:

•All content should driven by the Double I, Double E principle•Themes, directions and priorities for content must be established•Analytics utilized to see what type of stories and content people are engaging with


BROADCAST COMMUNITY RELATIONS EDITORIAL / VIDEO

Corporate Communications / Public Relations

Cancer Mental Health Youth

Media Relations

Broadcast

Editorial / Video

Community Relations

38 39

The Whitecaps have developed a structured and specific approach to both internal and external communications in order to send a consistent and clear message to all stakeholders. The framework for this strategy, as well as accompanying documents, are outlined below.


When a message needs to be delivered, the Whitecaps’ Communications Department first answers 4 questions:

1- What is the story?2- Who needs to know?3- Through what channel will we send it?4- When do they need to know?

Once these details have been determined, the Whitecaps Stakeholder List is consulted. This list contains all internal and external stakeholders, and the appropriate individuals or groups are selected from this list to receive the specific message using the appropriate channel(s).

A Communications Brief is developed for each message which includes:•Background / Issue Relevance•Audience (Selected from Stakeholder List)•Key Messages•Q&A•Internal and External Communication Strategy

Finally, a timeline for message distribution to various stakeholders across multiple platforms is developed to maximize the effectiveness and reach of the story.

The Whitecaps’ approach to internal communication can be summarized by the following phrase: “Make your employees ambassadors”. This means that employees are given the appropriate information and trusted with it.

The Internal Stakeholders List includes all Whitecaps staff, as well as corporate partners. Important news and information will be distributed internally to staff and partners using various channels BEFORE it is distributed to external stakeholders in order to ensure that employees feel informed about and comfortable with the overall message.

Face-to-face / in-person contact is the preferred method of communication, but since this is not always possible, emails and phone calls are also used to distribute key messages to staff members.

A thorough Crisis Communications Plan has also been created in order to address a wide variety of potential issues so that staff members feel confident in the appropriate way to respond to a given situation. This Plan has also been condensed into a 1-page document in order to provide a quick overview for staff.

COMMUNICATION STRATEGY INTERNAL COMMUNICATION

40 41

“Go all-in: People want to have fun with something.”


Director of Marketing

MarketingCoordinator

Graphic Designer 2

Digital Media Coordinator

Marketing Coordinator

Graphic Designer 1

Social Media Coordinator

Senior Marketing Manager

Copywriter / Creative Manager

Club Analyst

Digital MediaManager

WHITECAPS DEPARTMENT PROFILE: MARKETING & DIGITAL

NAME OF DIRECTOR:

Mikkel Strøjer


10 Full-time



RESPONSIBILITIES:

•Branding

•Advertising

•Digital

•Analytics

42 43

MARKETING

Over the past few seasons, the Marketing Department has placed a priority on re-developing the Whitecaps brand in order to position the club to internal and external stakeholders. A succinct ½ page brand manual was created, and this document now includes:

•The Whitecaps Mission Statement – “To be a champion club on and off the soccer pitch”•The Whitecaps Values – Unity. Winning. Honour. •The Whitecaps Slogan – Our all. Our honour.

These brand elements are displayed on official Whitecaps marketing materials, as well as throughout all Whitecaps facilities. Players are also educated about the brand components and what it means to proudly represent the Whitecaps.

The Marketing Department has also undertaken the process of “hipsterizing” the brand and uses the following terms to characterize their biggest target market:

•Young – adults in 20’s and 30’s•A little artsy and edgy•Trendy and cool

Overall, the Whitecaps aim to be a very clean brand with simple and appealing designs and clear messages. This strategy has worked well as fan avidity continues to increase at a promising rate.

The Whitecaps execute a number of marketing efforts throughout the season, each with different goals and objectives based on the overall marketing plan. A few of these initiatives are below:

Season Launch Campaign: Begins 6 weeks prior to the start of the season with the goal of providing current and potential fans with information about the upcoming seasonSeason Contingency Campaign: Strategically create touchpoints in order to create awareness of the brandSmall Promotions: These specific promotions are tailored based on the activities of other Whitecaps departments in order to identify the right time, place, and content for a marketing activityMerchandise: Targeted emails are distributed with reasons for purchasing Whitecaps merchandise – holidays, special events, etc.

Whitecaps App: Allows fans to view Whitecaps content at any time

Finally, the 12% Campaign is a joint initiative between the Marketing and Sales Departments in regards to season tickets.

Fans are given the opportunity to receive 12% off season tickets for 12 days from the end of September to the beginning of October.

This successful initiative provides fans with an incentive to sign up for or renew their season tickets at a discounted rate, which also benefits the Whitecaps. Since a majority of season tickets are purchased during this time period, the club can then spend more time focusing on other stakeholders and implementing marketing programs before and during the season.

UPDATING THE WHITECAPS’ BRAND MARKETING INITIATIVES

44 45

THE FAN LIFE CYCLE

The Marketing Department tailors its messages and activities based on where fans are in the Fan Life Cycle. From brand new fans to loyal season-ticket holders, the marketing department strives to increase the involvement of the fan so that they become more connected with and invested in the club. An example of the different levels of the Fan Life Cycle in regards to the Whitecaps’ ticket options is included.

MARKETINGSingle game ticket

5 pack ticket package

Season tickets

Half-season ticket pacage

The ultimate goal is to move fans up the life cycle so that they become loyal fans who also advocate for the club by helping to recruit new Whitecaps fans.

In order to get a marketing initiative approved, the plan MUST include a process for collecting data and

information from fans or other stakeholders.

Targeted emails are sent based on previous actions and preferences of fans, including emails regarding only

merchandise, tickets, camps, or youth programs.

When possible, the club offers the Whitecaps FC as a holistic product – bundling tickets, camps, merchandise,

and news into one message so fans can take action.

After each Marketing project, the Club Analyst will review the results and create a report in order to optimize the

success of future initiatives.

TAILORING THE MESSAGE & COLLECTING DATA

46 47

“Sell the experience”


Group Sales Manager

Senior Manager Ticket and Fan Services

Subscription Sales Manager

Director of Sales & Service

AccountRepresentatives

Fan Services Manager

Ticket OperationsManager

Fan ServiceRepresentatives

AccountRepresentatives

WHITECAPS DEPARTMENT PROFILE: SALES & SERVICE

NAME OF DIRECTOR:

Colby Fackler


22 Full-time


Sales are a by-product of incredible service

RESPONSIBILITIES:

•Subscription ticket sales

•Group ticket sales

•Proactive fan service

•In-game, front-line customer service

48 49

Subscription Sales:

•Responsible for selling season tickets•Goal is for 65% of BC Place Stadium to be filled through season ticket sales

Group Sales:

•Focused on selling to existing local groups: Youth, Social Groups, Networks•Average of 3,500 group tickets sold each match

Fan Services:

•Proactively and reactively develops relationships with and provides customer service to existing ticket holders•Each representative has 1,200 to 1,400 accounts to service

The Sales & Service Academy was developed internally by the Whitecaps in order to provide all department employees the opportunity to receive additional training while on the job. The course is conducted twice a week for 16 weeks, and employees are expected to integrate lessons learned into their daily work routines.

Sales & Service 1.0 Topics: “The Basics” – Scripting, cold calling, prospecting, handling objections

Sales & Service 2.0 Topics: “The Bigger Pieces” – Time management, writing creative briefs, case studies, presentations by department members

SALES & SERVICE

WHITECAPS FC SALES & SERVICE ACADEMY

Profile of a Whitecaps Season Ticket Holder

YOUNG

Average Age: 38

AFFLUENT

Average Income:

$123,000

URBAN

Located within a km radius 35but very con-

centrated within 5 km of the city

of Vancouver

SOCIAL

60% attend with friends30% attend with family

1 Build Rapport

2 Set the Agenda

3 Ask Open EndedQuestions

4 Apply ProductKnowledge

5 Handle ObjectionsScale of 1-10

6 Ask for aCommitment/Sale

7 Referrals

Sales & Service Academy7 Steps:

50 51

“We want partners activating in the market”


Partnerships and Corporate Hospitality Manager

Partnership Sales Manager 1

Partnership Sales Manager 2

Director of Corporate Partnerships

WHITECAPS DEPARTMENT PROFILE: CORPORATE PARTNERSHIPS

NAME OF DIRECTOR:

Phil Adams


3 Full-time



RESPONSIBILITIES:

•Sponsorship – business development and revenue generation

•Suites – business development and revenue generation

•Sponsorship sales strategic planning

•Suite sales strategic planning

52 53

CORPORATE PARTNERSHIPS

The Whitecaps strive to differentiate the club from others in the marketplace when proposing a new agreement to a potential partner. A few of the distinct features that the club offers are:

• The unique aspects of soccer from a sporting perspective• The attractiveness of Vancouver because it is a multi-cultural

environment• The exceptional experience at Whitecaps matches due to the

dedication and support of the club’s fans• The reach that the club can offer since over 21,000 people attend

each Whitecaps match• The potential to impact the local community since twice as many

children participate in football than hockey• The intriguing story of the MLS and the connections that exist

within the global soccer family

THE WHITECAPS’ VALUE PROPOSITION 1.Needs Analysis Meeting with Potential Partner:

- Provide overview of Whitecaps- Analyze the potential partner’s needs and objectives- Identify potential areas for collaboration – where could this company “fit”?

2. Drafting the Sponsorship Proposal:

- Department brainstorms and consults with other departments on how to package inventory to meet company’s objectives and verifies that the plans can be executed- Sponsorship proposal created in the form of a custom pitch document with specific elements of the agreement

3. Presenting the Agreement and Finalizing the Partnership

- The proposal is presented to company and additional negotiations occur- The agreement is finalized and signed by the Whitecaps and the new partner- Both parties begin working on executing the elements of the agreement

THE SPONSORSHIP PROCESS

The Whitecaps have a specific strategy in regards to the type of partners they desire to collaborate with, and two components are of crucial importance:

1. Quality of the Brand2. The Ability and Desire to Activate the Partnership

If a company is interested in partnering with the Whitecaps, the following process occurs:

54 55

“We want our partners to feel like part of the family”


Partnership Marketing Manager

Partnership ServicesManager

Partnership Marketing Coordinator

Director of Partnership Marketing & Suite Services

WHITECAPS DEPARTMENT PROFILE: PARTNERSHIP MARKETING & SUITE SERVICES

NAME OF DIRECTOR:

Janet Battle





RESPONSIBILITIES:

•Drive ROI for partners & build club brand awareness through best-in-class activations & engagements

•Develop & implement strong suiteholder services platform to increased perceived value & foster strong relationships

•Support & promote ticket sales through the implementation of special ticketing initiatives around partner events & engagements

•Maintain and grow the “sense of family” relationships with all partners and suiteholders

•Establish and grow a strong renewal process for both partners and suiteholders

56 57

PARTNERSHIP MARKETING &

SUITE SERVICES

Once a partner has joined the Whitecaps family, the Partnership Marketing Department ensures that this relationship continues and that both parties are satisfied with the programs and activities being implemented.

To verify that all elements of the partnership agreement are being executed, the Department has created a tool to assist with this process:

The Deliverables Spreadsheet breaks down the partnership contract into trackable elements and pieces. A staff member is responsible for updating this document after matches, events, etc. in order to confirm that the terms of the agreement have been fulfilled and delivered as promised. The staff member also discusses these elements with the partner so that both parties are fully updated.

The Whitecaps have also established a specific “Touchpoint Program” with the goal being to connect each partner with various Whitecaps staff members. This gives the partners the opportunity to have an experience with the entire organization and establish a more emotional connection with the club.

The Partnership Marketing Department organizes several events in order to keep partners involved with the club. These events include:

•Partner Summit: Brings together several partners and provides the opportunity for sharing of knowledge

•Jersey Launch: Partners and season ticket holders are invited to an exclusive event prior to the start of the season

•Open Practice: Allows partners to experience a Whitecaps first team practice and interact with the team

RELATIONSHIP MANAGEMENT

The key to a successful and true partnership is: Engagement for the club, for the fan, for the partner.

58 59

“Consistency: One voice, one brand”


Event Production Specialist

Event ProductionCoordinator

Event OperationsCoordinator

Event Operations Senior Manager

Event Operations Specialist

Director of Events

WHITECAPS DEPARTMENT PROFILE: EVENTS

NAME OF DIRECTOR:

Jamie Levchuk





RESPONSIBILITIES:

•Event management – matches, special events, etc.

•Stadium roles – relationship management, operational integration, production planning

•Season scheduling

•Collateral management

•Internal servicing – sales, partnerships, marketing, community relations

60 61

MATCH OFFICIALS

COACHES

BROADCAST

STADIUM STAFF SECURITY

VOLUNTEERS

VIP’s

REFEREES

PLAYERS

FOOD & BEVERAGE PERSONNEL

EVENTS TEAM

EVENTSThe Events Department is responsible for planning and executing all Whitecaps home matches, as well as all other events hosted by the club. The next page contains an overview of the match-day roles and responsibilities of the Events Department. The diagram of the field depicts the various entities with which the Events Department interacts in order to provide a memorable match-day experience for all stakeholders.

MATCH DAY RESPONSIBILITIES

EVENT OPERATIONS:

Operations Staff #1:•Located in main command center•Works with Stadium Event Manager, Security, Hosts, Housekeeping, etc. to address issues

Operations Staff #2:•Located on field level•Coordinates volunteers and part-time staff•Liaises with stadium, security and food and beverage staff

EVENT PRODUCTION:

Production Staff #1:•Located in main command center•Directs the match on headset•Works with the control room and video staff

Production Staff #2:•Located on field level by 4th official•Responsible for player entrance, half-time contests, production scripts and video boards

EVENTS DIRECTOR:

•Roams in order to troubleshoot any issues •Evaluates new event initiatives

63

EVENTSSince the Whitecaps are tenants of BC Place and not the owners, the Events Department fills an integral role in connecting the various entities associated with Whitecaps matches. The Department is a conduit for the following entities:

In order to properly plan, execute, and evaluate all club events, the Events Department has created several documents which outline the specific aspects and results of each event, and the department also utilizes multiple tools to facilitate the event management process.

CONNECTINGSTAKEHOLDERS

DOCUMENTS & TOOLS

Event Documents

Event Overview Form

Event Brief

Event Details Document

Debrief Form

Event Tools

Operations Manual

Standardized Volunteer Training

Lua App – Communications & File Sharing

Game Day Pro – Scripting software

EventsDepartment

LeagueMLS

BroadcastTSN

Venue BC Place Stadium

64 65

“We need to make decisions quickly – give an immediate response in an efficient way”


Team Administrator

Soccer ServicesCoordinator

Operational Staff Related to First Team & Residency: Head Coaches, Assistant

Coaches, Goalkeeping Coaches, Athletic Trainers, Equipment

Managers, Technical Directors, Physiotherapist, Therapists,

Strength & Conditioning, Physician, Sports Medicine &

Science Personnel

Technical Manager

Professional Teams Manager

Vice President of Soccer Operations

WHITECAPS DEPARTMENT PROFILE: SOCCER OPERATIONS

NAME OF VICE PRESIDENT:

Greg Anderson


14 Full-time; 3 Part-time



RESPONSIBILITIES:

•Field a winning and entertaining MLS team

•Develop high potential young players

•Develop and implement top soccer operation services

66 67

The Soccer Operations Department coordinates all activities and logistics for the Whitecaps First Team, Residency Program (U16 and U18) and Girls Elite Program. This structure allows for greater synergies with operational duties for these teams and creates a more centralized service system for the Whitecaps’ elite teams. Soccer Operations also oversees salary cap management for the MLS team by working with the coaches to shape the roster and negotiating with agents to develop contracts.

The Vancouver Whitecaps FC have assembled a large team of people who are dedicated to the club’s first team. The job titles for these positions are listed in the following table.

When a new player joins the Whitecaps first team roster, Soccer Operations assists in smoothing the transition for the player and his family. These services include:

•Sending a survey to players prior to their arrival to identify specific needs

•Distributing a Welcome Package which outlines housing options,

schools, banking information and other logistical aspects of life in Vancouver

•Providing access to a dietician

•Coordinating language lessons

•Further customizing a welcome program ona case-by-case basis

Whitecaps players return for pre-season having followed a detailed training schedule during the off-season. Soccer Operations organizes several off-pitch sessions in order to prepare the team for the start of the season, including:•Full medical testing by Head of Sports Science, General Practitioner, Orthopedic Surgeon, Neurologist and Dietician

•Taking promotional pictures for Marketing

•Undergoing media training

•Listening to Whitecaps’ Department Directors in order to gain knowledge about the club and fulfill any pre-season requests

•Participating in MLS-mandated sessions (Anti-doping, players’ union, athlete services, etc.)

SOCCER OPERATIONS

SOCCER OPERATIONS

PLAYER TRANSITION SERVICES

FIRST TEAM PRE-SEASON ACTIVITIES

FIRST TEAM STAFF

Senior Manager, Professional Teams

Head Coach

Assistant Coach

Assistant Coach & Head of High Performance

Goalkeeper Coach

Head of Analysis & Scouting

Strength & Conditioning Coach

Head Equipment, Logistic & Facilities Manager

Assistant Equipment Manager

Team Administrator

Coordinator, Soccer Services

Head of Sports Medicine & Science

Head Athletic Trainer

Physiotherapist

Assistant/Residency Athletic Trainer

Sports Science Data Analyst

Team Physician 1

Team Physician 2

68 69

“We match-up development and business into one so that we can not only develop players but also be sustainable”


Senior Operations Manager Development Operations Manager

Soccer Development Administrator

Boys & Girls Head Coaches (Several)

Regional Programs Manager

Academy, Camps, and Tournaments Staff (Several)

Development

High Performance

Director of Soccer Development

WHITECAPS DEPARTMENT PROFILE: SOCCER DEVELOPMENT

NAME OF DIRECTOR:

Dan Lenarduzzi


20 Full-time; 3 Part-time



RESPONSIBILITIES:

•Develop players

•Generate revenue

•Build a recruitment system and network

•Grow the Whitecaps brand across Canada

•Grow the game of football

70 71

The Soccer Development Department’s activities can be summarized by this pyramid. From community clinics to the first team, all levels of football are included in the pyramid, and the Whitecaps have developed a specific approach for each of these levels.

From a strategic perspective, this pyramid is the result of the Whitecaps’ commitment to growing the game of football in Vancouver and across Canada.

SOCCER DEVELOPMENTCOMMUNITY SOCCER SYSTEM

6 – 12School and Community Clinics

13 – 18

6 – 18Tournaments, Academy Centres, Camps

MLS

VancouverWhitecaps FC

Canada

USL PRO Charleston Battary

PDL

U-18U-16U-14Girls Elite

U-18 USSDAU-16 USSDA

Pre-Residency

PLAYER DEVELOPMENT PROGRAM

EA SPORTS BC SOCCER PREMIER LEAGUE

PROFESSIONAL DEVELOPMENT10 – 12 Prospects

VANCOUVER WHITECAPS FC

The top two levels of the pyramid, Professional Development and Professional Teams, are overseen by

the Soccer Operations Department.

The bottom three levels on the pyramid are overseen by the Soccer Development Department.

A detailed explanation of the bottom four levels of the pyramid follows on the next page.

SOCCER DEVELOPMENT

Cost: Club InvestmentGoals: Develop elite players for Whitecaps’ professional teams

Residency Coaches must have Canada “A” coaching license or equivalency in order to

properly train and prepare players.

This high-performance league is a partnership between the provincial football association and the Whitecaps.

The Whitecaps do not operate this league, but they scout matches with the goal of

identifying players for the Professional Development program.

Cost: User PayGoals: Identify and develop players, finance Professional Development

Camps: Skills, Prospects, FantasyAcademy: 7 Academy Centres

each with a qualified staffTournaments: College Showcase,

Whitecaps FC Cup

Cost: Free to UsersGoals: Outreach, social responsibility, partner initiatives

Schools: Partner with 45 schools and 1,600 kids per year

Community: Conduct 8 clinics with 2,000 kids per year

U-18U-16U-14Girls El ite

U-18 USSDAU-16 USSDA

Pre-Residency

PROFESSIONAL DEVELOPMENT10– 12 Prospects

13 –18EA SPORTS BC SOCCER PREMIER LEAGUE

6 –1 8Tournament s, Academy Centres, Camps

PLAYER DEVELOPMENT PR OGRAM

6 –1 8Tournament s, Academy Centres, Camps

PLAYER DEVELOPMENT PR OGRAM

COMMUNIT Y SOCCER SYSTEM

6 –1 2School and Communit y Clinic s

72 73

REACTIONS ACKNOWLEDGEMENTS

“The Vancouver Whitecaps FC has had a strong tradition in Canada and has shown a commitment as a club to development and the genesis of alignment with the National Federation. We look forward to their continued growth as a club and their contribution to the CSA strategic plan.”

Victor Montagliani, President of the Canadian Soccer Association

The valuable contributions of several individuals were integral in producing a quality case study on the Vancouver Whitecaps FC. CONCACAF would like to thank the Vancouver Whitecaps FC for giving CONCACAF an in-depth look at the club’s operations and activities. In particular, President Bob Lenarduzzi and COO Rachel Lewis provided tremendous insights regarding the Whitecaps past history, present activities and future direction. Additionally, CONCACAF appreciates that the Department Directors of the Whitecaps were willing to share information about their daily activities and overall strategies. All photos are courtesy of the Vancouver Whitecaps FC.

“Since joining Major League Soccer in 2011, the Vancouver Whitecaps FC has been a welcome addition to the league. By clearly defining their strategy, goals, and objectives, the club has experienced tremendous growth and improvement in attendance, quality of play, youth development, and other key performance areas. The city of Vancouver has increased its support of the Whitecaps since the club’s transition to MLS, and our league is very proud of the many accomplishments of the club in its first few seasons.”

Don Garber, Commissioner of Major League Soccer

74 75