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Revolutionizing Marketing - 1984

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The Apple Macintosh

Changing Demographics

Is 18 to 34 still the most coveted demographic?

I turned 35 on Monday. And sure, getting older sucks. But it’s not my hair thinning that gets me, or that thing with my knee. The real existential gut punch of it all is that on Monday, I aged out of the coveted 18-to-34 demographic.

For decades, the 18-to-34 age group has been considered especially valuable to advertisers. It’s the biggest cohort, overtaking the baby boomers in 2015, and 18 to 34s are thought to have money to burn on toys and clothes and products, rather than the more staid investments of middle age.

“Eighteen to 34 has been regarded for so long as the young demographic,” said Michael Miraflor, global head of futures and innovation at the ad agency Blue 449. “So when you age out of that you’re like, ‘OK, now what am I considered?’”

Old, Michael! And, even more sadly, irrelevant. See, literally my entire adult life, from the minute I turned 18 until this week, my opinions have not only mattered — they’ve moved markets.

For advertisers, Miraflor said, “It’s about the opportunity to kinda convert those 18- to 34-year-olds into brands and products and services they’ll use for the rest of their lives.”

Miraflor explains that these big demographic “buckets” were created back in the “Mad Men” days, when age was a proxy for interests. Young people must like fizzy soda and fast cars; old people prefer iced tea and slow cars — sell them stuff accordingly. And if you want to help an old person feel young? Sell him a sports car, of course.

This gave me an idea. What if I could use my final days of relevance to sort of pull the culture towards me? Living it up, consuming all the stuff I love, I could signal to advertisers that my taste is what’s hip. Doing so, I could move the needle toward my taste one last time … before my taste stops mattering.

So that’s what I did. For example, I love ambient music; new-agey drones and tones type stuff. Last week I went to see some ambient artists perform. I bought the ticket with my credit card — that’s a data point CapitalOne will sell to advertisers.

I also posted all over social media: dozens of tweets and likes and snaps. Together, all those data points make a little data constellation, that, if it’s bright enough, tells advertisers “Hey. Look over here. This stuff must be cool — look at the coveted young person who’s consuming it!”

End result, said Lee Maicon, chief strategy officer at ad agency 360i, “You might start to see some of that music in some of the advertising you’re being targeted with.”

Maicon, who just so happens to share my same birthday, has brought me the greatest gift I could ask for.

“Age is still valuable,” Maicon said. “It’s not the whole story.”

In the era of big data, Maicon said age is just one data point. Now, things work almost the opposite of the way they did in the “Mad Men” days. If young people get into iced tea and slow cars — or, say, seltzer, vinyl records, mom jeans — advertisers will learn that from the data, and adjust the demographics accordingly.

In addition, Maicon said that “rather than see things by demographic, we’re able to see adjacent passions.”

If I really wanted to boost the signal on my music taste, he notes, I might have spent the last week consuming fashion and gadgets and fine dining, too. Then the data would correlate my taste in music with all of that other, coveted consumption.

But most importantly, Maicon assuages my biggest fear. That culture-hacking experiment I’ve been performing using my last week in the coveted 18-to-34 demographic to influence advertisers and tastemakers? The new big data paradigm means my age doesn’t matter as much as it used to — I can influence the culture just as much from my new demographic as I did in my old one.

“It’ll matter just as much,” Maicon said.

Thank god for getting older.

The NCAA, the CFA, and Television Rights

Show Me the Money!

Supreme Court Breaks NCAA Hold On Televised College Football Games

The Supreme Court yesterday broke more than 30 years of control by the National Collegiate Athletic Association of college football telecasts, freeing individual universities to make television deals and opening national and local airwaves to games previously kept off the air.

The court said the NCAA regulatory plan, which strictly limited the number and viewing times of games telecast and prevented schools from negotiating television contracts, restricts competition and violates federal antitrust laws.

The universities of Oklahoma and Georgia, both football powerhouses, challenged the NCAA plan, saying they believed that they could earn more money if freed from strict limits on numbers of their games available for television.

The restrictions are "inconsistent with the fundamental goal of antitrust law," Justice John Paul Stevens said for the 7-to-2 majority because they reduce "the importance of consumer preference."

Under the ruling, which has no effect on the televising of professional or other college sports, the college football television market will be open to free competition for the first time.

Lawyers said yesterday that the decision, supported by the Justice Department, means generally that more college football will be televised, including more games involving celebrated teams and more games of local or regional interest.

Last season, 242 games were televised live nationally or regionally. No one interviewed yesterday could say exactly how many more games will be televised this fall or what the ruling's long-range impact might be on the sport.

The decision is expected to hurt schools with small football programs. Under the NCAA plan, some occasionally were awarded network television exposure and shared the revenue.

The decision invalidates NCAA contracts with ABC, CBS and cable television's Turner Broadcasting System worth hundreds of millions of dollars. NBC, which has not televised live college football in years, said yesterday that it is too late for it to arrange such coverage this fall but that it will explore future possibilities.

NBC also said it now sees a need for "some type of umbrella organization that can create order out of the chaos that is impending."

Along with college football's major powers, independent networks, local stations and cable operators should benefit from the decision. They were sometimes barred from televising college football because the NCAA awarded exclusive rights to the major networks or decreed that televising a local game might diminish attendance at nearby games.

Michael Ortman of Home Team Sports, a regional pay cable network here, said HTS will try to televise regional games, including the University of Virginia's games against Navy and Virginia Tech. Sandra Pastoor, programming director at WTTG here, said Channel 5 is interested in talking with the University of Maryland about televising its games.

"My general observation," said J. Laurent Scharff, who represented the Association of Independent Television Stations in a friend-of-the-court brief, "is that you are going to see a lot more college football games on television in addition to the games carried on the national networks. They may be carried by individual local stations, by regional or even larger ad hoc networks" and on cable television, he said.

"It will be very much like college basketball," said Andy Coats, who represented Oklahoma and Georgia before the court. "Someone will put together a national package. Someone will put together a regional package." Then local stations will be free to pick up any games not booked, he said.

"It's very disappointing, of course. It looks like we've got problems," said George H. Gangwere, a lawyer for the NCAA.. He said he is still studying the ruling to determine whether any NCAA authority to regulate telecasts survived.

The NCAA, the national supervisory authority for almost all major-college athletics, began exerting control over television broadcasts in 1950, when games first began appearing on television regularly. It was largely concerned about the telecasts' effect on attendance, on the theory that fans would stay home and watch televised games instead of traveling to local stadiums.

In 1981, Oklahoma and Georgia took on the system, negotiating a million-dollar contract with NBC through the newly formed College Football Association, composed of most major collegiate football powers. Coats said the schools were concerned about declining football revenue, which he said is used to support overall athletic programs.

When the NCAA, defending its contracts with ABC and CBS, threatened the schools with disciplinary action, Oklahoma and Georgia successfully sued in U.S. District Court. The 10th U.S. Circuit Court of Appeals upheld the schools, and the NCAA appealed to the Supreme Court.

The NCAA grants networks the right to televise games but does not decree which ones. Broadcasters decide that, then negotiate with each school for television rights.

But, exercising its control over member schools, the NCAA carefully limits how many games may be televised each season and establishes the price for television contracts. It also limits a team to six live television appearances over two seasons.

Justice Stevens said the NCAA plan violates the Sherman Act prohibition against antitrust conspiracies. Individual competitors, the colleges, "lose their freedom to compete," he said.

"At the same time, the television plan eliminates competitors from the market, since only those broadcasters able to bid on television rights covering the entire NCAA can compete," he said. " . . . Many telecasts that would occur in a competitive market are foreclosed by the NCAA plan."

Most significantly, he said, the price of contracts is increased artificially while the number of programs is decreased.

Stevens rejected such NCAA justifications for the plan as the argument that it protects attendance and helps balance football competition among schools. Even if they were true, he said, "good motives will not validate an otherwise anticompetitive practice."

He also rejected NCAA claims that it does not control the television football market and thus is incapable of exercising monopoly power. Stevens said that the NCAA does control the market and that, even if it did not, that would be irrelevant.

More than conventional business litigants in antitrust cases, the NCAA has leeway to coordinate activities among member schools, he said.

The plan is not automatically illegal, he said. But "by curtailing output and blunting the ability of member institutions to respond to consumer preference, the NCAA has restricted rather than enhanced the place of intercollegiate athletics in the nation's life," Stevens said.

Justices Byron R. White, an All-America running back known as "Whizzer" White at the University of Colorado, and William H. Rehnquist dissented. White said the court incorrectly treated the NCAA plan as a "purely commercial venture" undertaken "in pursuit of profits."

The plan "fosters the goal of amateurism by spreading revenues among various schools and reducing the financial incentives towards professionalism," White said. " . . . When these values are factored into the balance, the NCAA's television plan seems eminently reasonable."

The Justice Department had asked the court to adopt just the position it took yesterday, declaring the plan illegal based on a limited analysis of its economic impact rather than holding it automatically illegal under the antitrust law.

The government called this a "middle ground" between the "two extremes" of prohibiting such arrangements in all circumstances and conducting protracted economic analyses of their impact.

"Air" Jordan

Changing Demographics

Nike Air Jordan - Behind The Brand

Before 1984, the world of basketball sneakers was fairly boring.

The standard running shoe or sports shoe was mostly white in color, with some small aesthetic additions such as logos, extra tread or support. But all that was about to change with a new player, and a new era of sports marketing.

The company originally known as Blue Ribbon Sports, founded by Phil Knight and Bill Bowerman in 1964, was renamed Nike after the Greek Goddess of Victory.

Their original shoes focused on running and athletics, but soon the crossover began into sports with a more widespread appeal. The iconic Nike swoosh was first introduced in 1971.

In 1972, the world saw the introduction of the iconic Nike Blazer, named for The Portland Trail Blazers, and made famous by George ‘The Iceman’ Gervin. The shoe was an advance in both technology and branding.

Nike invested heavily in advancing the technology that made for better performance, something it would continue to be at the forefront of for generations to come. But more than function was the form: the Nike Blazer was an overtly branded shoe, with the swoosh taking up the whole side of the shoe.

Every game that ‘The Iceman’ played in, the cameras focused on him, and his shoes. Every game became an advertisement for Nike Blazers. Soon, a new fascination with sneakers emerged.

A New Era Begins

In 1984, a new player entered the NBA with a future full of promise. From his first season, Michael Jordan was a noticeably talented player. Nike took a risk on the young athlete and signed a unique deal with Jordan to produce his own line of shoes. Jordan ironically had always worn Adidas up until that point but was swayed to the deal after meeting with Nike executives.

The original Air Jordan I sneaker was produced exclusively for Jordan in early 1984 and released to the public in late 1984. With their iconic red and black features, the original shoes were actually banned by the NBA for being too colorful at a time when all shoes were mandatory white.

The famous ploy by Nike at the time was to pay the $5000 fine that Jordan received every time he wore the new shoes on the court. This sparked news headlines and was capitalized into a TV advertisement which played off the rebellious aspect of the shoes.

“On September 15, Nike created a revolutionary new basketball shoe. On October 18, the NBA threw them out of the game. Fortunately, the NBA can’t stop you from wearing them. Air Jordans. From Nike.”

The first 50,000 pairs of Air Jordan’s (known today at Air Jordan I) sold out immediately. This marketing strategy – a quick reaction to the NBA banning – proved to be one of the all-time greatest marketing coups, driving more than $150 million in sales.

A Unique Logo

The original Air Jordan logo was different to what is well recognized today. Known today as the ‘OG logo’ or the ‘Wings logo’, it featured a basketball with wings stretching from both sides and “Air Jordan” printed above the ball.

The ‘Jumpman’ logo was would first appear on the third version of Air Jordan in 1987. However, it’s origins are from a Life magazine photo shoot that was done in 1984 for the Olympics.

The original photo was based on Jordan performing a mid-air ballet move called a grand jete, which was actually not used in his true jumping style.

Jordan himself explained in an interview in 1997:

“I wasn’t even dunking on that one. People think that I was. I just stood on the floor, jumped up and spread my legs and they took the picture. I wasn’t even running. Everyone thought I did that by running and taking off. Actually, it was a ballet move where I jumped up and spread my legs. And I was holding the ball in my left hand.”

The original image spurred Nike to reshoot it for the 1985 sneaker release. It was first included as a photograph and branding image and then incorporated into the shoe design themselves.

Player & Product

Michael Jordan was perhaps the first player in the NBA to linked to a product from the moment he joined. His stellar on court performances, and ability to ‘fly’ increased the public’s desire to own a piece of action.

Every few years, an updated design with new additional features has arrived. The Air Jordan III, released in 1988 and was worn famously by Jordan during the 1988 Slam Dunk contest, has been reported to be the favorite of Jordan’s of all the designs throughout the years.

What began as an insightful partnership between a player and a brand has evolved into an icon and revolutionized an industry.

The Air Jordan brand today now covers over 32 versions of the shoe, many of them re-released several times. The shoes frequently sell out as soon as they are available and are resold online to sneaker collectors.


The most famous pair of Air Jordans are the Air Jordan 12 ‘Flu Game’ pair worn by Jordan during a1997 NBA finals game in which he was feeling ill yet still managed to win the game. This pair was sold for $104,000 and the design itself sells out immediately every time it is re-released.

Since the era of Jordan, there have been many NBA players who have had custom designed shoes. Some of the most famous include Lebron James, Kevin Durant, Kobe Bryant and Steph Curry just to name a few.

However, no one has managed to match the legacy or sales success of the Air Jordan range. These shoes have branched out beyond Jordan himself today to encompass ‘Team Jordan’ athletes who are sponsored by the brand and wear the shoes. These include 21 NBA players, as well as athletes in Baseball, Football, NASCAR and Soccer. Nike recently also announced a unique partnership with musician DJ Khaled to collaborate on a Khaled X Jordan design.

 

Even as a retired player, Jordan is intimately involved in the selection process as well as the design for the shoes along with the revered designer Tinker Hatfield.

Michael Jordan still earns $100 Million a year through, and the sales of Jordan’s shoes continue to increase 17% per year. The Nike Jordan brand has revenues of $3 BIllion per year.

Nike has always been at the forefront of branding and the Air Jordan story is one of the most historic and most successful.

There is a lot to learn about how to capture market attention and stand out from the crowd. With a player like Michael Jordan, his brand sets him apart just as much as his performance.

As a digital marketing agency, we’re huge fans of both Jordan and the way that Nike capture the market with their partnership.

Over more than 30 years Nike have shown how thinking ahead and making bold moves can create huge success.

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