Vancouver Whitecaps Case Study

VANCOUVER WHITECAPS FC CASE STUDY

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CASE STUDY FOCUS: BEACH

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WOMEN

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THE CASE OF

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THE VANCOUVER WHITECAPS FC

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JEFFREY WEBB, CONCACAF President

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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 interaction between fans and the game of football.

Given the importance of club football, it is paramount 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, strategies 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 approach to football club management. The Whitecaps have done a fantastic job of capitalizing on their 40-year history while also embracing a modern 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 Whitecaps because of its commitment to organizational 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-established 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 professional 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 order to further raise the standard of club operations throughout the CONCACAF region.

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CASE STUDY INDEX

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THE VANCOUVER WHITECAPS FC

SALES & SERVICE

CLUB PROFILE

CORPORATE PARTNERSHIPS

CO-LEADING THE WAY

PARTNERSHIP MARKETING & SUITE SERVICES

CLUB ORGANIZATIONAL CHART

EVENTS

CASE STUDY ORGANIZATION

SOCCER OPERATIONS

FINANCE & ADMINISTRATION

SOCCER DEVELOPMENT

HUMAN RESOURCES & ADMINISTRATION

REACTIONS

COMMUNICATIONS & BROADCAST

ACKNOWLEDGEMENTS

MARKETING & DIGITAL

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CLUB MISSION: To be a champion club on and off the soccer pitch CLUB VALUES: 10

Unity. Winning. Honour.

CLUB SLOGAN: Our all. Our honour.

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CLUB PROFILE

CLUB NAME:

VANCOUVER WHITECAPS FC

YEAR FOUNDED:

1974

LOCATION:

VANCOUVER, BRITISH COLUMBIA, CANADA

OWNERS:

GREG KERFOOT STEVE LUZCO JEFF MALLETT STEVE NASH

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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)

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

54,500 (TOTAL) WEBSITE: FACEBOOK: TWITTER: YOUTUBE CHANNEL: INSTAGRAM: GOOGLE+:

http://WWW.WHITECAPSFC.COM/ http://WWW.FACEBOOK.COM/WHITECAPSFC http://TWITTER.COM/WHITECAPSFC http://WWW.YOUTUBE.COM/USER/ http://INSTAGRAM.COM/WHITECAPSFC# http://PLUS.GOOGLE.COM/+WHITECAPSFC/POSTS

THE WHITECAPS’ PROMISE

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 integrity. We are honest and take pride in what we do.

We will give it our all, on our honour.”

CO-LEADING

THE WAY 14

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 experienced rapid growth during this stage, which was facilitated by an Executive Team which was already in place.

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

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

The Vancouver Whitecaps FC has a slightly unusual organizational structure in that the club President, Bob Lenarduzzi, and This structure was implemented because the Chief Operating Officer, Rachel Lewis, the two leaders have different but complimentary perspectives which allow them have co-lead the organization since 2007. to make better decisions collectively than President Lenarduzzi serves as the pub- they would on their own. lic voice and face of the organization and

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CO-LEADING THE WAY

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THE MISSION

The Whitecaps’ leadership team took a Club: The Whitecaps strive to be the most deliberate approach in setting the mission complete football club in North America, and values for the organization. from grassroots to the MLS team and every level in-between.

The mission statement is simple: “To be a champion club on and off On and Off: The club is committed to doing the soccer pitch” the same things in the right way on the field, in the boardroom and in the community.

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

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.

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.

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.

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

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

THE VALUES

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CO-LEADING THE WAY

The club has identified 3 Key Success Factors All goals and objectives must align with these which drive the metrics for the business plans KSF’s, and the Department Directors must that are submitted by each department. link these 3 factors to all plans, actions, and initiatives that are proposed.

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THE KEY SUCCESS FACTORS

REVENUE FAN REACH AND AVIDITY All goals and objectives must align with these

ORGANIZATIONAL EXCELLENCE

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:

A 2-day planning retreat with Department Directors Yearly meeting session with ALL club staff (local and remote) A yearly Employee Engagement Survey to collect feedback Think Tanks to discuss and move forward specific topics Weekly Management meetings with all Department Directors

CLUB COMMUNICATION & EVENTS

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CLUB ORGANIZATIONAL CHART The Whitecaps Management Team

Whitecaps Ownership Group

Executive Chair John Furlong

*Operational Reporting Structure *Administrative Reporting Structure

Chief Operating Officer Rachel Lewis

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President Bob Lenarduzzi

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Executive Assistant and Office Manager Maria Wells

VP of Finance & Administration Don Ford

Director of Communications & Broadcast Carly Jokic

Director of Marketing and Digital Mikkel Strøjer

Director of Sales & Service Colby Fackler

Director of Corporate Partnerships Phil Adams

Director of Partnership Marketing Janet Battle

Director of Events Jamie Levchuk

Director of Soccer Development Dan Lenarduzzi

*VP of Soccer Operations Greg Anderson*

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CASE STUDY ORGANIZATION

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.

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 The remaining pages of this case study order in which the departments appear is as provide detailed information about the follows: different departments at the Vancouver Whitecaps FC. The following information is •FINANCE & ADMINISTRATION •HUMAN RESOURCES & ADMINISTRATION 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.

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

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Information Technology Coordinator

DEPARTMENT STRUCTURE WHITECAPS DEPARTMENT PROFILE: FINANCE & ADMINISTRATION NAME OF VICE PRESIDENT:

VP of Finance & Administration

HR & Administration Manager

Don Ford

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“A rising tide floats all boats”

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

Finance Accountant

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THE BUDGETING PROCESS

FINANCE & ADMINISTRATION The Whitecaps’ Finance & Administration Department includes 4 components: •Finance •Human Resources •Information Technology •Legal DOCUMENTS CREATED FOR MANAGEMENT TEAM 26

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 budgets

The Director of each Whitecaps department submits a detailed budget each year. This process is outlined below:

CREATING THE BUDGET

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

REVIEWING THE BUDGET

VP of Finance & Administration will review proposed 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

APPROVING THE BUDGET

Documents: Templates for

IMPLEMENTING THE BUDGET

The consolidated budget is approved by 2 groups: 1- The Whitecaps President and the COO 2- 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

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WHITECAPS DEPARTMENT PROFILE: HUMAN RESOURCES & ADMINISTRATION NAME OF MANAGER:

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“Employee retention is paramount to success”

Wendy Wait

DEPARTMENT STRUCTURE

NUMBER OF EMPLOYEES: 1 Full-time DEPARTMENT MISSION STATEMENT: To be a champion club on and off the soccer pitch RESPONSIBILITIES: •Oversee recruitment & selection for front office staff •Employee relations •Benefit & leave management •Policy, procedure and guideline development •Employee engagement, recognition and development

Human Resources & Administration Manager

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HUMAN RESOURCES & ADMINISTRATION

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:

PASSIONATE OUTGOING AND FRIENDLY

START

Department Director speaks with HR about new position

Director creates Job Description HR develops a posting

Position circulated internally, then posted to club website

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Each applicant must send resume & cover letter

HR acknowledges receipt of all applications

Director selects 4 candidates for initial interview

Top 2 candidates interview with COO

INNOVATIVE AND CREATIVE 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:

FIT IN WITH THE CLUB CULTURE HONEST AND LOYAL PROFESSIONAL STRONG WORK ETHIC ABILITY TO COMMUNICATE WELL

Job offer sent via phone or email to selected applicant

HR notifies all other candidates that job is filled

New employee signs 9-page employment contract

FINISH

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HUMAN RESOURCES & ADMINISTRATION

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

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

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

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:

Confidentiality

Employment Policies – Codes of Conduct, Job Evaluations

Loyalty

Safety & Security

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

•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

Social Committee Pay & Benefits Work Hours

Employment Relations Policies – Information Protection, Respectful Workplace, Discipline, Social Committee

Health & Safety Policies – Principles, Code of Conduct

Dress Code Technology Financial Procedures

Finance Policies – Contract Signing, Travel & Business Expenses

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

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Videographer

WHITECAPS DEPARTMENT PROFILE: COMMUNICATIONS & BROADCAST NAME OF DIRECTOR: Carly Jokic NUMBER OF EMPLOYEES: 6 Full-time, 1 Part-time

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“Make your employees ambassadors”

DEPARTMENT MISSION STATEMENT: Inform. Inspire. Engage. Entertain.

RESPONSIBILITIES: •Media relations •Corporate communications & public relations •Content: Editorial/videography •Broadcast •Community relations

DEPARTMENT STRUCTURE

Senior Manager Broadcast /Media Relations Writer Reporter

Director of Communications & Broadcast

Club Ambassador Manager Corporate Communications & Community Relations

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COMMUNICATIONS & BROADCAST Corporate Communications / Public Relations

Media Relations

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Broadcast

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

CORPORATE COMMUNICATIONS / PR

MEDIA RELATIONS

Goal:

Goal:

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

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

Philosophy and Activities: Philosophy and Activities: Editorial / Video

Community Relations

•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

•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

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COMMUNICATIONS & BROADCAST Corporate Communications / Public Relations

Media Relations

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Broadcast

Editorial / Video

Community Relations

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

BROADCAST

COMMUNITY RELATIONS

EDITORIAL / VIDEO

Goal:

Goal:

Goal:

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

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

Double I, Double E: Inform, Inspire, Engage, Entertain

Philosophy and Activities:

Philosophy and Activities:

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

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

3 Pillars of Community Relations Cancer

Mental Health

Youth

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COMMUNICATIONS & BROADCAST

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.

COMMUNICATION STRATEGY 40

When a message needs to be delivered, the Whitecaps’ A Communications Brief is developed for each message Communications Department first answers 4 questions: which includes: •Background / Issue Relevance 1- What is the story?

•Audience (Selected from Stakeholder List) 2- Who needs to know?

•Key Messages 3- Through what channel will we send it?

•Q&A 4- When do they need to know?

•Internal and External Communication Strategy Once these details have been determined, the Whitecaps Finally, a timeline for message distribution to various Stakeholder List is consulted. This list contains all internal stakeholders across multiple platforms is developed to and external stakeholders, and the appropriate individuals maximize the effectiveness and reach of the story. or groups are selected from this list to receive the specific message using the appropriate channel(s).

INTERNAL COMMUNICATION 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.

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.

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.

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.

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Marketing Coordinator Senior Marketing Manager

WHITECAPS DEPARTMENT PROFILE: MARKETING & DIGITAL NAME OF DIRECTOR:

DEPARTMENT STRUCTURE

Mikkel Strøjer

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

Copywriter / Creative Manager

NUMBER OF EMPLOYEES: 10 Full-time DEPARTMENT MISSION STATEMENT:

Graphic Designer 2

Director of Marketing

To be a champion club on and off the soccer pitch RESPONSIBILITIES:

Marketing Coordinator

Club Analyst

Graphic Designer 1

•Branding •Advertising •Digital •Analytics

Digital Media Manager

Digital Media Coordinator

Social Media Coordinator

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MARKETING UPDATING THE WHITECAPS’ BRAND 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:

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•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.

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 These brand elements are displayed on official Whitecaps at a promising rate. 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.

MARKETING INITIATIVES The Whitecaps execute a number of marketing efforts Whitecaps App: Allows fans to view Whitecaps content at throughout the season, each with different goals and objectives any time based on the overall marketing plan. A few of these initiatives are below: Finally, the 12% Campaign is a joint initiative between the Marketing and Sales Departments in regards to season tickets.

Season Launch Campaign: Begins 6 weeks prior to the start of the season with the goal of providing current and potential Fans are given the opportunity to receive 12% off season fans with information about the upcoming season tickets for 12 days from the end of September to the beginning Season Contingency Campaign: Strategically create of October. touchpoints in order to create awareness of the brand Small Promotions: These specific promotions are tailored This successful initiative provides fans with an incentive to based on the activities of other Whitecaps departments sign up for or renew their season tickets at a discounted rate, in order to identify the right time, place, and content for a which also benefits the Whitecaps. Since a majority of season marketing activity tickets are purchased during this time period, the club can Merchandise: Targeted emails are distributed with reasons then spend more time focusing on other stakeholders and for purchasing Whitecaps merchandise – holidays, special implementing marketing programs before and during the events, etc. season.

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TAILORING THE MESSAGE & COLLECTING DATA

MARKETING THE FAN LIFE CYCLE

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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.

In order to get a marketing initiative approved, the plan MUST include a process for collecting data and information from fans or other stakeholders.

Single game ticket

5 pack ticket package

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.

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.

Season tickets After each Marketing project, the Club Analyst will review the results and create a report in order to optimize the success of future initiatives.

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Account Representatives Group Sales Manager

WHITECAPS DEPARTMENT PROFILE: SALES & SERVICE

DEPARTMENT STRUCTURE

Fan Services Manager

NAME OF DIRECTOR: Colby Fackler NUMBER OF EMPLOYEES:

Director of Sales & Service

Senior Manager Ticket and Fan Services

Ticket Operations Manager

22 Full-time

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DEPARTMENT MISSION STATEMENT:

“Sell the experience”

Sales are a by-product of incredible service RESPONSIBILITIES: •Subscription ticket sales

Subscription Sales Manager

Fan Service Representatives

•Group ticket sales •Proactive fan service •In-game, front-line customer service

Account Representatives

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SALES & SERVICE 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: 50

•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 Profile of a Whitecaps Season Ticket Holder YOUNG

AFFLUENT

URBAN

SOCIAL

Average Age: 38

Average Income: $123,000

Located within a km radius 35 but very concentrated within 5 km of the city of Vancouver

60% attend with friends 30% attend with family

Sales & Service Academy 7 Steps:

WHITECAPS FC SALES & SERVICE ACADEMY 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

1 2 3 4 5 6 7

Build Rapport

Set the Agenda

Ask Open Ended Questions Apply Product Knowledge Handle Objections Scale of 1-10 Ask for a Commitment/Sale

Referrals

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WHITECAPS DEPARTMENT PROFILE: CORPORATE PARTNERSHIPS

DEPARTMENT STRUCTURE

Partnerships and Corporate Hospitality Manager

NAME OF DIRECTOR:

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“We want partners activating in the market”

Phil Adams NUMBER OF EMPLOYEES:

Director of Corporate Partnerships

Partnership Sales Manager 1

3 Full-time DEPARTMENT MISSION STATEMENT:

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To be a champion club on and off the soccer pitch RESPONSIBILITIES: •Sponsorship – business development and revenue generation •Suites – business development and revenue generation •Sponsorship sales strategic planning •Suite sales strategic planning

Partnership Sales Manager 2

1.Needs Analysis Meeting with Potential Partner:

THE WHITECAPS’ VALUE PROPOSITION

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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

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

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 Brand 2. The Ability and Desire to Activate the Partnership If a company is interested in partnering with the Whitecaps, the following process occurs:

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

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WHITECAPS DEPARTMENT PROFILE: PARTNERSHIP MARKETING & SUITE SERVICES NAME OF DIRECTOR: Janet Battle

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

DEPARTMENT STRUCTURE Director of Partnership Marketing & Suite Services

Partnership Marketing Manager

Partnership Services Manager

NUMBER OF EMPLOYEES: 3 Full-time, 3 Part-time DEPARTMENT MISSION STATEMENT: To be a champion club on and off the soccer pitch 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

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RELATIONSHIP MANAGEMENT

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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.

•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 The Partnership Marketing Department to experience a Whitecaps first team organizes several events in order to practice and interact with the team keep partners involved with the club.

These events include:

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

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Event Production Specialist

WHITECAPS DEPARTMENT PROFILE: EVENTS NAME OF DIRECTOR: Jamie Levchuk NUMBER OF EMPLOYEES:

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“Consistency: One voice, one brand”

5 Full-time, 30 Part-time

DEPARTMENT STRUCTURE Director of Events

Event Production Coordinator Event Operations Senior Manager Event Operations Coordinator

DEPARTMENT MISSION STATEMENT: To be a champion club on and off the soccer pitch 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

61 Event Operations Specialist

EVENT OPERATIONS:

EVENTS

MATCH DAY RESPONSIBILITIES The 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.

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: MATCH OFFICIALS

REFEREES PLAYERS

COACHES

VIP’s

BROADCAST

VOLUNTEERS

FOOD & BEVERAGE PERSONNEL STADIUM STAFF EVENTS TEAM

SECURITY

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

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EVENTS

CONNECTING STAKEHOLDERS Since 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:

League MLS

Events Department

Venue BC Place Stadium 64

Broadcast TSN

DOCUMENTS & TOOLS 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.

Event Documents

Event Tools

Event Overview Form

Operations Manual

Event Brief

Standardized Volunteer Training

Event Details Document

Lua App – Communications & File Sharing

Debrief Form

Game Day Pro – Scripting software

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Team Administrator Professional Teams Manager

WHITECAPS DEPARTMENT PROFILE: SOCCER OPERATIONS NAME OF VICE PRESIDENT: Greg Anderson NUMBER OF EMPLOYEES:

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

14 Full-time; 3 Part-time DEPARTMENT MISSION STATEMENT:

DEPARTMENT STRUCTURE Vice President of Soccer Operations

Soccer Services Coordinator 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

To be a champion club on and off the soccer pitch RESPONSIBILITIES: •Field a winning and entertaining MLS team •Develop high potential young players •Develop and implement top soccer operation services

Technical Manager

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SOCCER OPERATIONS

PLAYER TRANSITION SERVICES

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.

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:

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

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

•Coordinating language lessons

•Distributing a Welcome Package which outlines housing options,

•Providing access to a dietician

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

FIRST TEAM PRE-SEASON ACTIVITIES 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 preseason requests •Participating in MLS-mandated sessions (Anti-doping, players’ union, athlete services, etc.)

FIRST TEAM STAFF

SOCCER OPERATIONS 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.

Senior Manager, Professional Teams

Team Administrator

Head Coach

Coordinator, Soccer Services

Assistant Coach

Head of Sports Medicine & Science

Assistant Coach & Head of High Performance

Head Athletic Trainer

Goalkeeper Coach

Physiotherapist

Head of Analysis & Scouting

Assistant/Residency Athletic Trainer

Strength & Conditioning Coach

Sports Science Data Analyst

Head Equipment, Logistic & Facilities Manager

Team Physician 1

Assistant Equipment Manager

Team Physician 2

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WHITECAPS DEPARTMENT PROFILE: SOCCER DEVELOPMENT NAME OF DIRECTOR: Dan Lenarduzzi

DEPARTMENT STRUCTURE

Senior Operations Manager

Development Operations Manager

High Performance Boys & Girls Head Coaches (Several)

Director of Soccer Development

NUMBER OF EMPLOYEES: 20 Full-time; 3 Part-time

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

DEPARTMENT MISSION STATEMENT: To be a champion club on and off the soccer pitch

Development

Soccer Development Administrator

RESPONSIBILITIES: •Develop players •Generate revenue

Regional Programs Manager

•Build a recruitment system and network •Grow the Whitecaps brand across Canada •Grow the game of football

Academy, Camps, and Tournaments Staff (Several)

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SOCCER DEVELOPMENT Canada Vancouver Whitecaps FC

Cost: Club Investment Goals: Develop elite players for Whitecaps’ professional teams

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

PROFESSIONAL DEVELOPMENT

PDL

U-18 U-16 U-14 Girls Elite

10 – 12 Prospects

PROFESSIONAL DEVELOPMENT

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

13 – 18

EA SPORTS BC SOCCER PREMIER LEAGUE

13 – 18

EA SPORTS BC SOCCER PREMIER LEAGUE 6 – 18

Tournaments, Academy Centres, Camps

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SOCCER DEVELOPMENT

PLAYER DEVELOPMENT PROGRAM 6 – 12

Cost: User Pay Goals: Identify and develop players, finance Professional Development

School and Community Clinics COMMUNITY SOCCER SYSTEM

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.

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.

Residency Coaches must have Canada “A” coaching license or equivalency in order to properly train and prepare players.

10 – 12 Prospects

MLS USL PRO Charleston Battary

U-18 USSDA U-16 USSDA Pre-Residency

U-18 USSDA U-16 USSDA Pre-Residency

6 8–1 8 6 –1

Tournament s,s,Academy Centres, Camps Tournament Academy Centres, Camps PLAYER DEVELOPMENT PR OGRAM PLAYER DEVELOPMENT PR OGRAM

Cost: Free to Users Goals: Outreach, social responsibility, partner initiatives

6 –1 2

School and Communit y Clinic s COMMUNIT Y SOCCER SYSTEM

The Whitecaps do not operate this league, but they scout matches with the goal of identifying players for the Professional Development program.

Camps: Skills, Prospects, Fantasy Academy: 7 Academy Centres each with a qualified staff Tournaments: College Showcase, Whitecaps FC Cup Schools: Partner with 45 schools and 1,600 kids per year Community: Conduct 8 clinics with 2,000 kids per year

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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.”

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.

Victor Montagliani, President of the Canadian Soccer Association

“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

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