MMS702 AT2 Exemplar 11

Premier Lacrosse League: The Fastest Game on Two Legs
Business Report
Social Media Analysis & Strategy
Premier Lacrosse League: Social Media Analysis & Strategy 2
Executive Summary
The Premier Lacrosse League (PLL) was formed in 2019 by renowned players Mike and Paul
Rabil with the strategic view of a player centric professional league. The PLL offered live NBC
broadcast and received record broadcast viewership for the sport along with growth in their
new social media (SM) communication platforms. The sport of lacrosse has been plagued by
perception issues, such as a culture accepting racism and a sport that is ‘white elitist’. This
report offers an overview of the lacrosse and PLL market, evaluates the social media (SM)
landscape and strategies used by the PLL, including the emphasis on player-centric
marketing in a non-geographic founded league. From the analysis and research, the report
suggests psychological bonding can occur with fans and players even without socio-cultural
forces such as a historic league or geographical teams. Fans with a favourite player in the PLL
show greater consumption levels than those without, therefore the IMC and SM marketing
strategy is centred on the hero of the game, the lacrosse stars of the PLL. The PLL can
attempt to change the negative perceptions surrounding the sport in general by ensuring
that it aligns its communications with those important to the target market, namely
diversity, inclusion and a stance against racism are consistently communicated, offering the
possibility for consumers to adapt their attitudes.
Table of Contents
1. Introduction 4
2. Situational Analysis of Lacrosse in the US 5
2.1. First came lacrosse, then America
2.2. Popularity and prejudice
2.3. Breaking through the barriers
3. The Importance of Social Media and Integrated Marketing Communications
Strategy for Sports Organisations 9
4. The Premier Lacrosse League and Player Centric Marketing Strategy 12
4.1. Current fan and participant engagement strategies of the PLL
4.2. The touring model of the PLL and player centric social media focus
5. PLL Social Media Marketing Strategy 18
6. Conclusion 31
References 32
Total word count (too many! ~5093)

The Fastest Game on Two Legs
1. Introduction
The oldest sport in America received a spring in its step in 2019 as Premier Lacrosse League
(PLL) launched at the top of the United States (US) lacrosse ecosystem (Donovan, 2018;
Hemme et al., 2020). The PLL’s founders are players and brothers Mike and Paul Rabil, who
aim to deliver a compelling and competitive league, taking a slice into the 471 billion U.S.
dollar global sports market (Statista, 2020). Lacrosse, often described as the fastest game on
two legs, has been a saturated and somewhat declining industry at the top level in the US for
the past few years (Hemme et al., 2020). Lacrosse is also facing perception issues; an ‘elitism’
stereotype linked with accessibility costs, and diversity and racism issues plaguing its Native
American heritage (Hemme et al., 2020).
Attention battles between the National Lacrosse League (NLL) and Major League Lacrosse
(MLL) create a crowded landscape for the newly formed PLL (Hemme et al., 2020). It has
been said ‘the best option is to be first; but if you can’t be first, be different’ (Ries & Trout
1986 cited in Shilbury et al., 2014, p.87); therefore, strong branding, awareness, loyalty and
image perception are key for cut through in the fight for sports consumers’ attention (Belch
& Belch, 2021; Shilbury et al., 2014). The Rabil brothers offer up PLL as ‘a professional sports
league that lacrosse deserves’ and one which elevates the game’s status with an immersive
program across communities and nations (Hemme et al., 2020). In their initial season, the
brothers’ concentrated PLL’s marketing efforts via vigorous social media activities, however
the efficiency of any such campaign is dependent on execution and alignment within overall
marketing communications and brand identity (Hemme et al., 2020). As a new league, the
PLL must ensure they concentrate on the importance of fans’ psychological, personal and
environmental influences (Shilbury et al., 2014).
The focus of this report is to offer an overview of the lacrosse and PLL market, evaluate the
social media (SM) marketing strategies to date, including the emphasis on player-centric
marketing. From the analysis, the report offers recommendations in creating innovative SM
marketing strategies going forward aimed at increasing followers and growth across all
platforms as well as to change the perceptive issues. Fan and participant engagement
theories and frameworks are the foundations under which the strategies and analysis are
based.
2. Situational Analysis of Lacrosse in the US
2.1. First came lacrosse, then America

The physically demanding contact sport of lacrosse has its origins in both entertainment and
tribal war pre-dating modern America (Donovan, 2018; Olson, 2018). The sport existed
before the United States and Canada did, making it one of the oldest – however currently
the fastest growing - sport in North America (Donovan, 2018; Hemme et al., 2020; Olson,
2018). First played by Native Americans, the sport only became popular in both amateur and
professional leagues in the 20th Century (Livingston, 2012).
2.2. Popularity and prejudice

Although the sport has a long history, lacrosse has always lacked the popularity of other
major American sports and leagues such as American football (NFL) (Livingston, 2012).
However, in 2008 the US Lacrosse association recorded a 579% growth since founding only
10 years prior, and in 2018 the growth was continuing towards a million participants
(Livingston, 2012). Recent statistics show rapid growth in the youth market; although both
overall youth and male youth participation peaked in 2016, total participation and female
youth continues to steadily grow, as seen in Figure 1 (Statista, 2019a, 2019b, 2021a). The
recent unprecedented growth in the sport is linked to the practicality of playing on football
fields, the exciting nature of the team game and the growth in media exposure (Crane, 2021;
Hakim, 2021; Livingston, 2012). The cultural shift towards women participating in sport and
women’s sport inclusion in professional leagues is also a key growth factor.
Figure 1. US Lacrosse participation 2006-2018
US Lacrosse Participation 2001-2018

900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
-
Total participants Total youth Youth boys Youth girls
2001 2006 2008 2010 2012 2014 2016 2018
(Source: adapted from Hemme et al., 2020; Statista, 2019a, 2019b, 2021a)
The recent covid-19 pandemic may cast a shadow over future growth if recent statistics
dictate the participation trends of youth sport. Statista (2021b, 2021c) data expects only 50%
of youth between the ages of 6-18 to resume playing sports at the same levels as pre-
pandemic, and alarmingly, almost 30% say they will reduce their sports participation or no
longer participate. As technology continues to define the consumption habits of all things in
the world of Gen Z and Gen Y, those born from 1995 onwards, all sports, not just lacrosse,
must adapt governance and marketing strategies to ensure the participatory market does
not shrink further (Belch & Belch, 2021).
Waiting quietly on the bench is an opportunity to give lacrosse a big shot in the arm for
future growth: inclusion in the 2028 Olympics to be held in lacrosse homeland, Los Angeles,
USA (Koenig, 2019). Inclusion into the Olympics may assist in reversing the decline in youth
participation, whilst lacrosse as a sport gains further recognition and esteem (Lloyd, 2016).
Such change has been seen for new Olympic sports such as skateboarding, which has grown
exponentially in the past five years and with it came a cultural and mental shift
revolutionised in part by user generated content (UGC) on social media (Miller, 2021; Vee,
2020).
Growth of lacrosse has not yet been a catalyst for diversity in the sport, with just 1.9% of the
entire men’s lacrosse in the top division of college competition being of black race (Cohen,
2013). Generally, the sport is played by white Americans; in college competition, NCAA
statistics list lacrosse as the third highest white participant sport, behind equestrian and
bowling, with 91.4% of players of white non-Hispanic ethnicity (Zgonc, 2010). Lacrosse’s
rapid growth in the past twenty years is mostly across this white, middle to upper class
youth demographic, bringing with it a deep rooted elitist perception the sport is desperate
to shake (Hemme et al., 2020; Livingston, 2012).
Native American lacrosse players are still a minority in the top echelons (Hemme et al.,
2020). Of the few that participate, many high profile players are subject to racial slurs and
prejudice (Cohen, 2013; Hemme et al., 2020; Livingston, 2012). As other professional sport
leagues around the world actively stamp out and condone such behaviour, lacrosse instead
seems to want to bury it. Several public discriminatory actions forced high profile
competitions to smother any bad publicity and an underground culture of racial bullying,
with a tendency to “brush it under the table” and say “that kind of thing never happens” has
been accepted as the norm (Cohen, 2013). An inclusive socio-cultural and attitudinal shift is
required to grow a more inclusive lacrosse community and stamp out racism.
2.3. Breaking through the barriers

Socio-cultural issues are not the only barrier to entry for lacrosse. Unable to shake off the
elitist stereotype (Hemme et al., 2020), organisations are desperate to initiate community
based programs which offer increased accessibility to what is deemed an expensive sport
(USA Lacrosse, 2021). Considered a sport for the wealthy, data shows that 60% of participant
families earn in excess of $100,000 annually (Donovan, 2018). Low end equipment starts at a
cost of US$300, reaching upwards of thousands in the top end (Donovan, 2018). Unlike
basketball, where entry level costs are much lower, lacrosse has failed to ease the possibility
to unite fans and participants with a common thread once the investment into the
equipment has occurred (Donovan, 2018).
“Once invested in the sport, no matter the

vested level, consumers are more likely to
become fans of the sport… and more likely to
support teams.”
- Donovan, 2018
A program which embraces not only inclusion and cultural diversity, but is breaking down
the accessibility and cost barrier is Bronx Lacrosse (Gonzalez, 2021). A non-profit community
program offering not only health benefits of recreational team sport, but the possibility of
lacrosse opening doors to further education (Gonzalez, 2020). Colleges wishing to diversify
their sport teams will look to talented youngsters from diverse backgrounds (Gonzalez,
2021), and since 2012 there is an increase in high schools offering a pathway to higher
education via lacrosse scholarships (Hemme et al., 2020). The program currently has 150
participants, of which 75% are Latino and 25% black or African-American descent, as well as
a positive 53% female take up. Other opportunities for children and youth to become future
fans are via Lacrosse Camps, run across the summer to inspire participants to then join
school teams albeit also at high prices upwards of US$350 for two days (Lacrosse Camps,
2015).
(Source: Gonzalez, 2021. Girls from Bronx Lacrosse at practice)

3. The Importance of Social Media and Integrated Marketing Communications Strategy for
Sports Organisations
Traditional transactional marketing focusing on market share and one-way provider to

consumer marketing communication is no longer relevant in the modern world (Funk et al.,
2018). Fundamental to sports marketing is the building and preservation of relationships,
known as customer relationship marketing (Funk et al., 2018; Hemme et al., 2020; Shilbury
et al., 2014). Relationship marketing requires a two-way dialogue based on value co-
creation, which creates a bond between organisation and consumer (Funk et al., 2018;
Olson, 2018). A significant part of the Web 2.0 and new media era, social media (SM) has
enabled extraordinary growth in human interaction and has become the modus operandi of
the modern times (Balkrishnan et al., 2014; Olson, 2018). More than four billion people are
on SM and it is not slowing down, with annual growth in the past 12 months of 12%
(Hootsuite, 2020), and SM represents the largest slice of an individual’s internet usage (Zhu
& Chen, 2015). However large the reach may be, success depends on how the message is
communicated and whether it is interpreted and received as it was imagined by the provider
(Belch & Belch, 2021).
Organisations wish to effectively use SM to engage with, attract new and cultivate
‘interactive, long-term relationships’ with fans (Alalwan et al., 2017; Hemme et al., 2020).
Research has demonstrated that strategic SM marketing communications engage and

entertain consumers with an authentic human approach, almost giving the possibility for
organisations to give their brand a personality, or voice, of their own (Chadwick et al., 2016;
Filo et al., 2015, Funk et al., 2018; Shilbury et al., 2014). This two-way dialogue between
sport and fan creates and strengthens emotional bonds and perceptions, fulfils desires such
as needing to feel a part of a group, and influences future behaviours (Funk et al., 2016;
Shilbury et al., 2014).
Sport organisations must communicate efficiently, effectively and with a consistent voice in
order to achieve objectives (Belch & Belch, 2021). A framework used to achieve consistency
is an integrated marketing communications planning model (IMC), a contemporary approach
merging all aspects of a sport organisations marketing communications, including SM. The
IMC is utilised so messages and strategies are consistent across all channels and always
centre on the consumer (Belch & Belch, 2021). In ensuring that all communication channels
coordinate their messages, brand awareness, brand equity, perception and familiarity are
stronger, communicating a common theme and positioning of the brand, than if a sports
organisation was not utilising an IMC (Belch & Belch, 2021). The IMC planning model
strategy is shown in Figure 2.
Figure 2. Integrated Marketing Communications Plan for Social Media
(Source: Adapted from Belch & Belch, 2021)

Messages act like brand signals and touch points, and all strategies are built around fan
expectations and rely on consumer feedback (Belch & Belch, 2021). This includes such
things as both verbal and visual consistency, such as the fonts, colours, logo, tone and
underlying theme of all communications (Belch & Belch, 2021). There are several
opportunities and challenges for utilising SM within a relationship marketing approach, as
outlined in Figure 3. This can ensure familiarity for communications, which builds a
psychological bond with fans (Belch & Belch, 2021; Shilbury et al., 2014).
Figure 3. Relationship Marketing and Social Media Opportunities and Challenges
(Source: Adapted from Alalwan et al. 2017; Filo et al., 2015)

4. The Premier Lacrosse League and Player Centric Marketing Strategy
4.1. Current fan and participant engagement strategies of the PLL

Creating a player centric league offering salaries and benefits as well as national television
exposure has no doubt facilitated the PLL in overhauling the professional level of the sport
(Hemme et al., 2020). In the inaugural season the PLL was made up of 6 teams and since
merging with key competitor in US Lacrosse, the MLL, the PLL will take over as the leading
platform for outdoor professional lacrosse, expanding to eight teams (Kinnear, 2020). Record
lacrosse TV viewership in the first two seasons (PLL, 2020) was mirrored with major growth
in SM following.
Figure 4. Premier Lacrosse League Social Media Channels – Season 1
PLL Social Media Channels

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Followers Posts Posts per day Followers per post
Twitter Instagram YouTube
(Source: adapted from Hemme et al., 2020)
Platform, frequency and follower rate
Figure 4 shows an overview of number of followers, posts, average posts per day over the 13
month inaugural season, and followers gained per post. What this outlines is that although
Twitter had the most posts, it had little to no take up with only 4 followers gained on
average for each post. The account averaged 28 tweets per day, with a peak of near 160 on
one day in June of 2019. Comparing this to the statistics from Instagram and YouTube, less
seems to be more. Both Instagram and YouTube have a higher follower per post average,
with 117 and 153 respectively. Instagram averages 4 posts per day whilst YouTube manages
a significantly greater engagement per follower reach with only 1 post per day on average
over the first season. Without engagement data from Twitter, nor knowing how many
unfollows/unsubscribe have occurred during the same time period, it is not understandable
if the steady off of new followers is due to churn or that the content is ineffective. PLL must
also ensure they do not overexpose via too many tweets (Belch & Belch, 2021).
In the case for Twitter and Instagram, on average more content posts correlated to more
followers, however, the churn rate must be viewed and sentiment should be tracked to see
if the fans are speaking positively about the PLL. The frequency mirrored a pulsing type
(Belch & Belch, 2021), whereby the in-season posts were significantly higher volume than
off-season. Deloitte (2020) found that fans prefer to have year-round engagement from their
favourite sport entities, and such engagement leads to a higher likelihood of purchasing
tickets and merchandise in the following season. A frequency of just once a month during
the off season with engagement from fans equated to a 40% higher spend versus fans with
no engagement (Deloitte, 2020). This cements the importance of engaging content year-
round from the PLL to its fans.
There is no data offered for a PLL Facebook page, which means a significant market share of
SM users globally is not reached. Facebook is the biggest SM platform offering 1.37 billion
daily active users (Belch & Belch, 2021; Olson, 2018), although they may be of an older
demographic than Instagram (Belch & Belch, 2021), there is the possibility to reach parents,
who are a significant socio-cultural influence on children, who may be future fans and
consumers (Funk et al., 2018; Shilbury et al., 2014).
Content
Twitter statistics showcase a significantly lower follower-per-post rate than Instagram and
YouTube, which could be a reflection of the content posted. Only 30% of all tweets
contained photos or videos; research states 85% of SM users prefer visual posts to text-only
(Olson, 2018). Twitter posts should ensure they feature videos or photos, and all content in
general should centralise around the pillars of SM: information, entertainment,
persuasion/influence and promotion (Belch & Belch, 2021). Content featuring storytelling is
also seen to have a greater uptake and engagement potential for SM followers (Olson,
2018), as can be evidenced with the significantly higher YouTube viewer figures versus
subscribers for the training camp documentary (Hemme et al., 2020). Using various edits of
the same content is beneficial for consistent branding and messaging, as noted by the longer
edits featuring in YouTube and snippets broadcast on Instagram.
The PLL can also look closer at the data; for example, there was a significant rise in followers
on Instagram in March, with a low number of posts (Hemme et al., 2020). This suggests that
the content was engaging and gave fans something they needed. Comparing this to the
latter end of the year, where in October a significant number of posts were listed however,
the growth was minimal. Such investigation of content can explain the behaviours of fans
and advise for future content and messaging.
Strategy – Team vs player vs league
It is noted that the PLL SM accounts, specifically Instagram, encourage fans to ‘visit and
connect with players and teams outside of the PLL’s profile’ (Hemme et al., 2020). This is a
benefit for the PLL to showcase the athletic starts forming the league as well as offer
awareness and attraction to the competing teams. However, should the league not offer
different content or voice compared to the players themselves, they may find they lose
followers or have less engagement as fans may prefer to follow the ‘human’ versus the
league. The PLL could utilise the Psychological Continuum Model (PCM) framework to
analyse which brand – the team, the PLL or the players – is driving consumption and
behaviours (Funk et al., 2018; Shilbury et al., 2014). Mutual benefits are found when both
the PLL and the teams integrate communications within each other’s strategies (Funk et al.,
2018). The PCM is covered in further detail later in the report.
Table 1 outlines the key strengths, weaknesses and opportunities for the PLL in relation to
the first season’s SM marketing strategy. From these key findings, the PLL SM marketing
strategy will be formed later in the report.
Table 1. Strength, Weakness and Opportunity Analysis of the PLL SM Marketing Strategy
Strength Reasoning
High quality and original programming Allows for fantastic video and imagery to be captured and shared across SM platforms during the game and season (Evans, 2019;
content from the NBC Hemme et al., 2020). Consistent imagery can assist in forming brand strength and personality for the PLL.
Emotive, ‘field of play’ human content Microphones, earpieces and cameras close to the action and interviews on the field of play after goals (Hemme et al., 2020), allows
for ‘human’ emotional content to be used year-round for appropriate messaging or relevance. Human style interaction can create a
familiarity and psychological bond with fans who see such clips on SM.
Player assets Heroic influence style lacrosse players can create a fanship for the PLL, with the PLL offering the possibility to do podcasts, special
videos, community programs and storytelling through their stars to attract fans and personalise content for allegiant fans.
Owner influencer status Paul and Mike Rabil have superstar status as owners, and carry a high influence and trustworthiness as owners and founders of the
league. Fans are attracted by such personalities, and they already have a strong following in SM.
Growth figures from season 1 Positive growth across all channels is a sign that the league is attracting new fans, and is a good base to further develop loyal and
allegiant fans for the future. It is also a good base where current fans can bring friends via Word of Mouth (WOM) and create their
own communities to discuss the PLL amongst themselves.
Variety of content Production of vlogs, behind the scenes insights, training camp coverage, player Q&As which can be strategically aligned to express
consistent brand messaging and used across different SM platforms for audience relevance and reach
Weakness Reasoning
Frequency There is the possibility of over-exposure within the Twitter platform, however, the frequency should be adjusted in order to maintain
pulsing both during and after the season to ensure fans stay constantly engaged. Without games being broadcast live in the off
season, fans will require the relationship to be maintained via other channels, specifically SM (Olson, 2018)
Service-Dominant interaction The PLL requires resources to ensure that post are not just posted, but engagement follows – namely interaction and answering of
any specific consumer or fan questions and issues. Social media platforms allow for an immediate arena to offer feedback and to
have a two-way service-dominant interaction between the sport organisation and the fans, cultivating the relationship (Filo et al.,
2015). Upon viewing some posts, PLL has not responded to the fans. When fan needs are not met, their motivation to follow or
invest will be limited (Funk et al., 2018).
Covid-19 restrictions With the unknown effect of the covid-19 pandemic and possible future restrictions on live-game attendance, SM becomes the main
communication platform between fan and brand (Deloitte, 2020). This requires the PLL to have not only resources to ensure two-way
communication continues, but that creative content is found and perhaps new and inclusive strategies including female audiences
are showcased.
PLL draws inspiration from very male The ‘look and feel’ of these sports is far from the objective of the PLL to attain followers who are also participants and youth; also it
and somewhat violence dominated may estrange the female and family market. The UFC and WWF are also individual athlete sports versus the team sport of lacrosse,
sports of UFC and WWE furthering the PLL to follow a strategy which may support the players’ follower growth at the sacrifice of the league’s objectives
Co-producing content concept The PLL signifies the importance of ‘co-producing’ value with fans, however, it does not seem to listen, just push content out without
the two-way involvement, when discussing the videos. More interaction and engagement in what the fans want to see would be
beneficial in ensuring a loyal fan base who continue to engage and consume.
PLL strategy to have players ‘push out Players pushing out content contradicts the wish to have authentic dialogue. It is noted that SM posts should be ‘organic’ and not
the content’ forced to the fans (Kim & Hull 2017 cited in Hemme et al., 2020)
Strategic partnership with the Women’s The PLL announced “with an emphasis on … co-hosted events, youth initiatives … and new media” (Knecht, 2019). However, little to
Professional Lacrosse League (WPLL) no content regarding the WPLL is found on the PLL SM channels, except for a token Women’s Day post. Lack of diversity within the
SM posts in general. A large opportunity here to invest time into promoting the WPLL-PLL partnership to attain more female
followers, especially when the value of women’s sport is on the up (Deloitte, 2020)
Opportunity Reasoning
Cross promotional opportunities via Apparel partner Adidas Lacrosse, Women’s Premier Lacrosse League (WPLL) partnership, ‘Verified’ Community PLL Programs all have
partners on their social media platforms additional reach which may not include current PLL followers.
Change perception issues via IMC brand There is a significant opportunity to change the barriers and perception issues of lacrosse to the fans already engaged with the sport.
positioning and engagement Offering co-creation facilitated by SM as well as continuing to be expressive and allow fans to have opinions and feedback will foster
the relationship and offer a possibility to change the attitudes of fans and potential consumers (Filo et al., 2015, Funk et al., 2018)
Influencers With an integrated IMC, use of the owners and of star players can assist in influencing the attitudes and behaviours of new and
current fans of lacrosse and the PLL (Belch & Belch, 2021; Funk et al, 2018).
Content investigation Looking at the data provided, there is opportunity to further dive into what content caused the greater spikes in follower numbers,
and see how this can be replicated to continue the motivation for followers to engage and consume.
4.2. The touring model of the PLL and player centric social media focus
The PLL is unique in that it does not have teams with geographical bases (Hakim, 2021),
instead a touring model was selected due to the successes of motorsport, tennis and golf
(Hemme et al., 2020). The PLL states that players are central to its SM campaigns, with
increased emphasis on content being sent via the players’ social media accounts (Hakim,
2021). Founder Paul Rabil brings to the PLL not only accolades from the MLL as all-time
leading scorer and two-time league Most Valuable Player but a SM reach of more than 5
million on YouTube alone (Hemme et al., 2020). As beneficial as this reach can be for the PLL,
much of the product extensions such as camps and training days run not via the PLL website
but linked to his own private site and sites of other athletes (Hakim, 2021; PLL, 2020).
Fans normally form emotional bonds to a sport via socio-cultural factors when young, such
as family and friends, and often environmental inputs such as the geographical location of a
team (Hakim, 2021). With the focus of the PLL not being on a location, but on the starts of
the game, a consumer is drawn primarily to the second strongest factor in influencing
whether they become a fan or not: the influence of the star player (Hakim, 2021). Fan
identity develops across a social spectrum, and with the PLL being a new league with limited
exposure and no teams with geographical ties, fans will most attach themselves to the
tangible aspect – the athlete (Hakim, 2021). Major leagues such as the MLB or the New York
Yankees can contribute to fan identity due to their brand awareness and recognition,
however, the PLL has yet to build this foundation (Hakim, 2021).
A player-centric SM expectation from the PLL may grow the brands of the athletes at the
sacrifice of the PLL. Fans have the possibility to identify with the stars when they have some
similarities, such as same home town, or socio-cultural backgrounds (Hakim, 2021). Athletes
use social media to assist in self-promotion and personal branding (Hakim, 2021; Hemme et
al., 2020). Importantly, research has indicated that fans which have a favourite player in the
PLL show higher consumption of the PLL and athlete fanship versus those who do not have a
favourite player (Hakim, 2021). Therefore, it is paramount that the PLL instigate fans to have
a favourite player. However, the PLL should be wary of pinning key objectives on increasing
the follower count of the PLL if the main ‘heroes’ and central strategy is for the players to
engage with fans and build fanship whilst the PLL is still its infancy of building a brand
persona. The PLL can then be the overarching communicator, concentrating on informing, on
creating strategies players and teams must follow with regards to inclusion, diversity and
anti-racism, and create opportunities for accessibility via promotions, community
foundations and programs.
5. PLL Social Media Marketing Strategy

Aligning the objectives of the PLL with the needs of the fans can ensure communication
strategies are designed to offer satisfaction and positive feelings from the interaction (Funk
et al., 2016). The objectives of the PLL SM marketing strategy are integrated into Figure 5.
They are a reflection of the overarching marketing goals of the PLL: to offer great content, be
a professional platform that lacrosse deserves, raise awareness, bring communities together,
and to dispel any of the negative stereotypes of the sport (Hemme et al., 2020). General
objectives underlying the complete SM campaign are fan engagement, communication, and
relationship development and branding, planned using psychological and marketing
frameworks and theories (Filo et al., 2015). Organisations must align all SM communication
with their strategic IMCs, else incongruent and inconsistent messaging can be confusing for
fans and have no effect due to mixed signals for possible followers (Belch & Belch, 2021;
Funk et al., 2018; Hemme et al., 2020).
Figure 5. Key Objectives for the PLL IMC and SM Marketing Strategy
Target market
The broad aim for the PLL strategic marketing team is to ensure the fan and participant
engagement leads to development towards loyal and consistent fans (Shilbury et al., 2014).
In attaining this, the PLL must first understand the target market, its size and the behaviours
of current sport consumers and their fans (Shilbury et al., 2014).
Traditionally market segmentation defined a persona and somewhat static segmentation of
sports fans (Belch & Belch, 2021; Funk et al., 2018; Shilbury et al., 2014). Modern fans have
recently been defined as ‘fluid fans’ and sports organisations must concentrate on how the
behaviour of these fans change with time, trends and advances in technology (Sports
Innovation Lab, 2020). An overview of how the segmentation of a fan has developed is
outlined in the Sports Innovation Lab (2020) Figure 6.
Figure 6. The development of the Fluid Fan
(Source: Sports Innovation Lab, 2020)
Youth, Gen Z ‘Fluid Fan’ – Core market

The strongest market of participation, the rule changes at attracting this market, who may
become the parents of tomorrow, bringing the next generation of fans. Defined by the
Sports Innovation Lab (2020) as “open to change, empowered to choose, and continuously
evolving. They move from one form of entertainment to another”. Table 2 outlines specific
behavioural challenges and strategies to counter within the SM marketing plan.
Ex-lacrosse players – Secondary market

Participation levels taper off after university, and professional leagues can only
accommodate a maximum number of participants (US Lacrosse, 2018; Statista, 2019a,
2019b). There is a key market of ex-lacrosse players who are perhaps now parents and can
influence the next generation of fans and participants, their children. These consumers will
have direct-experience, which allows for a psychological and cultural familiarity if exposed to
the sport again (Shilbury et al., 2014).
Table 2. Key behaviours and challenges of the youth, Gen Z and fluid fan market
Behaviours and challenges Strategy required
‘Attention economy’, sport organisations are in Marketing communication strategies and
a constant competition with other content and content must be targeted I order to break
experiences for the attention of the youth through the clutter.
market.
Switches between media constantly, consumes Content must be scrupulously edited, formatted
sports content in shorter formats and are less and shared at the right moment for impact.
focused
Individualistic: search for unique offerings Content must be unique and speak to them on
a personal level
More socially conscious, influenced by Strategies must contain liberal and inclusive
recommendations from influencers and friends, vies on race, gender, identity and sexuality, and
not celebrities involve UGC and opportunities to offer word of
mouth
More values-driven in how they engage with Proactive response to social injustice and any
brands and businesses racism issues by a firm communication from the
PLL, teams and athletes
(Source: Adapted from Belch & Belch, 2021; Deloitte, 2020; Sports Innovation Lab, 2020)
Market research
All PLL strategic decisions should be based on the needs and expectations of the sport
consumers, and specifically the target markets and current fans (Shilbury et al., 2014). There
is only one way to ascertain what these needs are: to ask. The priority of the PLL within the
strategy leading up to the launch of this SM campaign is to lead thorough market research of
the target markets and current fans. Only when this baseline consumer information is
gathered and aligned with current engagement data can SMART objectives be followed
(Specific, Measureable, Achievable, Realistic and Timely) (Shilbury et al., 2014). The PLL can
offer incentives to participate in surveys, such as merchandise or tickets. This can allow the
PLL to decipher where their target markets and fans current consumption levels and
allegiances are, as well as both quantitative and qualitative data such as when, where and
why they consume sport (Shilbury et al., 2014).
Content type and channel

As with an IMC, for SM campaigns to be effective, they must be congruent and aligned with
the position of the brand and the different needs of the sport SM consumer (Zhu & Chen,
2015). To do this, the PLL must ensure that the message, the medium used and the words,
pictures and tone are aligned to ensure the fan perceives the message correctly (Belch &
Belch, 2021). Types of communication can be casual exchanges, customer service oriented,
rallying or supportive messages, player/team/league Q&A, spotlight on fans or communities
and general content delivery (videos and images) (Hemme et al., 2020). An overview of the
platform, content type, frequency and objectives are outlined in Table 3, and within Table 4
key trends defining the behaviours, wants and needs of the target market are defined, with
emphasis on how the PLL SM marketing strategy must incorporate them.
Table 3. What platforms, what content, why, when and how much
Platform Content Type Time & Frequency Objective
Twitter Highlight clips from prior season, profiles of new players Pre-season Entertain, awareness, emotion – gain fans with favourite
players
Battle ups and stats of teams, star profiles Pre-game Warm up fans, awareness, information of game days
Score updates, key moments, request feedback from fans In-game Inform, entertain, engage, use the hashtag #PLL in the
‘How’d you like that move!’ – Look to start a @PLL_Live so games
that no spoilers are shared on the @PLL site
Discussion, interviews, highlights 24h post-game Extend the discussion from the game day, join the
conversation
Promotions, highlights, entertaining and athletic clips and In season Communicate the human side, showcase athleticism and
photos, human interaction (birthdays, feedback surveys) entertainment humour
NBC Broadcast Graphics on screen + verbal call to action from In-game Motivate viewers to join the conversation on the social
commentators during the games platforms and create communication between fans and
the organisation and fans together
Instagram Countdown of best liked images and videos from previous Pre-season Familiarity with the best images from the past season
season, profiles of new players and traded players evoking memory and bonds, create awareness for new
players and potential ‘fan favourites’
Highlight one player per team as a spotlight on, and have Pre-game Behind the scenes, human touch, familiarise fans to new
them take over the Instagram (IG) Stories feature players or popular heroes
Use the IG Stories function to offer short highlights In-game Do not saturate but offer small highlights, with links to
YouTube or live NBC streaming
Play of the day / Fan of the weekend 24h post-game Post the best play of the day as voted by fans, as well as
a random fan of the weekend from a match location
Celebrate birthdays, let players do IG Stories takeovers, In season Cross promotion and tagging for awareness and reach,
Q&A Sessions, concentrate on key imagery with and keeping the human side and players at the forefront
without equipment, helmet etc on. Cross promotion with
Adidas Lacrosse and WPLL for diverse content

Facebook Link press releases and announcements about teams, Pre-season Information and awareness, share ability and attention
players and events onto the page, as well as upload focus, keep content short and either with an image or
imagery of teams and stars; share the best 10 video clips video
from YouTube (short versions, no more than 3 minutes)
Remind fans of who is playing and where they can watch Pre-game Awareness, interactivity, link to other websites (NBC,
live provider)
Share key updates but do not saturate In-game Offer links for fans to follow live on TV or Twitter to join
the conversation
Highlight reel, press release, key images from the event 24h post-game Keep the conversation going, shareable content
Update regarding events, promotions, promote other SM In season Ensure saturation and content are unique and audiences
platforms such as IG Story take over, ask fans to send in are managed differently; bring the human and familiarity
images and videos of themselves playing lacrosse as a kid – element into the content by sharing home videos of stars
do the same with star videos before they were stars
Events Whole season Create events for each game and share to the followers
for awareness, entice via promotions for tickets and
‘bring a friend’ campaigns
YouTube Action packed video clips from previous seasons, highlights Pre-season Awareness and hype, excitement and thrill
on new or star players, funny edits from previous season,
skills sessions and interviews
Short preview clip with perhaps a feature on the location Pre-game Product extension, unique content, athletes outside of
of where the games are that weekend the arena
- In-game Keep live content to the content platforms and
engagement social media such as Twitter
Highlight reel edited for best bits of short sharp action 24h post-game Keep the conversation going, showcase extraordinary
athleticism
Same variance of content as pre-season In season Awareness and hype, excitement and thrill

LinkedIn News releases Season-round Offer awareness and attraction to possible sponsors and
employees
Broadcast and media figures End of season Offer awareness and attraction to possible sponsors
CSR programs Season-round Promote diversity and perception of inclusion in a
corporate space
New commercial partners Season-round Offer awareness and attraction to possible sponsors, also
builds brand image and perception
Job vacancies Season-round Find suitable employees to join the team; showcase
brand as expanding and growing
Table 4. Key trends reflecting target market needs & behaviours – Strategy influence
Trend Relevant to Action
“79% of participants in the study were engaged in social Psychological connection, motivation - Ensure live broadcast graphics and commentators offer
media interaction (e.g., Twitter) on a second electronic needed a platform for emotion call to action to interact on the PLL Twitter and use the
device (e.g., smartphones and tablets) while watching ventilation during mediated sports hashtag #PLL. This can be used to track engagement
sports, partially because they needed a platform for emotion consumption (Gong & Wang, 2021) levels, sentiment and trends in behaviour (e.g. tweeting
ventilation during mediated sports consumption” (Gong & at start, end, break, incident moment)(Gong & Wang,
Wang, 2021) 2021)
“In 2019, 72% of U.S. adults used at least one type of social ICM and SM strategy Ensure these platforms are constantly updated with
media, such as Twitter, Facebook, YouTube, and Instagram” content to reach the target markets
(Gong & Wang, 2021).
“11 percent of millennials (ages 18-34) say they “can’t go Content platform for youth fluid fan Ensure that the youth market is communicated to with
without” the Instagram app on their smart devices” (Olson, market fresh short videos, young stars as IG Story takeovers
2018)
Trend Relevant to Action

“Social media networks primarily mirror the existing real-world Familiarity, Ensure all communications are given a human tone, offering the
patterns because interpersonal communication in cyberspace and the psychological PLL to have a personality and not just be a brand or organisation.
real world have similar economic, cultural, social, and linguistic bonds, PCM Mirror the sentiment of the fans, of the world, including situations
constraints” (Gong & Wang, 2021) like the pandemic. Offer authentic responses to social and cultural
issues
“Between 2010 and 2015, 30 billion photos have been shared on Content and Keep the engagement levels by selecting quality imagery which is
Instagram, and its users “like” content on the site 2.5 billion times per platform eye catching and attractive in both sport pursuit and emotional
day” (Gong & Wang, 2021) levels
“Compared to other social media platforms, Twitter’s shorter Content and Utilise Twitter for short, sharp and authentic conversation and
messaging updates (up to 280 characters) facilitate faster information platform consumer engagement, start communicating personably and
dissemination, and its directed-following and retweeting ensure that the two-way dialogue is consumer driven
functionalities provide better user interactions” (Gong & Wang, 2021)
“The smartest brands will understand where they fit into customers’ Content and More is not necessarily best; analyse engagement levels, taking
lives on social media, find creative ways of fitting into the frequency into consideration that silent consumers do exist who do not
conversation instead of trying to lead it, creating content that breaks interact but may be exposed to the brand and content. Fit into the
through the wall of indifference.” (Hootsuite, 2021) trends seen with when peak engagement occurs, allow fans to
interact with each other without interrupting
“Analysing the sentiment information patterns in fan behaviour Content and Investigate the dynamics of sports fan behaviour in order to ensure
(especially ups and downs of attitudes associated with the game sentiment / tone communication is at the same intensity and feeling as the fans. If
process and outcome) to monitor and predict sports fans’ emotions all fans are upset due to a star player being injured, there must be
and provide a guide for potential interferences to improve fans’ a ‘real world’ response from the PLL
psychological well-being.” (Gong & Wang, 2021)
“Peak tweeting frequencies happened near the end of each game, Frequency and Study data of when the peak tweet times are during PLL games,
after key incidents, and during the daytime the following day. The timing of tweets, and notice behavioural patterns and sentiment. Utilise the key
trends of fans’ attitudes consistent with the theoretical fan behaviour tone towards times for maximum cut through and efficiency as well as
tendencies, including Basking in Reflected Glory (BIRGing) and consumers engagement
blasting” (Gong & Wang, 2021)
Psychological Continuum Model & Hierarchy of Effects

When a fan or participant interacts with the PLL in either a physical or virtual environment,
the marketing team will be interested in their responses and reactions; specifically, what
psychological and physical responses to the experience change or can be measured. Such
reactions are the foundations within sport consumer behaviour (Funk 2008 cited in Funk et
al., 2016, p.5). Market research can assist in segmenting which fans are at what level of
consumption and allegiance to the PLL. The framework to assist in this is the PCM (Funk &
James, 2001; Shilbury et al., 2014). The PLL can utilise the PCM to measure and target
communications to the various levels of allegiance, namely for follower growth the
awareness and attraction phases. Table 5 outlines the levels of the PCM and strategies which
the PLL can involve in their SM marketing to create awareness and attract loyal fans.
Table 5. PCM and strategy

Inputs Stage of PCM Outcomes / Marketing strategy
Characteristics
Attachment outcomes ALLEGIANCE Committed, biased,
Value congruence “I live for the consistent behaviour,
Identification PLL” repetitive, complex
Attraction outcomes ATTACHMENT Stronger, assign
Personal meaning and “I am a PLL fan” emotional, functional
self-importance and symbolic
Self-concept meaning; behaviour is
frequent, expected
and expressive
Awareness outcomes ATTRACTION Positive effect, linking Content related to the
Hedonic and “I like the PLL” attractive attributes emotional, functional and
dispositional needs and benefits; symbolic meaning of the PLL,
Self-efficacy and Behaviour is trial, including star players, effort,
perceived control infrequent and identity. Attempt for them to
evaluative select a favourite player
Socialising agents AWARENESS Knowledge of the PLL, SM content, direct
Cultural influences “I know about no planned behaviour communication targeted at the
Situational (external) the PLL” or random social benefits of the sport;
environment engagement aimed at parents to bring
children into the sport
Socialising agents Non-fan/ No psychological Mass media, socio-cultural
Cultural influences consumer connection promotions to bring friends and
Situational (external) “I have not heard family to join the conversation
environment of the PLL”
(Source: Adapted from Funk et al., 2018; Funk & James, 2001, Shilbury et al., 2014)
Figure 8. The process and impact social media can have
(Source: Filo et al., 2015)
Process, noise and the receiver communications model

The greatest challenge in the PLL’s messages being received by potential and current fans is
noise; this can be of a real nature, or alternatively psychological or an unintentional
interpretation of the message (Shilbury et al., 2014). Figure 8 outlines key processes and
impacts, and Figure 9 outlines the receiver communications model and strategies for PLL to
ensure a strategy for placement and clear and consistent messages across the entire IMC
and SM communication is received by sport consumers.
Campaign ideas and content examples

Research on lacrosse SM content found that the most engaging posts featured athletes away
from the playing field, showcasing their human side, without their helmets (Olson, 2018).
This allows fans and consumers to see the face behind the mask, and to find familiarity and a
psychological response and signals easier than when they were to analyse an image with full
equipment covering the players face (Olson, 2018). A great example of clear, consistent
imagery would be the Adidas Lacrosse as shown in Figure 10. It mixes both personal
messaging and stance on diversity with clear images of the athletes off field.
Figure 9. The PLL Sender – Receiver Communications Model
(Source: Adapted from Belch & Belch, 2021)
Figure 10. Adidas Lacrosse Instagram Content
(Source: Adidas Lacrosse, 2021)

Diversity at the core

Lacrosse needs not just to be viewed positively by the IOC with regards to the upcoming
sport selections for the 2028 Los Angeles Summer Games (Logue, 2021; Pavitt, 2021), but
also by the younger generations wanting to identify with the stars they see on their screens.
Social media can be a way to strategically communicate issue-specific and perception
generating content for organisations (Hemme et al., 2020). A marketing communication
strategy which emphasises the importance of diversity and inclusion is paramount for the
sport, should participation statistics continue in the trend seen from 2016 to 2018 as shown
in Figure 11. This would mean that in 2024, although youth participation and specifically
youth boys, is in decline, youth girls continues to increase and surpasses the number of boy
participants.
Figure 11. Forecast US lacrosse participation in 2024
Forecast Participation 2024

900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
-
2001 2006 2008 2010 2012 2014 2016 2018 2024
Total participants Total youth

Youth boys Youth girls
(Source: adapted from Statista, 2019a, 2019b, 2021a)
Diversity and inclusion have always been issues surrounding not just sport but all industries,
however, incidents in 2020 brought issues of inequality and injustice to the forefront of
sports as issues they can no longer ignore (Deloitte, 2020). Sport has always been known as
an arena for promoting change in society (Deloitte, 2020), and such issues must now be at
the core of sport organisations culture and brand. All of these initiatives serve to strengthen
the national foundations for the sport from a participatory level, and are initiatives which the
PLL can encompass and align with in an integrated marketing communications (IMC) plan to
influence attitudes and behaviours of their fans and create a strong brand equity. A strategic
SM campaign can create a positive brand association and aim to change the perception of
lacrosse as a ‘rich, white man’s sport’ (Cook, 2016), and reduce the tolerance for racism via a
strategic diversity and inclusion campaign.
Diversity from the outside in: Community reporter campaign

The US Census states that by 2044 the population of the US will see more than 50% of the
population as an ethnic minority, meaning white non-Hispanic as a minority versus the total
sum of all (Colby & Ortman, 2015). Ensuring the PLL begins to include multicultural or
culturally and linguistically diverse (CALD) fans as a market is of utmost importance to grow
their market share (Shilbury et al., 2014), as outlined from a journalist in Figure 10.
Showcasing diversity and including CALD journalists and communications is a key strategy to
ensuring the perception of the PLL is one of inclusion and diversity. The PLL could ensure
that part of the SM marketing strategy is to bring in a CALD reporter or fan to ensure this
ethic group is catered for.
Figure 12. Johnson’s review of minorities and lacrosse

6. Conclusion
As a new professional league, the PLL has an exceptional foundation to build upon. Within its
first season both SM fan growth and TV viewership give cause to further development of fan
and participant engagement strategies to strengthen the league. Research has shown that
psychological bonding can occur with fans and players even without socio-cultural forces
such as a historic league or geographical teams. Fans with a favourite player in the PLL show
greater consumption levels than those without, therefore the PLL must ensure that fans
select a favourite player and have this as a strategic point in their IMC. This may require
rethinking of overall strategies to grow SM followership, as fans may be drawn directly to
the tangible athlete and not interact with the PLL. The PLL can however ensure that it aligns
its SM communications with those of the target market by ensuring topics such as diversity,
inclusion and a stance against racism are consistently communicated, offering the possibility
for consumers to adapt their attitudes and perceptions of the once elitist and ‘white college
boy’ sport. With a possible Olympic involvement in the future, youth participation will no
doubt be boosted and offer another opportunity for PLL’s SM platforms to garner new fans.
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Premier Lacrosse League: The Fastest Game on Two Legs

Total word count (too many! ~5093)

The Fastest Game on Two Legs

2. Situational Analysis of Lacrosse in the US

2.1. First came lacrosse, then America

2.2. Popularity and prejudice

Figure 1. US Lacrosse participation 2006-2018

US Lacrosse Participation 2001-2018

2001 2006 2008 2010 2012 2014 2016 2018

2.3. Breaking through the barriers

“Once invested in the sport, no matter the

(Source: Gonzalez, 2021. Girls from Bronx Lacrosse at practice)

Traditional transactional marketing focusing on market share and one-way provider to

Research has demonstrated that strategic SM marketing communications engage and

Figure 2. Integrated Marketing Communications Plan for Social Media

(Source: Adapted from Belch & Belch, 2021)

Figure 3. Relationship Marketing and Social Media Opportunities and Challenges

(Source: Adapted from Alalwan et al. 2017; Filo et al., 2015)

4. The Premier Lacrosse League and Player Centric Marketing Strategy

4.1. Current fan and participant engagement strategies of the PLL

Figure 4. Premier Lacrosse League Social Media Channels – Season 1

PLL Social Media Channels

Twitter Instagram YouTube

(Source: adapted from Hemme et al., 2020)

Platform, frequency and follower rate

Strategy – Team vs player vs league

5. PLL Social Media Marketing Strategy

Figure 6. The development of the Fluid Fan

(Source: Sports Innovation Lab, 2020)

Youth, Gen Z ‘Fluid Fan’ – Core market

Ex-lacrosse players – Secondary market

Content type and channel

Platform Content Type Time & Frequency Objective

Platform Content Type Time & Frequency Objective

Trend Relevant to Action

Psychological Continuum Model & Hierarchy of Effects

Table 5. PCM and strategy

Figure 8. The process and impact social media can have

(Source: Filo et al., 2015)

Process, noise and the receiver communications model

Campaign ideas and content examples

Figure 9. The PLL Sender – Receiver Communications Model

(Source: Adapted from Belch & Belch, 2021)

Figure 10. Adidas Lacrosse Instagram Content

(Source: Adidas Lacrosse, 2021)

Diversity at the core

Figure 11. Forecast US lacrosse participation in 2024

Forecast Participation 2024

Total participants Total youth

(Source: adapted from Statista, 2019a, 2019b, 2021a)

Diversity from the outside in: Community reporter campaign

Figure 12. Johnson’s review of minorities and lacrosse

sport. International Journal of Sport Communication, 6, 120-142. Retrieved 11 June

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Behavioral Sciences, 148, 177-185. https://doi.org/10.1016/j.sbspro.2014.07.032

Chadwick, S., Chanavat, N. & Desbordes, M. (2018). Routledge handbook of sports

marketing, Routledge: Abingdon.

(Published 2013). Nytimes.com. Retrieved 4 June 2021, from

population: 2014 to 2060, United States Census Bureau.

yet. Medium. Retrieved 5 June 2021, from https://arcrane.medium.com/matt-

Deloitte. (2020). 2021 Outlook for the US Sports Industry. Deloitte.

Donovan, R. (2018). Lacrosse, a Lopsided Sport. Samford University. Retrieved 5 June 2021,

Office Sports. Retrieved 4 June 2021, from https://frontofficesports.com/pll-series-a/.