Alex Meshkin

Everyone is aware that a severe sponsor recession is hitting the NASCAR industry. But many are blaming the broader economic crisis as opposed to examining the dreadful trends eroding the NASCAR value proposition. NASCAR is facing a steady drop in television viewership, race attendance and overall fan interest, and the costs to operate a Sprint Cup team has almost tripled since 2002. Today, the top three teams – Hendrick Motorsports, Joe Gibbs Racing, and Roush Fenway Racing— are seeking complete season sponsorships between $22 million to $25 million. With the going rate per race anywhere from $500,000 to $750,000 – is there ANYONE who believes there is a ROI for sponsors at these prices? I don’t believe so.

Another alarming business trend, is that now, most sponsors want single-year deals. These days, a six-race package for $3 million qualifies as a “big deal” in Sprint Cup circles. The marquee free agent among sponsors is Ask.com, which spent about $4 million on its team deal with Hall of Fame Racing for the 2009 season and likely won’t spend more than that on the next deal, if indeed, the search engine decides to stay in the sport. Big name sponsors Allstate, DeWalt, Jack Daniel’s and Jim Beam will leave after this year, choosing to save that money or spend it elsewhere.

And of course, we are all aware of the market forces pushing the automakers to reduce their financial exposure to NASCAR – so I will ask the same simple question I have been asking for two years.

Why isn’t NASCAR doing anything to help the teams to ensure the long term viability of the sport?

I think the answer is pretty simple – they don’t feel they need too. And instead, want to continue pocketing the vast majority of the sports’ lucrative television contracts. And why, you may ask, has NASCAR (France Family) been able to dominate teams? I believe it is because NASCAR teams haven’t united into an association or partnership demanding the right changes to the sport. Just look across the pond to Formula 1 – while they face their own unique challenges, they do have a much more fair and logical business model. The teams are part of an association (Formula One Teams Association – FOTA), that collectively negotiates on financial matters and the adoption of rules affecting competition in their sport.

Whereas, when you look at NASCAR, you have a dictatorship run by Brian France, who I believe most will agree has single handedly undone many of the incredible accomplishments of his late father and grandfather. But as a former NASCAR team owner, I know the teams feel powerless. But it the truth be known, NASCAR is nothing without the teams. Now is the time for the teams to stand up and make a stand – the team owners are the only hope to save NASCAR. Teams must unite on common principles:

• Increased competiveness: major changes are required to the Car of Tomorrow to ignite fan interest
• Reduced operating expenses: less personnel at the track and NASCAR needs to follow the lead of Formula 1 and require race engines to be used at more than one event
• Modern technology: embrace fuel injection and alternative fuels/energy sources to make NASCAR an R&D platform for the automakers.
• Greater Revenue Sharing: Demand an equal share of the television revenues split between NASCAR, Race Tracks and Teams.

These 4 basic principles could reduce annual corporate sponsorship prices from $20 million down to $10 million – a marketing budget that could be justified to corporate executives. Plus, these changes would reignite the automakers interest in investing in the sport and most importantly, bring back the on-track excitement that race fans expect.

If teams do not take a united stand, but rather chose instead to continue to run around in circles spinning their wheels – they are facing certain annihilation.

Looks like Joey Logano will be the ultimate beneficiary of Tony Stewart leaving Joe Gibbs Racing (JGR). All signs are indicating that Joey Logano will receive the nod from Joe Gibbs to replace Tony Stewart in the #20 Home Depot Toyota Camry for the 2009 season.

The Joe Gibbs Racing plans call for the 18-year old to make his NASCAR Sprint Cup debut at Richmond International Raceway on September 6th, with additional races to be announced within the next 2-3 weeks.

Logano has had an impressive racing career over the past several years as he moved from ASA to the NASCAR ladder system. But one most wonder if he is moving to Sprint Cup too soon? Unlike most of the young talents in their inaugural season in Sprint Cup, in 2009 a direct comparison will likely be made between Logano and Kyle Busch. Kyle is the top performing driver of 2008 and will now be Logano’s teammate, both having identical equipment. With that said, this could make an interesting brew and could be a difficult test for young Logano as he attempts to demonstrate his talents. If he disappoints – it could have devastating implications to the youngster and may ultimately detract from his progression; consequently harming his long term prospects.

In my posting NASCAR Sponsorship 2.0, I previously discussed how teams have a real opportunity to leverage their “content” through digital channels creating supplemental advertising revenue to offset their losses in traditional on-the-car sponsorship. Some may ask, is there really an opportunity in digital advertising for NASCAR teams? A recent report from eMarketer, projects online advertising for sports sites will double from 2008 to 2012 – to $2 billion.

The sports site online advertising market is mostly untapped by NASCAR and remains a huge opportunity for race teams to tap into and ensure their continued viability in these difficult economic times.
While the most dedicated NASCAR fans are not your typical early adopters of online services; there still remains a tremendous opportunity to harness the power of the loyal demographic who embraces the internet as a regular source of news and entertainment. According to Quantcast, NASCAR.com generates approximately 3.7 M monthly unique users and peaks at over 6.5 M during the beginning of the season. So while the audience may be limited in numbers, the unmatched advertiser loyalty provides a desirable market opportunity to distribute content directly to fans through digital channels for racing teams such as Hendrick Motorsports, Roush Fenway and Joe Gibbs Racing. Unlike the franchised sports teams of the NFL, NBA, NHL and MLB; NASCAR Teams have complete autonomy of their online presence and content. This provides a significant value proposition where teams can leverage their content through a variety of online business models to create interaction with fans and ultimately new sources of advertising revenue. This would likely result in considerable exposure for their existing sponsors; and consequently create a new advertising inventory that would be measurable and provide a clear Return on Investment (ROI).
As a former NASCAR Team Owner, Sports Marketer and Digital Media Entrepreneur; I have succeeded in bringing new sponsors such as eBay and Toyota into NASCAR, and leveraged online advertising to unlock revenue sources from digital channels that created a history making NASCAR racing team. The potential has never been greater and the most successful teams have the largest market opportunity to generate significant value that can be monetized in the digital economy.

Over the past few years corporate marketing and advertising budgets have made a dramatic shift from Old Media towards New Media, which provides measurable customer acquisition with a recognizable ROI. Today, current NASCAR Sponsorship programs are structured much like Old Media, which fails to present corporate marketers with the value presented through “new media” channels. Now there are some who will say – sports marketing isn’t Old Media or New Media but Sports Media. While Sports Media does present a unique value proposition – at the end of the day, it does not provide corporate marketers a measurable customer acquisition medium -making it very similar to Old Media.
When specifically analyzing NASCAR as a marketing platform it’s undisputed that it provides unparallel consumer brand loyalty for sponsors; however “die-hard” fans, which are the most brand loyal – are unfortunately also a dying breed. As our country continues to face high inflation and a challenging economy for the middle-class, which is the loyal mainstay of the NASCAR demographic; it will become a less attractive marketing medium to corporate marketers.
Across the country, many businesses are attempting to adapt to this challenging economic market. Over the past number of months, the newspaper industry has announced wide scale layoffs as they attempt to transition their business to more online operations. The latest causality is The Atlanta Journal-Constitution that announced cuts to its work force by approximately 8 percent or 189 jobs. NASCAR is not alone; and needs to take heed and understand that it is no different than t the challenged models of the newspaper and Old Media industries – which also offer a branding and awareness platform with no real method to measure customer acquisition for its advertisers. Old Media is in a state of peril; and NASCAR and its teams must not make the fatal mistake of assuming they are immune to the fragile economy. Now is the time for them to reinvent themselves or they will face a similar dreadful business fate for their sponsorship prospects.
As a lifelong fan, former team owner and new media entrepreneur – I see numerous avenues to upgrade NASCAR from its current “1.0” platform to a “2.0” marketing approach; and leverage digital media technologies and social marketing techniques to provide unparallel fan interaction and advertiser ROI.
Back in 2003, in conjunction with the launch of my team Bang Racing with Toyota Motorsports, I developed a marketing platform and corresponding online venture to engage consumers and enable advertisers to target fans with online promotions and incentives. We successfully deployed a “points” based auction powered by eBay (a Bang Racing sponsor) and delivered unmatched ROI to our sponsors.
Today there exists technologies, which if employed could provide NASCAR and teams with a solution. Available web 2.0 architecture and social marketing techniques would enable NASCAR, teams and sponsors to leverage existing technology and increase their exposure, interaction and ultimately the sponsors’ ROI.
The most basic web 2.0 technologies, which have transformed online marketing, journalism and even politics, are “blogs”. They are free and easy to use but yet, not a single driver, team or even NASCAR has implemented one. This most basic concept is far beyond the understanding of most NASCAR insiders and demonstrates the antiquated approach to marketing.
NASCAR racing is entertainment and content; and while NASCAR Corporate controls the “content” at the racetrack; and teams are unable to successfully monetize their at-track presence – racing teams do have the ability to monetize their “content” away from the track – if they employ these new technologies. “RaceWorld”, which was a failed attempt by Michael Waltrip to engage fans in a physical structure, further demonstrates a lack of current business and technology savvy of NASCAR teams. Today, teams must embrace and engage fans through technology and the internet rather than expensive and traditional channels. A great case study is the success of online video – which is dominated by user-generated content – not by television networks or studios – this is the genius of the success of YouTube.
NASCAR teams, such as Hendrick Motorsports, Roush Fenway Racing and Joe Gibbs Racing could offset the devastating effects of projected manufacturer financial support losses and a difficult sponsorship market by simply distributing content through a variety of successful online businesses, which would increase advertisers’/sponsor’ impressions; while providing new revenue sources.
Through the use of live online streaming, micro-blogging, social networking and other web 2.0 concepts – NASCAR Corporate, racing teams and motorsports sponsors have the ability to receive an ROI capable of sustaining the growing costs of the sport. What are they waiting for – the race is on – and time is running out!

Over the past several days there have been rumblings in the garage about the future of the U.S. Army sponsorship program. The U.S. Army, who has sponsored Mark Martin’s Dale Earnhardt Inc. (DEI) #8 Chevy for the last two seasons, is evaluating their alternatives to DEI – even though DEI insists they are still in the running to retain the deal.

“We are talking to them on a regular basis,” John Story, VP DEI said of the U.S. Army.

According to multiple sources, Army officials have not yet decided which team they want to go with next year. One published report has them moving to Bill Davis Racing (BDR) next season, which was roundly denied by several sources close to the situation. It’s strongly unlikely that the U.S. Army would select BDR over their alternatives.

But as the NASCAR elite reach the recently implemented 4 car limit; the U.S. Army’s options are far more limited than at any other time. Let’s analyze their options, the only well performing teams which have primary sponsorship vacancies are Joe Gibbs Racing and Gillette Evernham Motorsports (GEM).
Of course, if Tony Stewart acquires the majority of HAAS CNC Racing to form Tony Stewart Racing, it could clearly provide the U.S. Army with another viable option.

But dissecting the most logical options, the question remains: Would the U.S. Army sponsor a foreign manufacturer (Toyota)?

Doubtfully – so that leaves us with GEM.

Richard Childress Racing (RCR) has much to be proud of these days and is tearing up the NASCAR Sprint Cup Series with having all 3 of his cars in the Top 12 in point’s standings; and is currently qualified for the Chase for the Cup. However, the off-the track business maneuvers of this champion contending organization is even more impressive. Yesterday, Caterpillar a long time sponsor of Bill Davis Racing (BDR) announced they signed a multi-year agreement with RCR to become the primary sponsor of Jeff Burton and the #31 team – replacing AT&T who is prevented from returning to the sport by NASCAR and Sprint. This announcement comes on the heels of RCR securing General Mills as the primary sponsor of their 4th team.
It’s ironic – the same rules that help you one season can come back to bite you the next. Case in point, the guaranteed starting position, which is afforded to the teams in the Top 35 in points, has been one of the motivating factors for the switch by Caterpillar to RCR(RCR #31 team is 2nd in the point’s standings). If you recall – this unfortunate rule was instituted by NASCAR only after the BDR Caterpillar team failed to qualify for a race in 2004 under the old rules. Regardless, you must congratulate RCR on their off-track success as they strengthen their organization to be better positioned to effectively compete with the super teams of Hendrick Motorsports and Joe Gibbs Racing.
Since 2002, the last year BDR won a race, they have rapidly unraveled and are clearly on the road of becoming defunct. In 2008 we see RCR redefining success with having 3 teams in the top 12; while two other organizations are teetering on the verge of extinction.

(full disclosure: In 2005, my team (Bang! Racing) was adding a Sprint Cup team and the Top 35 rule resulted in the loss of these new sponsors)

Recently, Richard Childress Racing (RCR) made a major announcement – General Mills (NYSE: GIS) has agreed to a multi-year partnership to sponsor the No. 33 Cheerios®/Hamburger Helper® Chevrolet Impala SS beginning with the 2009 NASCAR Cup Series season.

This is the final nail in the coffin for NASCAR’s oldest team – Petty Enterprises. With its dismal performance in the past two decades, NASCAR’s old boys’ network continues to crumble. The trend of corporate sponsors to gravitate to the elite stables of Hendrick Motorsports, Joe Gibbs Racing, Roush Fenway Racing, Richard Childress Racing and Gillette Evernham Motorsports continues to challenge the sustainability of the remaining fledgling racing teams.

The days of former drivers and crew chiefs operating inefficient poor performing racing teams and shaving millions of dollars from major corporate sponsors are clearly over. The future of NASCAR is clear – there will be six to eight teams, each with four cars. The most elite will thrive; the others will fight for survival and the appeal of NASCAR with its core fans will continue to deteriorate.

Sincere congratulations to Richard Childress Racing and General Mills and best of luck in 2009.

10 years ago, if I told a NASCAR fan that Robert Yates Racing would lose all of their sponsors and be on the verge of going out of business and becoming another “defunct” team, every single fan would have said “you must be out of your mind.”

But fast forward to 2008 and so called “super teams” – Yates Racing, Chip Ganassi Racing, Bill Davis Racing and Dale Earnhardt Inc. all have primary sponsor vacancies and may shutter one or more of their teams. Some may ask “How did this happen?” You will hear many say the principle cause is the rising costs of drivers, personnel and other expenses. And YES, while these are all contributing factors; the fundamental flaw of a NASCAR sponsorship program is the inability to measure the performance and success of the program. While NASCAR has always positioned itself as a branding vehicle; in 2008 branding is only achieved through customer acquisition; and NASCAR sponsorship does not provide an effective means to measure its performance.

With the rapid growth of online advertising opportunities and pay-for-performance models, why would one invest a large portion of their marketing budget into a non-quantifiable advertising campaign? If motorsports’ agencies and teams cannot provide an answer to this daunting question – NASCAR fans will be more disappointed as more and more teams become sponsorless and face the inevitable loss of their favorite teams.    

When a potential corporate sponsor investigates a NASCAR sponsorship opportunity, the chief value proposition that is touted – is the high brand loyalty that sponsors’ receive. This approach is not only out-dated but the  value proposition is severely overrated.  As many know, I grew up as a die-hard Dale Earnhardt Sr. fan and subsequently, in recent years have cheered for Dale Jr. But do I drink AMP, Mountain Dew or any other Pepsi product? Ah No. Do I drive a Chevrolet? No. Clearly, brand loyalty is not enough to justify $20 Million dollars to sponsor a Sprint Cup team.

NASCAR teams, unlike Formula 1, completely rely on advertising revenue to fund their operations – and the option of reducing operating expenses is just not realistic. Consequently, unless NASCAR decides to “share the wealth” and allocate a larger percentage of television revenue to their racing teams, those teams MUST reinvent their marketing approach to survive.  But it’s not doomsday for everyone in the sport – Hendrick Motorsports, Joe Gibbs Racing and Roush Fenway Racing are on top of the racing world – with world-class drivers and premiere equipment – to drive their considerable sponsorship demand. But where does that leave, lesser know drivers and less significant teams, and perhaps even future teams?

As the youngest NASCAR team owner in history and with the best track record for any first year team, I scored Toyota’s first two NASCAR victories and know what it takes to perform on the race track and in the corporate board room. I personally pioneered the development of online loyalty and incentive programs in NASCAR and leveraged internet marketing strategies to secure companies such as, eBay to sponsor Bang! Racing. But without an integrated approach whereby teams can leverage the NASCAR brand, innovative business models will not prosper and teams will continue to fail at an alarming pace.

I implore NASCAR, its team owners and motorsports agencies to collaborate to develop and implement a better approach and solution before the majority of teams become bankrupt and are forced to be remembered as simply “defunct.”

By: Alex Meshkin, former owner of Bang Racing