Ownership in the National Lacrosse League is not some psychotic, hallucinogenic, pipe dream, where owners buy teams and hope that fans whimsically appear from cornfields. But it often seems that way. Ownership needs to be approached as a long-term working investment. Not a get rich quick scheme. It is frustrating and discouraging for fans, advertisers, and other potential owners when ownership groups give up after only a season or two. Questions need to be asked: have they used every resource available, are they practicing methods that were proven unsuccessful the previous year, is the league approving the right kind of owners? Owners must realize when they invest that they are spending massive amounts of money and the probability of losing money the first several years is practically guaranteed. Owners and more specifically franchise operations teams have a huge responsibility. If people aren’t showing up for games, you don’t stop marketing and advertising after a season and a half, you’ve invested into the league. You get your ass out there and you find those fucking fans!
A popular topic among discussion boards and fan forums is expansion. Although I would agree with most, that the league needs to focus its energy on existing teams and creating stability. I am also an advocate for expanding the pro game into other viable markets. The philosophy of building stability through proper growth and expansion was easily justified during the boom youth lacrosse experienced early in the past decade and before the economic down turn. However, more so now than ever, potential ownership groups are cautious and pessimistic about investing in professional sports, even less in a “fringe” sport like lacrosse, which is completely justifiable. Lacrosse has limited cross-promotional and marketing appeal. This is due to lacrosse’s small national fan base and recognition. The most successful franchises are those that can establish a fan base based not on youth lacrosse players and families, but based on fans craving fast action packed sports. One aspect that is overly emphasized when discussing expansion is the presence of lacrosse in a specific market. Although a great why to draw initial crowds, all of those free tickets to countless youth and high school lacrosse teams are tickets that are not being purchased and would otherwise be purchased at the gate. There are much better ways to develop home-opener and loyal fan bases. The cornerstones of any viable franchise are the customers (fans) within the focused marketplace. The Colorado Mammoth orchestrated the ultimate cross-promotional and marketing tactic in their inaugural season. After a Colorado Avalanche game the turf lacrosse floor was installed within an hour, during that time fans were treated to great deals on hotdogs and beer, remaining fans were treated to a National Lacrosse League game creating an instant fan base that is still one of the best atmospheres in the NLL today.
For several years I have been quoted as saying, “lacrosse will never be the next (fifth) major sport in North America, nor do I want it to be.” Lacrosse is a very special sport and does not relate to everyone, people need to realize this, and that there is nothing wrong with that fact. We should be happy our sport is so unique. From the time of its conception lacrosse has held a special place in the hearts of its participants and followers. Lacrosse’s biggest investors, sponsors, and advertisers are other lacrosse companies and people. The recent history of lacrosse mirrors the historical emergence of surfing, skateboarding, and snowboarding in pop culture. Those who were the most instrumental in the early growth and expansion of extreme sports were surfers, skateboarders, and snowboarders, not corporate investors. As a matter of fact, athletes rejected corporate sponsors and manufacturers in an effort from keeping them out of the industry. Those same athletes began to start their own businesses dedicated to the development, growth, and promotion of their respective extreme sport to meet the needs of market demands. The lacrosse culture is similar to the culture of extreme sports. The difference being, lacrosse as a team sport, heavily relaying on large operational budgets thus creating a need for corporate money to function. Notwithstanding, the connection lays in the personal connection players have to the sport. Additionally, more and more franchise owners have played lacrosse and have a desire to improve the current state of the professional game by becoming involved in the business and corporate side of the sport. The Philadelphia Wings, Rochester Knighthawks, and most recently the Toronto Rock ownership all have ties as players at some level.
It is no secret that the NLL is a much different product from the leagues of the Canadian Lacrosse Association. The differences are numerous and it is safe to say the NLL has separated itself from the CLA. However, the NLL also needs to differentiate its game-night experience from the NHL’s. When editing and producing the DVD “RUGBURN”, I noticed a distinct difference in the presence NLL lacrosse games have when played in an arena with black boards. Combined with the green carpet, the black boards provide a completely different visual atmosphere separate from not only CLA games but also the NHL experience.Colorado and Buffalo are operated by NHL ownership and play in NHL arenas, which mean that due to cross-promotion and marketing some NLL team also share fans with their NHL counterparts. The same is true with NLL teams that share a home with NHL teams. This simple yet effective change provides the NLL/CLA/NHL crossover fan with a visual distinction between each experience. The black boards also translate better on camera and during play making it easier to see the ball on film and for players. Black boards also allow NLL franchise the opportunity to sell advertising space on the boards, instead of having to settle for limited space on the hockey boards that limit advertising revenue. Black boards are much less controversial than the music played over arena speakers during NLL games. Personally I love the concept of music during a game. Another great game-day presence utilized by the Colorado Mammoth during their 2009 “Black Out” night was having the arena lights go out after goals and spotlights fixed on the goal scorer. This creates the perfect rock concert atmosphere without loud and abrasive music. The NLL needs to establish game night concepts unique to each franchise but establish a league wide identity. Regardless, music, dance, and lacrosse have been preformed together since the beginning of each as Native American celebrations. However, franchises do need to be more creative and selective with the quality, timing, and volume of the music. The NLL has always integrated music into the game-night experience. MILL buildings were also loud and jumping with rock music.
Customers (fans) identify with a company’s (league’s/franchise’s) history. It provides them evidence that the company is established, providing the customer another connect in hopes to identify with the company or not. History legitimizes things in the sports world. Statistics are the obvious historical link in sports. But more importantly for sports leagues and franchises, rivalries and historic players are the cornerstone of historical attachment. Few leagues have accomplished what the NLL has during its 23 years of operation as the EPBLL, MILL, and NLL. During that time the Philadelphia Wings have been the franchise that has competed in every season, winning championships in ‘89, ‘90, ‘94, ‘95, ‘98, and ‘01. The Wings have developed bitter rivalries with the Buffalo Bandits and Toronto Rock. For new franchises, it only takes a bit of manipulation to conjure up some history. The Boston Blazers are a perfect example. Although they are playing in their sophomore year in the league, the New England area is rich with professional lacrosse history. New England Blazers (’89-‘91), and the original Boston Blazers (’92-‘97) were both playoff contending teams with a wealth of talent, some of which are now current NLL coaches and executives. Lacrosse fans and potential fans will not find historical information about the NLL in textbooks. The only way that they will be able to relive the past is through game announcers and other members of the media. That is one of the reasons the NHL product in Canada is so popular. Fans are able to identify with franchises through team history, personal connections, and daily activities. The NLL is able to do the same thing, even more so because the league is considerably smaller. As a colour commentators Brian Shanahan and Ted Jenner do great jobs of bringing history and a personal connection from the league to the fans through their stories and own personal connections in the league.
When the league does decide to expand, league officials need to establish a mandate denying the use of existing nickname from other lacrosse leagues and senior teams. Example: Chicago Shamrox. This gives the impression that the league and franchise are not creative. This detracts from both leagues and the NLL needs to keep a working relationship with the CLA. It also insinuates to uneducated fans that there is a connection between the two teams. Additionally, corporately owned franchises should be the something the league explores as an ultimate crossover marketing strategy to build league awareness in mainstream media: NLL Las Vegas Red Bulls. Successful examples New York Red Bulls and EC Red Bull Salzburg. Red Bull loves extreme sports and NLL lacrosse is the ultimate extreme team sport! To build stability through proper growth and expansion ownership and league/franchise identity needs to be addressed. Initiative needs to take place at the league level, most investors do not realize the potential franchises have, nor are most aware that the league exists. With proper nurturing, immediate expansion in the National Lacrosse League is possible.
