PRIORITIES & ACTIONS
2025-26
BRISBANE HEAT
WHO ARE WE
We are Queensland’s Big Bash League club who compete in the BBL & WBBL competitions
OUR VISION
To be a globally recognised sports brand bringing big ideas to life to deliver showstopping entertainment, experiences and performances that unite and delight
OUR PURPOSE
We bring families together
QUEENSLAND CRICKET
OUR PURPOSE
To promote and grow cricket ensuring all Queenslanders can play, participate and enjoy the game.
2025-26 PRIORITIES
1. Deliver $9 million in revenue across W/BBL tickets, hospitality, membership, sponsorship, QC Foundation, and TAFE.
2. Develop and execute sales and marketing plans to drive 135k attendees to Heat BBL home games.
3. Deliver world-class W/BBL events and matches across entertainment, fan experience, operations and venue efficiency, with an aim to drive $250k average profit per BBL game.
4. Grow early-stage revenue streams, including TAFE, Corporate Membership, and QC Foundation.
5. Continue to build a sponsorship pipeline with a focus on new categories and assets and deliver sponsorship excellence.
6. Continue to grow cricket through industry leading and innovative content, PR, promotions, and media engagement.
1. Deliver $9 million in revenue across W/BBL tickets, hospitality, membership, sponsorship, QC Foundation, and TAFE.
Actions:
• Recruit and onboard Business Development Manager role for outbound sales.
• Develop plans for hospitality sales, corporate membership, TAFE, Brisbane Heat tickets, sponsorship, and membership.
• Seek new revenue opportunities.
Outcomes:
• Hospitality: $420,000
• QC Foundation: $400,000
• W/BBL Tickets: $3,627,500
• Membership: $560,000
• Sponsorship: $3,624,875
• Tafe: $350,000
• Merchandise: $85,000
2. Develop and execute sales and marketing plans to drive 135k attendees to Heat BBL home games.
Group: NL, TvH, RS, TB, HR, JH, SG
Actions:
• Develop community cricket sales and marketing plan to drive attendance of Heat games with participants, volunteers and clubs, including South Asian Engagement Plan.
• Drive digital advertising campaign with advertising agency partner including maximising Cyber Sales.
• Develop best practice email marketing strategy including building customer journeys and A/B testing.
• Integrate Consumer Growth Team with Heat C&M function.
Outcomes:
• 3 x sold out BBL games
• 18,000+ members
• 93,500 BBL tickets sold
• 7x ROI via digital advertising agency
3. Deliver world-class W/BBL events and matches across entertainment, fan experience, operations and venue efficiency, with an aim to drive $250k average profit per BBL game.
Group: KC, RS, LH, NL, TS, HR, ND, TvH
Actions:
• Re-energise all event presentation elements (particularly BBL Innings Break show and between over entertainment).
• Audit all LED & Big Screen assets to elevate the Heat’s brand on game day
• Strengthen risk and supplier management by improving risk processes, developing a QLD Cricket Supplier Agreement, initiating an RFP for a pyrotechnics supplier, and ensuring deadlines are achieved.
• Develop best practice activation process for Heat partners.
• Develop marquee match strategy including WBBL Opening Day, BBL Opening Night, Festive Bash, and New Year’s Bash.
Outcomes:
• Increased NPS for all home games
• $250k average profit per BBL game
• Reduction in game-day incident reporting
• Average $36k loss per WBBL game
4. Grow early-stage revenue streams, including TAFE, Corporate Membership, and QC Foundation. Group: TvH,
TS, BDM, NL, HR
Actions:
• Drive QCF events calendar including Race Day, Summer of Cricket Lunch, and Ashes Lunch.
• Develop QC Corporate Membership offering including networking and B2B opportunities.
• Develop TAFE Program marketing and sales plan.
• Utilise best practice in use and storage of data through Dynamics 365.
• Create an environment conducive for commercial thinking and mindset in all aspects of C&M planning and events.
Outcomes:
• Sell 20 Corporate Memberships
• Fully sold-out TAFE program for 2026.
- create multiple steams of education opportunities; Events Management, Social Media, Curatorial etc.
• Exceed QCF and hospitality budgets.
5.
Continue to build a sponsorship pipeline with a focus on new categories and assets and deliver sponsorship excellence.
Group: TvH, TS, NL, JH, BDM, ND
Actions:
• Run sales campaigns targeted at new categories including construction, real estate, and insurance, Power & Gas.
• Renew TMR sponsorship. If this drops away, sell Innings Break and international signage to a new sponsor.
• Focus on selling BBL sleeve for 25-26
• Develop new commercial asset plan, with opportunities including Allan Border Field naming rights, digital assets, community programs, T20 Max, and cost reduction opportunities.
• Drive excellence in communication and delivery for all sponsors.
• Secure New Year’s Bash partner for event funding
Outcomes:
• Exceed sponsorship budget by 10%
• Increase engagement of integrated partner content by 30% (YOY) through more engaging, valued aligned content pieces.
• Sell all Heat apparel ahead of 2026-27
• Renew all sponsors from 2024-25
• Sell domestic apparel for 2026-27
6. Continue to grow cricket through industry leading and innovative content, PR, promotions, and media engagement
Group: SG, JH, TB, DC, RS, NL
Actions:
• Adopt a TikTok-first mindset to engage younger audiences and new fans
• Develop an owned and earned podcast strategy
• Produce 3-5 high-impact storytelling content series
• Develop key media partnerships across outdoor, radio, print, digital and TV to deliver increased media exposure and advertising efficiencies
• Grow the T20 Max brand through new streaming agreements, media exposure, and promotion of the Final.
• Continue to support QC initiatives that grow participation, brand, player, and commercial outcomes
Outcomes:
• 10% growth in media reach
• 30% growth in social media reach & 15% Growth in total social media followers
• 40% growth in Tik Tok Followers
• Reignite nominated for at least 1 award
• 15% growth in contra advertisement value via media partnerships
General Priorities
• Celebrate the wins and have fun!
• Efficiencies and effectiveness: continued improvement in processes and systems
• Staff development
• Understand and focus on what’s important
• Innovation, creativity and delivery
• Everyone’s voice is as important as each other
