Advertising Sports Betting and Getting Attention

The Aussie Love of the Punt

Here in Australia we love a punt – two blokes in a bar will bet on which of two flies on a wall will move first – it’s a national past time (did I hear “problem”?).  The ponies, the dishlickers, the pokies, two-up ANZAC Day and increasingly the Footy, cricket and any other sport.

Globally, we’re not much different from anywhere else around the world – Vegas, Macau, the UK and so on.  It seems everyone everywhere loves a punt.

Gaming Growth Worldwide

Statistics and facts on Sports Betting

The total value of the global sports betting market is difficult to estimate because of the lack of consistency in how it is regulated in some parts of the world. Some estimates put the value of the sports betting industry at between 700 billion U.S. dollars and 1,000 billion U.S. dollars.

So, in a highly competitive market – how do you increase market share?

Content Relevance

Relevance is a key to all content.

For all marketing campaigns we need to ask – What’s your business goal – new customer acquisition or retention?

If its new customer acquisition who is your target market?  Is the aim to create new behaviour or convert from the competition?

What new customer feature does your product have?

In sports betting the latest feature is to cash in your bet.

Creativity with impact

In the UK William Hill, the bookmaker, has released a hyper-active TV campaign to advertise its in-play betting products.

The work, which called “take control”, first aired on Sky Sports on 23 August, during Chelsea’s Premier League football match against West Bromwich Albion. The ad is a frenetic mixture of football, cartoon explosions and aggressive cut-away scenes combined with an electro dance sound track by Knife Party, which makes for exhausting viewing. It will be followed by two more spots, focusing on William Hill’s Priority Access card and its “cash in my bet” option, respectively. These ads will also be backed by press, social and radio executions.

The question is does it engage and does it spread?  Does it deliver the communication intent?

Note: Here is Australia, Social Services Minister Scott Morrison will take control of the review given he holds responsibility for overall gambling regulation (more)


Free Stadium WiFi is like a clean restaurant bathroom – it’s expected

Photo: Shane Harmon, Levis Stadium,


Free Stadium WiFi

When we walk into any venue, café or meeting room in the world today one of the and first things we check is whether there is free Wi-fi?  Like a restaurant bathroom it is now a utility we expect and will demand.  The expectation that in exchange for our valued patronage, highly desired attention and personal marketing power  expect the ability to connect, photograph, post, comment, like and share.

Last week, Mark Zuckerberg from Facebook posted that 1 billion people had checked in on one day – (that’s 1/7th of the world’s population!) and of those people most had checked in via their mobile phone.

Yes, we live in a world today where being connected to the Internet and social media via our phones is an essential part of most people’s daily lives – an average 23 minutes a day for every person online.

What will customers want tomorrow and who are the pioneers that are creating the expectations?

Pizzas, I-phones and Football Stadiums

If we think pizza’s we think Dominoes, if we think innovation and technology we think Apple (yes great branding). and if we think football stadiums then we think the 49ers Levis Stadium.

Increasingly when we go to the football – we will expect all the basics – bathrooms, beer, food, entertainment and WiFi.

The Digital Stadium and what’s important to customers?


Shane Harmon, Chief Executive of Westpac Stadium in Wellington, New Zealand recently visited Levis Stadium and captured 6 key stadium technology learnings from the 49ers and Levi’s Stadium

  1. Bandwidth and a great wi-fi experience is key
  2. Mobile Ticketing will become the standard
  3. Personalise the fan experience
  4. Keep it simple
  5. Actionable data
  6. Use the data in your storytelling to build your brand

Once you have “the plumbing” (Free Stadium WiFi) in place it’s what you do with it that matters most!  That’s where fan engagement comes in.

Thinking and building a Start-Up in a Commercial Organisation

I’ve taken the role of developing and commercializing a new opportunity with my organisation.  It’s not the first time I’ve taken on such as task so it’s a matter of applying the lessons and tools I’ve used before.  So, how do you start thinking and building a Start-Up within a Commercial Organisation?

Lots of reading for the next week or so.

This is not a book review but there’s a couple of books and a tool-set I wished was around in those earlier days – Eric Ries Lean Start up and The Start-Up Owners Manual –  the information provided a way of thinking and approaching the same old problem of new business creation but with a new model and approach that resonated more with Silicon Valley entrepreneurship than the MBA business plan approach.

A key element of that is the one page Business Model Canvas.

Version       Designed for:      Date:

7. Key Partners

  • Who are our Key Partners?
  • Who are our key suppliers?
  • Which Key Resources are we acquiring from partners?
  • Which Key Activities do partners do?

Motivations for partnerships:

Optimization and economy

Reduction of risk and uncertainty

Acquisition of particular resources and activities

8. Key Activities

  • What Key Activities do our Value Propositions require?
  • Our Distribution Channels?
  • Customer Relationships?
  • Revenue streams?


Problem Solving


1. Value Propositions

  • What value do we deliver to the customer?
  • Which one of our customer’s problems are we helping to solve?
  • What bundles of products and services are we offering to each Customer Segment?
  • Which customer needs are we satisfying?





“Getting the Job Done”




Cost Reduction

Risk Reduction



4. Customer Relationships

  • What type of relationship does each of our Customer
  • Segments expect us to set up and keep up with them?
  • Which ones have we established?
  • How are they integrated with the rest of our business model?
  • How costly are they?


Personal assistance

Dedicated Personal Assistance


Automated Services



2. Customer Segments

  • For whom are we creating value?
  • Who are our most important customers?

Mass Market

Niche Market



Multi-sided Platform

6. Key Resources

  • What Key Resources do our Value Propositions need?
  • Our Distribution Channels? Customer Relationships?
  • Revenue Streams?

types of resources


Intellectual (brand patents, copyrights, data)



3. Channels

  • Through which Channels do our Customer Segments
  • want to be reached?
  • How are we reaching them now?
  • How are our Channels integrated?
  • Which ones work best?
  • Which ones are most cost-efficient?
  • How are we integrating them with customer routines?
9. Cost Structure

  • What are the most important costs inherent in our business model?
  • Which Key Resources are most expensive?
  • Which Key Activities are most expensive?

Is your business more:

Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)

Value Driven ( focused on value creation, premium value proposition)

sample characteristics:

Fixed Costs (salaries, rents, utilities)

Variable costs

Economies of scale

Economies of scope

5. Revenue Streams

  • For what value are our customers really willing to pay?
  • For what do they now pay?
  • How are they currently paying?
  • How would they prefer to pay?
  • How much does each Revenue Stream contribute to overall revenues?


Asset sale

Usage fee

Subscription Fees



Brokerage fees


fixed pricing

List Price

Product feature dependent

Customer segment dependent

Volume dependent

dynamic pricing

Negotiation( bargaining)

Yield Management


The one page business model canvas forces you to look at all elements of the proposed business.  It’s a real-time worksheet that allows you to challenge your assumptions, test your logic and if necessary pivot like a half back.

Create your own Business Model Canvas