MLS Ad Inc. is proposing a marketing plan to expand their customer base and increase ticket sales for MLS games. Their current focus is Hispanic males aged 20-35, but they plan to target all Hispanics aged 20-45, as well as African Americans and Caucasians aged 20-45, and children aged 15-20. The objectives are to increase total sales revenues by $X million over three years by gradually increasing ticket sales by Y% each year. The marketing budget and strategies to promote MLS are outlined. The plan aims to take advantage of soccer's growing popularity in the US.

1. MARKETING PLAN
Fred Yancey Jr
September, 10 2012
Marketing 522
Professor Gary Levanti
0

2. MLS AD INC.® 1 Soccer Dr.
Soccer Capital, IL 60030
1-888-USOCCER.
MARKETING PPROPOSAL
MLS AD INC.®
Marketing plan
Table of Contents
Executive Summary
Company Description
Strategic Focus and Objectives Plan
Situational Analysis
Market-Product Focus
Marketing Program
Financial Data and Projections
Implementation Plan
Evaluation and Control
1

3. MLS Ad, Inc.
1 Soccer Dr.
Soccer Capital, IL 60030
1-888-USOCCER
September 10, 2012
Keller Graduate School of Management
1075 Tri-State Pkwy #800
Gurnee, IL 60031
ATTN: Gary Levanti
Re: MLS Ad, Inc. ® Business Proposal
Dear Mr. Levanti:
MLS Ad, Inc. is the arm of Major League Soccer (MLS) and is responsible for the broadcasting
rights for the World Cup. The sole purpose of my group is to help the MLS gain media exposure
and credibility like other major U.S. professional sport leagues.
The purpose of my marketing plan is to introduce innovative ways to enter new markets and to
continue growth in our existing market areas. My current marketing strategy is mostly focused
on the customer segment that includes Hispanic males between the ages of 20 to 35. I plan to
expand our marketing efforts to include all Hispanics between the ages of 20 and 45 and also
include a new customer base of African-American and Caucasian men and women between the
ages of 20 and 45 as well as children between the ages of 15 to 20. With this expansion, I plan
on taking advantage of opportunities indicated by higher demand for soccer viewership. My
goal is to generate additional ticket sales to MLS live soccer events and sales of Pay-Per-View
events.
The primary marketing objectives of this plan are covered within a three-year period. Based on
the size of our market and my defined market area, my sales projections for the first year are
ticket sales of $??? in 2008, $??? in 2009, and $??? in 2010. The primary financial objectives
are to increase total sales revenues by $?? Million. Ticket sales for 2004 were $???, 2005
$???, and 2006 $???. As you can see I am hoping to gradually increase tickets sales by ??%
over the three-year period.
The marketing budget for this plan is outlined in our Advertising and Promotional Budget
section. Also, inclusive of this plan are a Market Overview, a SWOT Analysis, our Marketing
Strategy & Objectives, and an Advertising and Promotional Budget.
Overall, this plan will take advantage of the ever-increasing popularity of the sport of Soccer and
the teams that play in the MLS league.
Your point of contact after reading this marketing plan is Fred Yancey Jr.
fyancey7691@gmail.com, 847-888-USOCCER (876-2237)
Thank you for taking the time to review this proposal, and we look forward to doing business
with you.
Sincerely,
Fred Yancey Jr
2

4. Executive Summary
MLS AD INC ®, the marketing arm of started in 2012 by Fred Yancey, to campaign,
promote and expose the American public to the world of Major League Soccer (MLS),
and to provide strong alternative competition and vie for larger shares, on par or to
exceed in the market where football, baseball, and basketball now dominate. MLS AD
INC® has anticipated growth to expand and compete within all fifty states within the US
and to be a top tier ranked league among the industries leaders much like the Spanish,
European, and Italian leagues. Our product involves the company as a whole, and not
just a product within the company. MLS AD INC® will focus primarily on the sport of
soccer and how MLS AD INC ® will partner with industry and network giants to broaden
public awareness, partner with educational institutions to offer soccer scholarships and
build playing-fields on school campuses, and partner with investors to build soccer
stadiums and stimulate the local, state, and national economies thereby increasing
consumer accessibility, desire, willingness to pay and right pricing in order to generate
revenue from local consumer’s participation in, and attendance to Major League Soccer
(MLS) sporting events nationwide.
The overall Strategy Focus and Objectives of MLS AD INC® include three aspects of
corporate strategy that will influence the market: (1) The mission/vision, (2) goals, and
(3) Core competence/sustainable competitive advantage
Mission /Vision
The mission/vision of MLS AD INC® is to bring the world of Major League Soccer to the
forefront in America’s top watched sporting activity and acceptance in all fifty states for
a price that the consumer is willing to pay and with the comparable ease like that of a
‘mouse’ click.
Goals
For the next five years MLS AD INC® seeks to achieve the following goals:
1. To gain an image as the national spokespersons for the sport of MLS soccer.
2. To introduce the sport of MLS soccer to every level of consumer.
3. To keep up with current technology, and offer new services.
4. To expand by partnering with nationally renowned industry leaders.
5. To obtain a real (inflation-adjusted) growth of ___ percent in market share.
6. To have public stock offering by the year 2015.
Core Competency and Sustainable Competitive Advantage
MLS AD INC® seeks to achieve a unique ability
1. To provide high-quality soccer sports excitement to the public.
2. To deliver this service to the customer with the ease of everyday entertainment,
complementing their individual lifestyles and their need for exciting sports action via the
media, internet, print, and live performances.
To translate these objectives into a sustainable a competitive advantage, MLS AD INC®
will work closely with the networks, sports teams, schools, manufacturers, suppliers,
3

5. distributors, and consumers to build the relationships and alliances necessary to satisfy
the full spectrum of total Consumer Relationship Management (CRM).
2.0 Situation Analysis
This situation analysis provides an overview and analysis of the top four competitors in
the industry in relation to the current consumer environment.
2.1Market Summary
Soccer is played on large grass (or dirt field) where players try to kick the ball into the
opposing team’s goal. Scoring goals by getting the ball into the opposing team’s goal is
the official point or score in any soccer match. Official soccer fields are about the size of
a football field. Each team can only play up to eleven players at any given time and any
player is allowed to score a goal. The four main positions in soccer, each with its own
responsibilities are; goal keeper or (goalie), defender, midfielder (halfback) and forward
(striker).
There are a two popular soccer leagues within the United States Major League Soccer
or MLS with a fixed number of teams (currently 19), and United Soccer Leagues (USL).
USL has a first and second division with no relegation as well as an established but
unused system of promotion between them. Promotion does not occur regularly,
between the USL and the MLS as the teams are franchises awarded by the leagues
giving certain rights to the owner which makes it difficult to move from one team to the
other. MSL operates independently from the USL.
In the United States, MLS Ad Inc. is the arm of Major League Soccer (MSL) and is also
responsible for the broadcasting rights for the World Cup (soccer). The sole purpose of
this group is to help MLS gain media exposure and credibility like other major U.S
professional sport leagues. MLS owners all own a portion of MLS Ad Inc. Since this
company is privately owned, the company’s financial details are not disclosed to the
public. MLS Ad Inc. just negotiated TV rights with ESPN/ ABC, Fox Soccer Channel,
Fox sports in Spanish, Univision and HD Net, a deal rumored to be around 20 million
dollars per year to the company. Ticket prices for a MLS game are $10 to $22 dollars
depending on seating location, and season tickets run from $320-$820 dollars per
season with the average attendance per game ranging from 9,000 to 24,000 per game.
Compared to the three other major sports teams Major League Baseball (MLB),
National Basketball Association (NBA), and National Football League (NFL) Major
League Soccer (MLS) has the least expensive tickets of all these professional sports.
Tickets prices for an MLB game ranges somewhere between $100-$5,000 dollars, for a
NBA game the range is between $25.00 to $500.00 dollars, and for a NFL game the
range is between $100-$3500 dollars
4

6. 2.2 S.W.O.T Analysis
(Figure 1) below. Represents the internal and external factors affecting the market
opportunities for MLS AD INC. Stated briefly, this SWOT highlights strides taken by the
MLS AD INC
Figure 1.
(SWOT Analysis for MLS AD INC)
Strengths Weaknesses
- David Beckham – Highly paid and recognized - Low national acceptance
athlete (recruited from the European league) now
plays in the MLS. - Not many soccer stadiums nationally
- America: Women’s World Cup 2000 winners - Low ticket sales
- Hispanic heritage month (OCT) will features - Low public interest
soccer as national highlight – (fastest growing ethnic
group in America and already exposed to the game) - Low attendance at MLS games
-
-
Opportunities
Threats
- Other professional sports athletes involved in - Competition from Football, Baseball, Basketball,
embarrassing litigations Hockey, and Golf
- Controversy over shattered baseball records with -
respect to drugs and other illegal activities
Footnotes:
5

7. 2.3 MLS vs. Competitors in North American Sports Market
Table 1
Qualitative Analysis
Major League Soccer vs. top three American professional sports
Characters MLS NFL NBA
Renowned Athletes Alan Gordon Patton Manning Kobe Bryant
Danny Koevermans Adrian Peterson LeBron James
Robbie Keane Aaron Rogers Kevin Durrant
Steve Lenhart Tom Brady Blake Griffin
2.4 Products and Services being offered
Autographed Soccer balls Jerseys, Footballs Jerseys, and basketballs
Sports Jerseys, Soccer shoes Gym Shoes
Memorabilia
Apparel Jerseys, Soccer shoes Gym Shoes
Price $22-$28 $100-$2500 $25-$560 $17.50-$49.00
Location North America North America North America North America
Number of 19 32 30
Team
6

8. 2.5 Keys to Success
Promotion and relegation is the traditional manner in which soccer leagues exist in Europe.
The legal monopoly, or anti-trust exemption (de facto or de jure), is how it works in US leagues,
with Major League Baseball setting the precedent in the early 20th Century.
Professional sports leagues in the United States (and, largely, Canada) are essentially static with
the exception of expansion.
If we had a hierarchy like Euro soccer (not the current hierarchical model which exists in MLB,
the NHL, and now—to an extent—in the NBA, replete with farm teams), the shenanigans such
as the ones that just went down at Portland's City Hall over ballpark financing would not likely
exist—at least in the manner they did.
Consider this: The MLS and the handful of USL divisions have, for example, 18-team leagues
and play every season so that a few teams would be promoted—i.e. go up a league—and a few
would be relegated—go down a league.
Granted, the financial structuring of such an association would—no doubt—change, but it makes
sense. This would cultivate soccer domestically, with the end result a hungrier and better-quality
brand of soccer.
Assuming the ultimate goal is to field a top-notch U.S. national team, such cultivation would
help dramatically.
Top American players would have a vested interest in playing at home, while top foreigners—in
the prime of their careers this time—might also choose to play here.
The other uplifting and dramatic effect would be that a specific club's supporters would have a
direct investment in the success of that club.
More groundswell and grassroots involvement with soccer at the club level would lead to more
tickets being sold, more money for the club, and thus more money to invest in infrastructure, i.e.
a new privately-financed stadium
The cycle continues upward, especially if that club is traditionally at the top of the tables
("standings" in the American Language).
Right now, the MLS has potential, but it wants to swim against the current, modeling itself after
the Big Four.
Is there room for them in the American sporting landscape with such a paradigm? Doubtful.
Would there be room for soccer if they took the traditional model and ran with it? Likely so.
7

9. 2.6 Critical Issues
Our country's recent tradition of hasty and poor decision-making does not make this prospect any
easier, I'm afraid.
Whining about the lack of regional or traditional rivalries to gain favor with the league brass and
immediately secure a franchise does not do any good in the long run.
If we want Yankees-Red Sox, Cardinals-Cubs, Habs-Bruins, Lakers-Celtics, or Cowboys-
Redskins scenarios, the only way is to cultivate such matchups in a proper manner.
Timbers-Sounders already has momentum in the Pacific Northwest. In fact, it might even be the
fiercest rivalry in American soccer.
It will gain credence with the country at large only if the MLS and its sister leagues are
legitimized, nationally and internationally, and that is with a relegation-promotion system.
The old athletic rivalries, in the U.S. and abroad, became what they are from years of play—and
organically—through their respective fan bases. Fiat and an unruly commissioner does not make
fans invest in such a process.
Remember, soccer is still relatively new on the scene.
The NASL had traction for a time, but flickered out like a distant star largely because of poor
management, the chief error being rapid expansion.
Will the MLS fall to the same fate? It is not looking good, but aside from picking through
Nostradamus quatrains to find out, the next best guess might be in the hands of a magic eight
ball.
8

10. 3.0 Marketing Strategy
This section will describe the marketing and product objectives for MLS AD INC®, and
their target markets, positioning, product, price, and promotion strategy of its services.
First, our current customer segment is the Hispanic market. Population in the U.S. for
this segment continues to grow at steady rate. Loyalty and purchasing power from this
fan-base also continues to grow as a result of the increase in population. There are
now numerous players in the MLS league that are well known in the soccer culture,
which more and more Hispanics can identify with.
Our second segment includes the African-American population. This group is the
second-largest subculture after Hispanics and shops more than any other minority
group. Over the past five years, there has been a continual increase of African-
American players.
The third segment is the Caucasian segment. When the MLS league was founded in
1994, the players consisted of approximately 50% Hispanic, 30% European and
African-America, and the remaining 20% were Caucasians. Today, the league is made
up of 45% Caucasian. Our goal for this segment is to market the fanfare of this
increased market segment.
3.1 Mission
The mission of the MLS Soccer is to enhance, assist and grow the sport of soccer in the
United States with a special emphasis on underserved communities.
We view soccer as a powerful vehicle for social change. By supporting the
development of places to play, places to grow and places to learn, our goal is to ensure
that children in underserved communities have easy and affordable access to quality
soccer programs that support their physical and personal development.
Areas of interest include:
Places to Play: Engaging community-based organization, government agencies
and local non-profits, the Foundation works to develop quality soccer fields that
provide children with safe places to play and develop skills.
Places to Grow/Places to Learn: The Foundation supports the development
and expansion of soccer programs with strong youth development components.
Areas of emphasis include programs that:
o Provide children with guidance on nutrition and ways to stay active and
healthy to help combat rising childhood obesity rates;
o Engage children in academic activities with the goal of increasing
educational attainment;
o Work to guide children away from negative influences such as gangs and
violence.
9

11. 3.2 Marketing Objectives
The MLS AD INC marketing intent is promote sales and attendance of MLS Soccer,
and to take full advantage of its service potential while building a base from which other
revenues sources can be utilized. These are detailed in four areas below:
3.3 Financial Objectives
Few sports leagues guard their finances more closely than MLS, but
efforts to bring a franchise to Portland brought many long hidden numbers to light. In a
report prepared by HVS, many MLS financial numbers became public for the first time.
The report is here.
The report projects MLS finances from 2011 (when Portland enters the League), until
2015 and aggregates data from past seasons. Total MLS stadium revenues for 2011-
2015 are projected at $14-15 Million per year. This includes ticket sales, advertising,
naming rights, concessions and more.
The report also addresses season ticket sales for 2007 and 2008 with Toronto the high
(16,641 in 2008) and Chivas the low (837 in 2008). The report does not include
Seattle’s 22k for 2009. Most teams fall in the 3-5k range, but the League did show a
26% increase from 2007 to 2008 (including the addition of San Jose in 2008).
Because the report focused on the viability of a stadium in Portland, many of the
numbers focus on seating, concessions, merchandise and other game day items.
Around the League, Club prices range from $5,000 (both L.A. teams) to approximately
$1,000. Suites range from $154,000 per year (Galaxy) to $21,000 per year (KC). Some
teams sell suites by the game, while most offer only annual purchases.
Stadium naming rights are also discussed; The Home Depot Center is a $70 million
deal for 10 years, while Pizza Hut Park is $25 million over 20 years. Dick’s Sporting
Goods Park is a $40 million two year deal and Rio Tinto is a $1.5-$2 million dollar
annual deal (for 15 years)The report also projects annual ticket sales in Portland (well
below the mean), ticket prices, revenue from non-soccer events and more.
This is a fascinating picture of the League’s current, past and future finances. Based on
these numbers, the City of Portland and presumably investors in Vancouver, Portland,
Philly and St. Louis were eager to buy into MLS. The report makes for fantastic reading
(in its entirety) and will definitely make for interesting conversation.
10

12. 3.4 Target Markets
The primary revenue market for MLS AD INC is all adult consumers and children
ranging in ages from 8 years of age and up.
3.5 Positioning
In the past baseball, football, and basketball have been a way of life for America. MLS
AD INC will institute and sustain a vigorous ad campaign to make MLS soccer a
national pastime and a household word beginning with the phrase below:
3.6 Marketing Mix
The four marketing mix elements of MLS AD INC® marketing program are detailed
below.
3.7 Strategies
Product Strategy
Introducing MLS soccer nationwide is a complex task and requires that creative
promotional activities gain consumer awareness and confidence among the target
market households identified earlier. The anticipated approach to enter the market will
be to saturate the market with vigorous advertising three months prior to the start of the
competition’s seasons and continue throughout, ending three months after the end of
their seasons for the first three years.
Price Strategy
Various price strategies to attract fans within all income brackets
- Seating upgrade for nominal add on fee
- Season/group/corporate discounts
- Reduced prices at the box office
Promotion Strategy
These are all augmented product offerings to be more competitive
- Player access
- Fan-tunnel access
- Guaranteed seat locations
- Scholarships
- Prizes with purchase
- Bring-a-friend coupons
- Memorabilia
- Partner with sponsors and offer giveaways, prizes and raffles with purchase of tickets
11

13. Place (Distribution) Strategy
The distribution is intended to provide nationwide attention and to reach out to all types
in the consumer market. From the start of the soccer season which runs from early
April to late November, MLS AD INC® will launch an aggressive campaign featuring the
ad (figure 2) below, on billboards nationwide. Simultaneously, MLS AD INC® will also
launch thirty-second television spots on all major network three months before, after,
and throughout the soccer season during prime time as well as a nationwide photo and
autograph opportunity at all MLS sporting events and in all major sporting goods stores.
Over the next three years, billboards nationwide will also be updated every three
months to depict other soccer themes consisting of men, women, and children engaged
either in the sport itself or as part of the action from previous games.
- Media
-Billboards
- Internet
- Newspaper ads
- Magazines
12

14. 3.8 Marketing Research
List of NFL television contracts
Since 1982
Period AFC Package NFC Package Sunday Night Monday Night Thu/Sat Night Total Amount
1982-
NBC CBS None ABC $420 million/yr
1986
1987-
NBC CBS ESPN (2nd half) ABC $473 million/yr
1989
1990- TNT (1st half)
NBC CBS ABC $900 million/yr
1993 ESPN (2nd half)
1994- TNT (1st half)
NBC FOX ($395 million/yr) ABC $1.1 billion/yr
1997 ESPN (2nd half)
1998- ESPN ($600 ABC ($550
CBS ($500 million/yr) FOX ($550 million/yr) ESPN $2.2 billion/yr
2005 million/yr) million/yr)
2006- CBS ($622.5 FOX ($712.5 ESPN ($1.1 NFL Network $3.735
NBC ($650 million/yr)
2011 million/yr) million/yr) billion/yr) (N/A) billion/yr
13

15. All-Star exhibition games
This section lists major All-star games sorted by total attendance. Please help Wikipedia by adding more matches.
Event Sport Year Venue City, Country Attendance Source
Pro Bowl (NFL) American football 2006 Aloha Stadium Honolulu, Hawaii, United States 51,190 NFL
Thomas & Mack Las Vegas, Nevada, United
NBA All-Star Game Basketball 2007 15,694 NBA
Center States
San Francisco, California, United
MLB All-Star Game Baseball 2007 AT&T Park 43,965 ESPN
States
WNBA All-Star Game Basketball 2007 Verizon Center Washington D.C., United States 19,487 WNBA
American Airlines Mercury
NHL All-Star Game Ice hockey 2007 Dallas, Texas, United States 18,532
Center News
MLS All-Star Game Football (soccer) 2006 Toyota Park Bridgeview, Illinois, United States 21,210 MLS
E. J. Whitten Legends Australian rules
2006 Telstra Dome Melbourne, Australia 13,000 AU Stadiums
Game football
14

16. List of TV markets and major sports team
This list is ranked by Nielsen media markets in the United States. Only teams from the four major North American professional sports leagues (MLB, NBA, NFL,
NHL) are listed.
Rank Media Market MLB NBA NFL NHL
New York Mets, New York New Jersey Nets, New New York Giants, New New Jersey Devils, New York
1 New York City
Yankees York Knicks York Jets Islanders, New York Rangers
Los Angeles Angels of Los Angeles Clippers, Los Anaheim Ducks, Los Angeles
2 Los Angeles
Anaheim, Los Angeles Dodgers Angeles Lakers Kings
Chicago Cubs, Chicago White
3 Chicago Chicago Bulls Chicago Bears Chicago Blackhawks
Sox
4 Philadelphia Philadelphia Phillies Philadelphia 76ers Philadelphia Eagles Philadelphia Flyers
5 Dallas/Fort Worth Texas Rangers Dallas Mavericks Dallas Cowboys Dallas Stars
Oakland Athletics, San Oakland Raiders, San
6 San Francisco Bay area Golden State Warriors San Jose Sharks
Francisco Giants Francisco 49ers
7 Boston Boston Red Sox Boston Celtics New England Patriots Boston Bruins
8 Atlanta Atlanta Braves Atlanta Hawks Atlanta Falcons Atlanta Thrashers
9 Washington, D.C. Washington Nationals Washington Wizards Washington Redskins Washington Capitals
10 Houston Houston Astros Houston Rockets Houston Texans
11 Detroit Detroit Tigers Detroit Pistons Detroit Lions Detroit Red Wings
12 Phoenix Arizona Diamondbacks Phoenix Suns Arizona Cardinals Phoenix Coyotes
Tampa Bay
13 Tampa/St. Petersburg/Sarasota Tampa Bay Devil Rays Tampa Bay Lightning
Buccaneers
14 Seattle Seattle Mariners Seattle SuperSonics Seattle Seahawks
15 Minneapolis/St. Paul Minnesota Twins Minnesota Timberwolves Minnesota Vikings Minnesota Wild
16 Miami/Ft. Lauderdale Florida Marlins Miami Heat Miami Dolphins Florida Panthers
17 Cleveland/Akron/Canton Cleveland Indians Cleveland Cavaliers Cleveland Browns
18 Denver Colorado Rockies Denver Nuggets Denver Broncos Colorado Avalanche
19 Orlando/Daytona Beach/Melbourne Orlando Magic
20 Sacramento/Stockton/Modesto Sacramento Kings
21 St. Louis St. Louis Cardinals St. Louis Rams St. Louis Blues
15

17. 22 Pittsburgh Pittsburgh Pirates Pittsburgh Steelers Pittsburgh Penguins
23 Portland, OR Portland Trailblazers
24 Baltimore Baltimore Orioles Baltimore Ravens
25 Charlotte Charlotte Bobcats Carolina Panthers
26 Indianapolis Indiana Pacers Indianapolis Colts
27 San Diego San Diego Padres San Diego Chargers
28 Raleigh/Durham/Fayetteville Carolina Hurricanes
29 Hartford/New Haven
30 Nashville Tennessee Titans Nashville Predators
31 Kansas City, MO Kansas City Royals Kansas City Chiefs
32 Columbus, OH Columbus Blue Jackets
33 Cincinnati Cincinnati Reds Cincinnati Bengals
34 Milwaukee Milwaukee Brewers Milwaukee Bucks
35 Salt Lake City Utah Jazz
36 Greenville/Spartanburg/Asheville
37 San Antonio San Antonio Spurs
38 West Palm Beach
Grand Rapids/Kalamazoo/Battle
39
Creek
40 Birmingham/Anniston/Tuscaloosa
41 Harrisburg/Lancaster/Lebanon/York
42 Hampton Roads, VA
43 Las Vegas
44 Albuquerque/Santa Fe
45 Oklahoma City
Greensboro/High Point/Winston-
46
Salem
47 Memphis Memphis Grizzlies
48 Louisville
49 Jacksonville Jacksonville Jaguars
50 Buffalo, NY Buffalo Bills Buffalo Sabres
51 Austin, TX
16

18. 52 Providence/New Bedford
53 New Orleans New Orleans Hornets New Orleans Saints
54 Scranton/Wilkes-Barre
55 Fresno/Visalia
56 Albany/Schenectady/Troy
57 Little Rock
58 Knoxville
59 Richmond
60 Tulsa
61 Mobile/Pensacola/FortWalton
62 Dayton
63 Fort Myers/Naples, FL
64 Lexington, KY
65 Charleston/Huntington
66 Flint/Saginaw/Bay City
67 Roanoke/Lynchburg
68 Tucson
69 Wichita/Hutchinson
70 Green Bay/Appleton Green Bay Packers
17

19. 4.0 Controls
Controls help management measure results and identify any problems or
performance variations that need corrective action.
Controls are being established to cover implementation and the organization of our
marketing activities.
4.1 IMPLEMENTATION
We are planning tight control measures to closely monitor quality and customer
service satisfaction. This will enable us to react very quickly in correcting any
problems that may occur. Other early warning signals that will be monitored for
signs of deviation from the plan include monthly soccer ticket sales (by segment
and channel) and monthly expenses.
4.2 MARKETING ORGANIZATION
MLS Soccer overhead chief marketing officer, Fred Yancey, holds overall
responsibility for all of the company’s marketing activities. MLS Soccer has hired
Worldwide Marketing to handle national sales campaigns, trade and consumer
sales promotions, and public relations efforts.
5.0 Conclusion
MLS AD INC® will conduct quarterly market assessment to determine market
share, and make tailored adjustment to satisfy their objectives.
18

20. Mission Statement | US Soccer Foundation. (n.d.). Mission Statement | US Soccer Foundation.
Retrieved October 20, 2012, from
http://www.ussoccerfoundation.org/site/c.ipIQKXOvFoG/b.5438447/k.A698/Mission_Statement
.htm
Berger, B. (2009, March/April). Footiebusiness. Footiebusiness. Retrieved October 20, 2012,
from http://footiebusiness.com/2009/03/26/mls-a-peek-behind-the-curtain
O'leary, B. D. (2009, March/April). MLS [Web log post]. Retrieved October 20, 2012, from
http://bleacherreport.com/articles/137877-promotion-relegation-patience-keys-for-soccers-
success-in-the-states
Smith, N. (2011, August/September). Advantages & Disadvantages From Playing Soccer on
Turf. LIVESTRONG.COM. Retrieved October 20, 2012, from
http://www.livestrong.com/article/521558-advantages-disadvantages-from-playing-soccer-on-
turf/
Soccer. (2012, October 16). Wikipedia. Retrieved October 20, 2012, from
http://en.wikipedia.org/wiki/Soccer
Fanrates.com - They play, You save! (n.d.). FanRates.com. Retrieved October 20, 2012, from
http://www.fanrates.com/
Kotler, P., & Keller, K. L. (2009). Marketing management. Upper Saddle River, NJ: Pearson
Prentice Hall.
19