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Strategic & Commercial Opportunities STRATEGIC & COMMERCIAL OPPORTUNITIES FINAL REPORT Expertise by Nielsen Sports Your contact persons: Friedhelm Lange, Nils Coch TABLE OF CONTENTS • INTRODUCTION 3 • MANAGEMENT SUMMARY 9 • OPERATIONS ANALYSIS 11 • MARKET ANALYSIS 43 • ENVIRONMENT ANALYSIS 80 • METHODOLOGY 92 • TERMS AND CONDITIONS 96 • CONTACT PERSONS 97 • APPENDIX 98 INTRODUCTION INTRODUCTION The International Canoe Federation has developed a strategic business plan for the years from 2016 to 2020 consisting of the following eleven sections The ICF as a Business Canoeing as a Core The ICF Corporate ICF Strategic Focus ICF Strategic Goals Business Product Governance Portraying the ICF’s Outlining strengths, Describing the structure Stating the ICF’s vision, Defining goals taking the history, structure and one weaknesses and and tasks of the ICF’s mission, competencies organization to its next key financial challenge of necessary developments. organs. and values. level of performance and the federation. keep it there. 1 2 3 4 5 ICF Performance Implementing the Measurements Strategic AP for 11 6 Defining KPIs and time Canoeing frames for the ICF’s goals. Giving a roadmap of how to achieve the ICF’s strategic goals. 10 9 8 7 Financial ICF Organisational Marketing of Canoe Market Analysis Requirements Management Products Defining financial goals Outlining necessary Outlining the need and Identifying key areas for necessary to reach the changes on the ICF’s potential directions of and the benefits of ICF’s strategic targets. management level. marketing strategies. market research. Strategic & Commercial Opportunities - International Canoe Federation, August 2017 4 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 INTRODUCTION As part of the strategic business plan, four main strategic goals have been defined for 2016-2020 in order to develop the sport of canoeing Consolidate Competition Ownership Expand Media Exposure of Canoeing • Keep Canoeing in the Olympic and Paralympic • Develop media exposure that can attract larger Programmes. audiences to the sport. • Organise World events in Canoeing disciplines • Improve visibility of the sport worldwide and at the top level whilst ensuring quality and promote the Canoeing brand. standardisation. • Develop Event Delivery Guidelines for all ICF events. Strengthen Canoeing Development Improve Stakeholder Relations • Identify countries and athletes that could • Create an effective ICF Governance structure increase the quality of the competition at ICF with efficient decision making mechanisms and events. clear protocols and procedures. • Strengthen the talent identification • Communicate more effectively with programmes and create objective evaluation of stakeholders and create forums to discuss each ICF Development Projects. Canoeing topics with all stakeholders on a regular basis. Strategic & Commercial Opportunities - International Canoe Federation, August 2017 5 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 INTRODUCTION Also, the International Canoe Federation has devised various questions that should deliver answers in order to identify and quantify key market opportunities/gaps, barriers, threats, risks, opportunities and critical success factors. HOW MUCH MONEY DO WHAT ARE THE SIZES OF INDIVIDUALS AND CLUBS THE TARGET MARKETS? SPEND ON CANOEING? WHICH CANOEING PRODUCTS COULD BE WHICH MADE CANOEISTS DEVELOPED IN THE KEY START CANOEING ACTIVITIES? FUTURE? STRATEGIC QUESTIONS WHAT ARE THE MAJOR WHAT DISCIPLINES ARE BARRIERS OF PRACTICED WHERE? DEVELOPING A TERRITORY? WHAT ARE THE WHAT ARE THE ICF’S DEMOGRAPHICS FOR PRIMARY MARKETS? EACH AREA? Strategic & Commercial Opportunities - International Canoe Federation, August 2017 6 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 INTRODUCTION Nielsen Sports has used various data sources to gain insights on the status quo of canoeing across the world. NIELSEN SPORTS EXPERTISE SOCIAL SPORTS MEDIA DNA EXCLUSIVE MONI- SURVEY TORING Operations Market Environment analysis analysis analysis Strategic & Commercial Opportunities - International Canoe Federation, August 2017 7 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 INTRODUCTION Three key areas have been analysed in order to identify all factors that affect the work of the International Canoe Federation ENVIRONMENT ANALYSIS Analysis of external elements, which can affect the organization’s performance (e.g. social or commercial trends) MARKET ANALYSIS Analysis of conditions of the market for canoeing (potential, competition, etc.) OPERATIONS ANALYSIS Identification of strengths and weaknesses within the International Canoe Federation and its affiliated national federations Strategic & Commercial Opportunities - International Canoe Federation, August 2017 8 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 MANAGEMENT SUMMARY THIS EXPERTISE PROVIDES KEY INSIGHTS FOR ICF’S MAIN STAKEHOLDERS Stakeholder insights Insight Board Members Partner ICF is a globally present organization with an European heart; huge potential in US and China in ✓ ✓ ✓ terms of competitive and leisure sports High level of interest in canoeing compared to number of organized members reveals the necessity ✓ to discuss the strategy/approach to the market Major European markets struggle to attract younger people ✓ ✓ Millennials are highly interested in canoe ✓ ✓ A lack of professionalism reduces/limits the potential of the ICF ✓ To ensure future growth of NF’s it requires funding, staffing and youth development; support from ✓ the ICF is desired and needed More revenue leads to professional structures and more opportunities for each NF; state funding is ✓ the lifeblood of each NF, justification secures government funding and new opportunities Involvement of women varies, especially in traditional canoe countries; women are an important ✓ ✓ growth factor of each sport organization Offering canoe tourism is an opportunity, but competition is high ✓ Media coverage and target group profile offer good fundament for partners: Companies that focus ✓ ✓ on Europe or Asia are quite interesting Still lot of potential in social media to drive year-round conversation on canoeing and to monetize ✓ ✓ ✓ content Global commercial trends offer great opportunities for expanding reach and increasing revenues ✓ ✓ ✓ Strategic & Commercial Opportunities - International Canoe Federation, August 2017 10 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 OPERATIONS ANALYSIS • Results of national federation survey • NUMBER OF ORGANISED PEOPLE IN THE NATIONAL FEDERATIONS The German Canoe Federation is by far the biggest national federation in terms of number of organised people followed by the British and Canadian federations. Further countries Portugal 3.000 Brazil 2.773 Slovakia 2.000 Singapore 2.000 120.000 Croatia 1.450 Chile 1.200 Australia 1.144 Lithuania 900 Slovenia 600 Romania 560 63.000 Chinese Taipei 500 55.000 French Guiana 400 43.000 Tahiti 350 Malaysia 200 27.365 Tunisia 196 22.110 17.500 Venezuela 150 13.000 9.838 Puerto Rico 70 8.300 6.000 4.502 4.200 4.000 3.952 Nicaragua 60 Costa Rica 50 GER UK CAN FRA RUS DEN SWE CZE SPA HKG NLD HUN ZAF AUT CHE Sri Lanka 38 Togo 30 Jamaica 25 Andorra 23 No answer: Kyrgyzstan, USA Malawi 5 Source: Exclusive market research among national canoe federations Question: All in all, how many people are being organised (e.g. in clubs and federations) in your country? If you don’t know exactly, then please make a rough estimate. Base: 44 respondents Strategic & Commercial Opportunities - International Canoe Federation, August 2017 12 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 AVAILABLE BUDGET OF THE NATIONAL FEDERATIONS IN 2016 The exclusive market research study among the national governing bodies reveals huge gaps between the national federations in terms of available budget. Further countries Romania 0,71 In EUR million Singapore 0,67 Hong Kong 0,42 12,57 South Africa 0,36 Croatia 0,31 USA 0,28 Lithuania 0,25 Netherlands 0,13 Tunisia 0,11 French Guiana 0,10 6,65 6,56 Puerto Rico 0,08 Tahiti 0,05 5,00 4,58 4,23 Togo 0,04 Kyrgystan 0,04 2,79 2,50 Jamaica 0,03 2,02 2,00 Andorra 0,03 1,45 1,28 1,12 1,00 1,00 Malaysia 0,01 Venezuela 0,01 Sri Lanka <0,01 UK BRA FRA HUN AUS SPA CAN SVK DEN CZE RUS SWE CHE PRT SVN No answer: Austria, Chile, Chinese Taipei, Costa Rica, Czech Republic, Germany, Hong Kong, Malawi, Nicaragua, Slovakia, Netherlands Source: Exclusive market research among national canoe federations Question: All in all, how high was your budget in 2016? If you don’t know exactly, then please make a rough estimate. Base: 43 respondents Strategic & Commercial Opportunities - International Canoe Federation, August 2017 13 Copyright ©2016 The Nielsen Company. Confidential proprietary. Nielsen and Confidential Company.The Copyright ©2016 NUMBER OF ORGANISED PEOPLE VS. BUDGET MATRIX (1/2) Some of the federations have a significant budget, although the number of organised people is around the average over all participating federations. Ø: 1.760.121 € 60.000 United Kingdom 50.000 federation Canada the 40.000 within France Russia 30.000 Denmark people Sweden 20.000 Czech Republic
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