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01 Июля 2010 Журнал "FIBA Assist Magazine"

Виды спорта: Баскетбол

Рубрики: Профессиональный спорт

Commercial activities

Commercial activities

Commercial activities

Since the last Special Edition of FIBA Assist in 2006, the FIBA Commercial team has worked across all the commercial areas and we can report substantial progress generally and a strong foundation upon which we can build in the coming years.

Therefore please allow us to share with you an overview of our revenues and all the commercial activities over the last 4 years, as well as our strategic priorities for the next cycle and beyond.


Overall revenues for the period 2007–2010 increased by 52% compared with the previous cycle. This was achieved against a background of the world economic crisis, and the strong Swiss Franc, which negatively affected the conversion of US Dollars and Euros to Francs.

Sponsorship revenue increased substantially due to much stronger investments from existing Partners and strong new brands joining FIBA.

TV revenue grew solidly, but it is becoming clear that to further increase our income we need to improve the value of the TV product for broadcasters and ultimately the fans.

Licensing and digital assets begin to contribute commercially, albeit still at relatively low levels, but we intend to work hard to grow these. Revenue from non-commercial areas also grew steadily.

This success can be primarily attributed to the FIBA Central Board decision to invest in professional staff and provide the necessary support in resources.

+ Strong revenue growth
+ Increased and stabilized operating income


FIBA and FIBA Zones’ Championships today are not just sporting competitions. These events showcase the highest levels of international basketball, communicate basketball‘s unique values and encourage people to play our sport. They can also provide much needed revenue to fund the development of basketball and for the host countries, the events can build long lasting legacies and establish sustainable basketb all development.

Therefore the development of basketball fundamentally depends on depend on the quality of our events and we must work together to bring them to the highest possible level.

Setting new standards

This last quadrennial ended with the best ever FIBA World Championship in Japan. We had the most spectators ever, the highest TV audience and the greatest media attention in FIBA’s history. Our Women’s World Championship in Brazil was also very successful from the sporting point of view, despite certain local challenges.

In 2008 we experienced an unforgettable Olympic Games in Beijing. All basketball games were played in sold-out arenas and record TV audiences made us the second most followed amongst all Olympic sports. The tournament started with the most watched basketball game in the history of the world when the USA played China and concluded with one of the greatest games in the history of basketball as the USA narrowly defeated Spain.

We expect to make the next step with an outstanding World Championships in Turkey, a traditionally passionate basketball country, and the Czech Republic where women’s basketball has a long and successful history.

The FIBA Zone Championships have made progress in several ways. The 2007 AfroBasket and EuroBasket showed how strong government support and effective use of promotion can raise the event to the highest level, whereas we were encouraged by many examples of success in events across the 5 Zones.

Focusing on Key Success Factors

We have benefited from a steady improvement in the quality of basketball and the competitiveness of the participating teams. Unfortunately whilst overall progress has been made regarding the events’ organisation, there were some disappointments, which undermined the success elsewhere. Therefore going forward we have identified that the key success factors which all stakeholders need to follow:

A better managed Bidding process

A transparent and thorough bidding process leading to the timely assignment of events is one of the key preconditions for the events’ success. FIBA and the FIBA Zones have to put maximum efforts to prepare detailed documentation explaining requirements and potential benefits related to the events’ organisation and to communicate this information with the potential organisers in the most effective way.

Involvement of Governments is essential

As interest in our events grows, so do expectations in the areas of infrastructure, facilities, promotions and finances. Therefore, governments’ guarantees are now a mandatory part of every candidature for the organisation of FIBA/FIBA Zones’ events. Government should also play a role in structuring the Organising Committee and delivering the necessary resources.

Monitoring and learning from feedback

We need to gather and act on the feedback of our key stakeholders’ and partners’. To this end we worked with external experts to develop a methodology based on quantitative and qualitative analysis. We have been collecting and surveys and independent researches over the last two years that has enabled us to compare events and identify where improvement is needed.

Providing the best conditions for athletes

Our number one priority remains to ensure the best possible conditions for our athletes. Although we can be satisfied with the achievements related to sport facilities, logistics and teams’ services, a better cooperation with the LOCs will additionally contribute in maintaining and further improving of standards in this area.

Strong local commercial expertise

Commercial areas such as promotion, entertainment, hospitality, sponsorship sales and side events, need the greatest improvement and therefore LOC’s need to engage relevant experts within their core event team to drive this forward.

Strong partnerships between FIBA and/or FIBA Zone and the LOC

Generally speaking, cooperation between FIBA/FIBA Zone with the Local Organising Committees and knowledge transfer process must improve if we are to realise our potential. The most successful sport organisations have already addressed this by implementing joint venture models for their major events and for all events ensuring closer collaboration with the Local Organising Committees together with the usage of documented know-how generated from previous events to ensure knowledge transfer.

We are confident that the FIBA World Championship in Turkey will show the results of a much closer cooperation between FIBA and the LOC. This can already be seen with the strong global promotional campaign and many other new initiatives.

The next step in this bringing together of interests and capabilities will be for the FIBA World Championship 2014 in Spain. A Joint Marketing Board, consisting of FIBA and the LOC representatives will be directly responsible for the commercial promotion and exploitation covering TV production, entertainment, hospitality, national sponsor sales and the delivery of all rights. The Joint Marketing Board will enhance the overall collaboration between FIBA and the LOC and ensure the optimal use of all internal and external, local and international expertise and know-how. We expect that certain Zone Championships will follow this model in the near future.


In 2001 The FIBA Central Board took the strategic step of unifying all the Zones and FIBA brands within a single global umbrella brand. This move has been much admired by other sports bodies and has enabled our brand to become stronger across the world.

However our visual identity was largely limited to logos, and therefore in 2008 we took the next step of animating our brand through Secondary Brand Elements.

FIBA worked with the UK agency The Works who designed 5 new dynamic Icons that represent the key elements of the sport:


These elements add movement and excitement to branded materials and can be adapted to the look and feel of each specific Event.


Record TV audiences for International Basketball

Fans across the globe follow international basketball on television and so delivering the best possible coverage to the widest audience remains one of our fundamental objectives.

Eight hundred million people watched the 2006 FIBA World Championship live together with a further 5 billion who followed the action through sports round-ups and news features. We are confident that the 2010 FIBA World Championship will surpass these figures.

The 2008 Beijing Olympics enjoy record viewing figures for basketball with the China vs. USA becoming the most watched basketball game ever.

The biennial FIBA Americas Championship has evolved from being broadcast in 18 countries in 2005 to 74 countries in 2009. The FIBA Asia Championship has increased from 28 territories in 2005 to forty-one in 2009 and the semi-final and final games of the 2009 FIBA Asia Championship were the second and third highest sports audiences in China in 2009.

The distribution of the EuroBasket Championship has gone from 72 countries in 2005 to 132 countries in 2009.

The women’s championships have also seen a similar growth since 2005 with the FIBA Americas Championships more than doubling the number of countries it shown in (from 13 to 33) and the Asia Women’s increasing its number of hours of programming from 46 to 204. For the EuroBasket Women the number of countries has risen from 43 to 63 and the hours of programming has increased from 244 to 1042.

+ Increase in TV audience at all Zone Championships: partly volatile, but general upward trend observed

Specialist in-house team

FIBA is responsible for the distribution of all broadcast by television or new media of FIBA and FIBA Continental Championships. All of the various negotiations and contract finalisation and then rights delivery is handled and coordinated by FIBA.

FIBA is responsible for the coordination of all of the television and New Media video production and delivery elements related to the FIBA World and FIBA Continental events. For the 2010 FIBA World Championship in Turkey, FIBA will for the first time be responsible for the production of the international signal of all 80 games.

A FIBA Television Manual has been produced and it is regularly updated. It aims to outline all of the relevant aspects in detail to ensure the optimum television coverage of the competition.

FIBA Television Graphics ensure a consistent image

As part of the complete FIBA branding concept, a FIBA Graphics Manual has been produced which details all of the necessary templates for the competitions and ensures that all of the graphics are in line with the FIBA Corporate Identity as well as the relevant event look and feel. The FIBA Graphics Manual is given to each television Host Broadcaster for the competitions.

The FIBAtv.com Online Platform goes live

In June 2009 FIBA launched in cooperation with its Digital Rights Partner, the Perform Group and the FIBA Zones the FIBAtv.com online platform. The platform includes FIBAtv. com, FIBAAfricatv.com, FIBAAmericastv. com, FIBAAsiatv.com, FIBAEuropetv.com and FIBAOceaniatv.com. The platform will make available to basketball fans around the world either through live or delayed coverage, highlights and interviews the very best of international basketball. In 2009 the platform streamed over 220 live games from the FIBA World and FIBA Continental Championships as well as the weekly FIBA World Basketball programme and games from the Australian NBL, the ABL and the annual Nike Hoop Summit game between the USA U19 and the Rest of the World.

In May 2010 the most important games from the FIBA Archive became available online so fans can search for past team games as well as clips of their favourite players at the FIBA and FIBA Continental Championship and at previous club competitions.

The FIBAtv.com platform is planned to further develop to include the live streaming of additional league games from around the world as well as news and interviews.

FIBA World Basketball reaches 140 countries

FIBA World Basketball is a 23 minute weekly television programme which features basketball action from all around the world. The show includes action from men, women and junior players competing in the various FIBA World and FIBA Continental Championships to regional and National League competitions as well as historical footage from the FIBA Archive. The programme is produced on behalf of FIBA by Sportsbrand, an Australian company that specialises in such weekly television sports productions. The programme is currently distributed in over 140 countries around the world.

For further information any of the above please contact TV@fiba.com.


Sponsors are important to FIBA, not just for the rights fees they pay and the essential services they provide, but also for the additional promotion they bring.

FIBA now has 9 Global Partners of which 7 are world leaders in their respective fields. In addition, many well known brands have sponsored single Championships as Main Sponsors. A summary of our main Partners is as follows:

  • Tissot is the world’s leading manufacturer of traditional mechanism watches, distributed in more than 150 countries and 16,000 points of sale. Tissot together with Swiss Timing provide the data management, accreditation and timing systems for all our major Championships.
  • Nokia is the world’s leading mobile handset maker and has recently expanded its business to include mobile services and applications through its new brand OVI, which means “door” in Finnish. It sees the partnership with FIBA as the perfect way to reach its consumers and demonstrate what is possible with mobile technology.
  • Molten produces more game quality sports balls than other manufacturer, and has been a FIBA Partner since 1983. Molten provides the Championships balls for all top tier FIBA and FIBA Zone Championships
  • Champion has partnered with FIBA since 1995 and outfits the referees, staff and volunteers at all FIBA Championships.
  • bwin is Europe’s leading on-line gaming company quoted on the Austrian stock exchange, and is committed to responsible betting.
  • Turespana is one of the strongest tourist offices of any country. It will be a key partner for FIBA in the world-wide promotion of the 2014 World Championship through many events across the globe such as the annual festival in Regents Street, London.
  • Sinalco is one of the oldest brands in Europe and thanks to recent expansion now distributes soft drinks across over 40 countries.
  • Zepter distributes specialist kitchen equipment globally.
  • Mondo is the world leader in basketball floors and certain other sports equipment
  • Intersport is Europe’s largest sports retailer with 6,000 shops and is the operator of the Official Fan Shops during the Championships in the Arenas.


Licensing is relatively new to FIBA but it is akey tool to promote our Championships becauseit provides the fans with something they cantouch and enjoy.

Intersport provides on-site retailing, we partnerwith EA within their basketball video game, weare producing official watches with Tissot, andfor Turkey there is an extensive range of itemsbeing sold across the country.

For the 2010 FIBA World Championships, theOfficial Mascot, “Bascat”, was born and hascaptivated audiences, young and old whereverhe has gone.


The basketball player and fan is particularlysuited to the enormous opportunities that digitaltechnology is bringing, being young, tech-savvyand mobile. FIBA has for many years worked tointroduce digital technologies ahead of mostother Federations and we are now entering theage where we can use these as a key part ofour commercial strategy.

We have partnered with the biggest Chineseportal QQ for 4 years which has been a keyway for us to reach the largest Basketballcommunity on the planet.

We will more and more communicate directlywith the fans via FIBA-owned channels such as FIBA.com.

Our on-line community can become the waywe interact with the fans year-round, improvingthe way they play and follow basketball andproviding new revenue stream for FIBA.Mobile phones will become the most importantdigital tool and our partnership with Nokia iskey to developing this.

Brand tracker and benchmarks

How people think of us determines how they behave towards us. This is critical for international basketball because without good awareness and an attractive image, our fans won’t watch the games on TV, the sponsors won’t sign up, and governments won’t support the hosting of events. Therefore we commissioned a very extensive Brand Tracker to find out what fans think of FIBA and our events and how these compare across 8 territories and 4 continents and with other sports, including football and volleyball.

The findings from interviewing 3,600 fans were encouraging and confirmed that the fundamentals are in good shape. However, there is clearly an opportunity to improve so we have a lot of work to do.

Some of the key findings were

  • Digital and social media are fast becoming key ways to follow basketball
  • FIBA has relatively good awareness amongst fans and a practical image with values including; authoritative, credible, universal and unifying
  • The image of the FIBA World Championship conveys values such as exciting, athletic, fast and premium
  • The FIBA logo is beginning to be recognised by fans, but awareness of our trophies and strap-line “We are Basketball” is very low
  • The FIBA World Championship is regarded as THE “must see” basketball event in Spain
  • Basketball fans are less concerned about issues such as match-fixing, high ticket prices, drugs or fan behaviour than football fans

Our future priorities

The global economic situation is expected to remain challenging, but we believe in the commercial potential of international basketball, and therefore we are optimistic that we can continue to make progress and grow revenues.

Our strategy for the new cycle and beyond is to

  • Invest in people and resources across sport, events, communications and sales
  • Achieve greater alignment and cooperation within the FIBA family
  • Work more closely with LOC’s for better promoted and staged Championships
  • Grow our TV audiences
  • Build stronger FIBA brands
  • Secure more active sponsors
  • Move towards a commercially integrated digital model.

Requirement for aligned approach...

Moving in one direction

  • Common objective setting

– Definition of overall objectives
– Deriving objectives for each function
– Contribution from the whole team to achievement of objectives

  • Balancing interests

– Sport
– Political
– Commercial

  • Involving all stakeholders

– Within FIBA (all functions)
– Within the FIBA family (incl. Zones and LOCs)
– Outside FIBA

To start virtuous circle investment in all areas required

Coordinated investment effort...

  • Investment in commerical
  • Investment in communication
  • Investment in sport
  • Investment in events

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