running head: minor league baseball 1 minor league
TRANSCRIPT
Running Head: MINOR LEAGUE BASEBALL 1
Minor League Baseball: A Leader in Public Relations
A Thesis Submitted in Partial Fulfillment of the
Requirements of the Renée Crown University Honors Program at
Syracuse University
Alexa DeVito
Candidate for Bachelor of Science
and Renée Crown University Honors
Spring 2020
Honors Thesis in Public Relations
Thesis Advisor: Brad Horn, Professor
Thesis Reader: Dennis Deninger, Professor
Honors Director: Dr. Danielle Smith, Director
MINOR LEAGUE BASEBALL 2
Abstract
The 2000s have been dominated by multiple technological advancements that have made
professional sports more easily accessible to the public via the electronic media than ever before.
Nonetheless, Minor League Baseball has remained successful in attracting community members
to its ballparks for unwavering, affordable family fun. As such, MiLB is a quintessential example
of effective public relations.
To learn more about MiLB’s success, extensive secondary research was conducted, followed by
a survey distributed to MiLB fans nationwide and an interview with MiLB’s Senior Director of
Communications, Jeff Lantz.
MiLB’s public relations best practices are transferrable to industries beyond sports. No matter
the industry, diversity initiatives and inclusion are essential to appeal to younger demographics,
and, wherever possible, industry subsidiaries should be allowed autonomy to optimize creativity
and maximize effectiveness.
MINOR LEAGUE BASEBALL 3
Executive Summary
With the emergence of Generation Z into adulthood, and because of the advanced technological
changes that have followed its aging, families are increasingly able to remotely watch their
favorite professional sports teams. In fact, today, online streaming services and cable and
satellite subscriptions have enabled professional teams to earn just as much, if not more, revenue
than before their existence, without having to rely as heavily on ticket sales.
Compared to most professional sports leagues, such as Major League Baseball and National
Football League, for Minor League Baseball teams, there is less demand from their hyper-local
fanbases for online streaming services, and most teams do not offer them. Instead, MiLB teams
rely on public relations tactics, like fireworks, giveaways, mascots and theme nights, to attract
fans and earn revenue. MiLB exemplifies effective public relations because it successfully
cultivates long-term relationships with its communities through promotions, customer service
and diversity initiatives, and it should serve as a model for other organizations aspiring to
improve their public relations functions.
To learn more, both secondary and primary research, including internet sources, a survey and an
interview, were utilized to understand MiLB’s position as a public relations leader. Secondary
research provided a basic understanding of MiLB and its fanbase. An online survey was
distributed nationally to MiLB fans to gauge their attitudes and perceptions about MiLB and
evaluate factors purposed to incentivize them to attend games. Lastly, an interview with Jeff
Lantz, MiLB’s Senior Director of Communications, provided insight to MiLB’s perceptions of
its role in achieving success.
MINOR LEAGUE BASEBALL 4
The study resulted in four key findings: diversity initiatives are important to motivate community
members to attend MiLB games, especially for younger age demographics; promotions are
perceived as equally effective by all age categories, excluding fireworks, which are favored by
younger demographics; MiLB’s primary target audience is families; and MiLB allows its 160
teams free reign concerning its public relations promotions, within reason.
Overall, the study shows how MiLB’s best public relations practices are transferrable to other
industries, even beyond sports. No matter the industry, diversity initiatives are essential to
improve public perception among younger demographics, and, wherever possible, industries
must grant their subsidiaries autonomy and encourage collaboration to optimize creativity.
MINOR LEAGUE BASEBALL 5
Table of Contents
Acknowledgements ……………………………………………………………………………… 6
I. Introduction …………………………….……………………………………………………. 8
II. Bill Veeck …………………………………………………………………………………… 10
III. Major League Baseball Attendance Drop ………………………………………………. 13
IV. Cable and Satellite Subscriptions and Streaming Services ………………...………………. 15
V. Implications of Cable and Satellite Subscriptions and Streaming Services on Minor
League Baseball ………………………………………………….……………………………. 17
VI. Minor League Baseball Promotions ……………………………………….………………. 18
VII. Minor League Baseball Diversity Initiatives …………………………………………... 26
o Alliance for Inclusive and Multicultural Marketing …………………………… 27
o Copa de la Diversión ……………………………………………………………… 29
o MiLB Pride ..………………………………………………………………………. 34
VIII. Research Methodology…………………………………………………………………… 35
IX. Research Results and Analysis ...………………………………………………………… 38
X. Industry Recommendations ……………….………………………………………………… 43
XI. Conclusion ….…….….………………………………………………….………………… 45
References ……………………………………………………………………………………… 46
Appendices .……………………………………………………………………………………. 48
MINOR LEAGUE BASEBALL 6
Acknowledgements
The completion of my Honors Thesis was facilitated by several people.
I first approached Professor Brad Horn just over a year ago, as I sought advice about how I might
combine my academic interest in public relations with my personal interest in baseball to
develop a sound Thesis topic. From our first encounter, I recognized he would be an invaluable
resource to me. Professor Horn’s passion for teaching and knowledge about baseball was
apparent as I finalized my topic, completed and analyzed secondary and primary research, and
wrote and revised several Thesis drafts. I have spent countless hours seeking advice from
Professor Horn via in-person meetings, email exchanges and phone calls. I sincerely thank him
for all the help he provided me, for challenging me to dig deeper and for the effort he expended
in assisting and guiding me from beginning to end.
I would like to thank Professor Dennis Deninger for enthusiastically discussing my Thesis with
me and for willingly agreeing to read my final draft several weeks before its submission. In
addition to his general guidance, Professor Deninger offered many insights related to sports
television and the emergence of new digital platforms and viewing alternatives. Professor
Deninger’s feedback was instrumental in improving my final Thesis project.
I was also very fortunate to have the opportunity to discuss the research component of my Thesis
with Minor League Baseball’s Senior Director of Communications, Jeff Lantz. I would like to
thank Mr. Lantz for engaging with me on my Thesis and for sharing his personal experiences and
perspectives on MiLB’s public relations function. Our conversation shaped many of the
MINOR LEAGUE BASEBALL 7
conclusions I present in my Thesis. I am appreciative to have been able to speak with Mr. Lantz;
someone integral to MiLB’s communications success.
MINOR LEAGUE BASEBALL 8
I. Introduction
In 2019, Minor League Baseball amassed attendance numbers of more than 41 million fans,
marking the fifteenth consecutive season its attendance recorded upward of 40 million (Minor
League Baseball, 2019a). MiLB was established in 1901 and is the governing body for all
professional baseball teams affiliated with Major League Baseball franchises in the U.S., Canada
and the Dominican Republic (Minor League Baseball, 2019b). Comprised of 160 teams across
43 states, MiLB is the second-most-attended professional sports league in North America after
MLB (Sutton, 2018).
Moreover, public relations, best defined by industry pioneer Rex Harlow, is “the distinctive
management function which helps establish and maintain mutual lines of communication,
understanding, acceptance and cooperation between an organization and its publics” (Russell,
personal communication, 2017). MiLB exemplifies effective public relations because it
successfully cultivates long-term relationships with its communities through promotions,
customer service and diversity initiatives, and it should serve as a model for other organizations
aspiring to improve their public relations functions.
Like all national professional sports leagues, MiLB’s success depends on its teams’ abilities to
offer fans quality experiences that result in long-term relationships; however, unlike in most
professional sports leagues, MiLB’s fans’ experiences are not dictated by players’ abilities or
teams’ records (Sutton, 2018). In fact, most MiLB fans are community members seeking
affordable entertainment beyond the on-field action; diehards, who are exceptionally loyal fans,
rarely comprise more than 20 to 35 percent of attendees at any MiLB game (Mittica, 2017).
MINOR LEAGUE BASEBALL 9
Recognizing its distinction from other sports leagues, MiLB utilizes effective public relations
tactics, ranging from player autographs and community engagement to fireworks, giveaways,
mascots and theme nights, to continuously fill its ballparks and achieve success (Sutton, 2018).
The research for this thesis was conducted prior to the global coronavirus pandemic, which will
surely transform how MiLB engages with its teams and communities.
MINOR LEAGUE BASEBALL 10
II. Bill Veeck
Baseball Hall of Fame owner Bill Veeck is credited with introducing multiple promotional
tactics that are still utilized in both MLB and MiLB. Veeck valued public relations principles and
understood the necessity of enticing community members to visit his teams’ stadiums to boost
attendance. He once said, “If I was dependent upon baseball fans to generate attendance, I would
be out of business by Memorial Day” (Sutton, 2018, par. 18). A public relations pioneer and
creative thinker, Veeck spent most of his life transforming the business of baseball (Dickson,
2017).
For example, Veeck was first hired by the Chicago Cubs in 1933 and was tasked with increasing
attendance and retention at Wrigley Field (Dickson, 2017). Under his direction, the Cubs
transformed their stadium and increased their appeal by installing redesigned bleachers, wider
seats and more concession stands, planting the distinctive ivy that has since covered the brick
outfield walls, and building a manually operated scoreboard that was equipped with a system of
lights and flags to signal the games’ outcomes to people outside the stadium; all of Veeck’s
innovations are still present at Wrigley Field today (Dickson, 2017).
In 1941, Veeck left the Cubs and purchased his first team, the Triple-A Milwaukee Brewers,
with former Cubs player Charlie Grimm (Baseball Hall of Fame, 2019). Veeck only operated the
Brewers franchise for five years but is credited with turning the team into a success, both on the
field and at the box office (Dickson, 2017). Determined to develop community relations, he
introduced numerous fan-pleasing extras like pig races and tightrope walkers, devised
memorable giveaways and staged weddings at home plate (Baseball Hall of Fame, 2019).
MINOR LEAGUE BASEBALL 11
Moreover, despite the objections of Grimm and then-baseball commissioner, Kenesaw Mountain
Landis, Veeck was able to expand the Brewers’ fanbase by scheduling morning games for night
workers in war factories and even served the fans cereal himself (Dickson, 2017). Not only was
Veeck successful in cultivating relationships with fans, but also, he was embraced by national
media and sports writers, who called him the man who was changing baseball (Dickson, 2017).
After selling the Brewers in 1946, Veeck continued to work in baseball until 1980, just six years
before he passed away (Dickson, 2017). He owned several MLB teams, including the Cleveland
Indians, the Chicago White Sox and the St. Louis Browns, which later became the Baltimore
Orioles; yet, his formula for success stayed consistent: “Create a great team and pack the stadium
with loyal, happy fans” (Dickson, 2017, par. 12).
Veeck’s creativity was the first of its kind in the history of sports, and he repeatedly added value
to fans’ experiences (Dickson, 2017). One of his most famous innovations included the first
exploding scoreboard in MLB at Comiskey Park when he owned the White Sox (Baseball Hall
of Fame, 2019). The scoreboard emitted fireworks, sound effects and 10 electric pinwheels
whenever a White Sox batter hit a homerun (Dickson, 2017). Veeck also encouraged announcer
Harry Caray to sing “Take Me Out to the Ball Game” to White Sox fans, thereby introducing the
national ritual of singing the song during every seventh inning stretch (Baseball Hall of Fame,
2019).
Veeck further incentivized community members to visit his teams’ ballparks as the first owner to
sell tickets over the phone, sell season-ticket plans and put players’ names on the backs of their
MINOR LEAGUE BASEBALL 12
uniforms (Dickson, 2017). He was also the first to stage group appreciation nights like Fan
Appreciation Night and Bat Day, which are both still regularly employed by MLB and MiLB
teams today (Baseball Hall of Fame, 2019).
Also, Veeck strived to broaden baseball’s fan base by marketing it to women and children, in
addition to its traditional male target audience (Dickson, 2017). For every team Veeck owned,
one of his first measures was always to renovate the women’s restrooms to be clean, carpeted
and softly lit (Dickson, 2017). Additionally, he organized Mother’s Day promotions with free
orchids given to every woman with a child and built professionally staffed nurseries to attract
women with infants (Dickson, 2017). Furthermore, after World War II, when he owned the
Indians, Veeck used nylon stockings as a giveaway promotion to women because they were in
short supply (Dickson, 2017). In combination, Veeck’s actions to support and expand his female
fanbase exemplify an essential element of public relations, per Harlow, to serve the public
interest (Russell, personal communication, 2017). Moreover, they were successful in attracting
new audiences to his teams’ stadiums.
In 1991, Veeck was formally recognized and inducted into the Baseball Hall of Fame for his
unconventional methods of team ownership and for his efforts that helped even losing teams
break attendance records (Baseball Hall of Fame, 2019). Today, almost all his public relations
innovations are ever-present in professional sports leagues, but, especially, in MiLB.
MINOR LEAGUE BASEBALL 13
III. Major League Baseball Attendance Drop
Historically, attendance has always been the driving indicator determining professional sports
teams’ financial success (Leitch, 2018). Teams relied largely on star players, current events and
winning records to drive ticket sales and attendance (Wojtowicz, 2018). Once teams started to
lose or if their players got in trouble or became irrelevant, it became harder to attract fans, who
would often choose alternate entertainment options (Wojtowicz, 2018).
Professional sports teams experienced constant pressure to increase attendance, and their
profitability was contingent on their ability to maximize ticket sales (Leitch, 2018). Teams that
could not attract crowds were at a disadvantage. For example, the Los Angeles Dodgers were
originally located in Brooklyn, New York, and the San Francisco Giants in Manhattan; however,
both teams were forced to relocate from New York because they each averaged only about
15,000 fans in stadiums that held more than 30,000 (Leitch, 2018). To be sustainable, it was
imperative they entice people to visit their stadiums.
Today, baseball is the second-most-popular sport in the U.S., yet, despite its popularity, MLB is
challenged to maintain attendance numbers (Leitch, 2018). In fact, the 2019 MLB season
recorded declining attendance for the fourth consecutive year (Blum, 2019). Whereas, in 2007,
close to 80 million fans attended MLB games, in 2019, MLB attracted only about 68.5 million
fans, an approximate 15 percent attendance decline (Love, 2019). Considering the dramatic drop
in MLB attendance, how does baseball maintain its position as one of the most popular sports in
the U.S.?
MINOR LEAGUE BASEBALL 14
MLB commissioner Rob Manfred addressed MLB’s uncharacteristically low attendance at an
MLB Owners Meeting in 2018, attributing it, in part, to an unusually cold and rainy season
(Leitch, 2018). Following Manfred’s acknowledgement, many people have voiced potential
resolutions, including changing teams’ schedules and decreasing ticket prices (Leitch, 2018).
Nonetheless, even while concerned, Manfred never appeared too alarmed about MLB’s
predicament, perhaps because attendance is no longer as important a factor to MLB’s ultimate
goal, revenue generation (Leitch, 2018).
Even while MLB attendance in recent seasons has been steadily declining, MLB revenue has
been inversely increasing (Leitch, 2018). For example, MLB’s 2017 season marked the sixth
consecutive year attendance was less than the previous season, yet it earned record-breaking
revenue, upward of $10 billion (Leitch, 2018). Since 2017, MLB has continued to experience
record revenue growth, and, in 2019, its gross revenues amounted to $10.7 billion, marking its
seventeenth consecutive year of growth (Brown, 2019).
Referencing MLB’s declining attendance, evidently a smaller percentage of its revenue stems
from ticket sales. Instead, expanded partnerships, local TV ratings – Nielsen recorded a 10
percent increase in ratings of ESPN’s “Sunday Night Baseball” – and MLB’s media-rights deals
comprise more of its revenue (Wojtowicz, 2018). In fact, according to the SportBusiness
Consulting Global Report, in 2019, MLB earned approximately $3.6 billion, more than one third
of its total revenue, in media-rights alone (Arrigoni, 2019).
MINOR LEAGUE BASEBALL 15
IV. Cable and Satellite Subscriptions and Streaming Services
In 2015, Americans spent 31 billion hours watching sports on their televisions (James, 2016).
Thirty-one billion hours marked a 40 percent increase from the number of hours watched a
decade earlier (James, 2016). Since then, the amount of time Americans spend watching sports
on their televisions, laptops and cellphones has unquestionably risen, especially given recent
technological advancements in the multiple platforms of distribution.
The emergence of cable and satellite subscriptions and, especially, streaming services have
permitted sports fans to stream games live or record them to their cloud DVRs, and professional
sports teams no longer need to focus all their efforts on increasing ticket sales to boost revenue
(Elliot & Katzmaier, 2019). In fact, streaming services have become a profitable revenue driver
for teams and enable them to earn just as much, if not more, revenue than before their existence
(Leitch, 2018). According to a Price Waterhouse Coopers report, in 2019, sports leagues and
teams earned an estimated $20.1 billion in media rights fees from television, radio and internet
outlets, exceeding any other separate source of revenue, including gate receipts (PwC, 2019).
Of course, while professional sports teams still welcome revenue in the form of ticket sales, they
no longer depend on it primarily to make money (Leitch, 2018). Today, fans are just as valuable,
if not more, as subscribers to teams and leagues’ internet packages or as basic cable subscribers
to ESPN or their in-house network than as physical stadium attendees (Leitch, 2018). In many
ways, television deals and streaming services, like MLB.tv, Sling TV and YouTube TV, have
alleviated pressure on MLB, but they have simultaneously heightened pressures in MiLB (Elliot
MINOR LEAGUE BASEBALL 16
& Katzmaier, 2019). All sports marketing is about selling an entertaining experience, but in
MiLB, it is especially important (Williams, 2015).
MINOR LEAGUE BASEBALL 17
V. Implications of Cable and Satellite Subscriptions and Streaming Services on Minor
League Baseball
Compared to MLB, there is less interest among people to watch MiLB games from home and,
thus, most teams do not offer streaming services (Williams, 2015). The emergence of cable and
satellite subscriptions and streaming services is challenging MiLB because it has increased the
allure of watching professional sports games from home, especially for families with limited
disposable income (Williams, 2015). Moreover, independent of advanced technology, MiLB
ballparks constantly compete for fans with community attractions like festivals, museums and
movie theaters (Wojtowicz, 2018).
Despite its challenges, MiLB combats community members’ indifference to on-field activity by
relying on cultivating in-person, engaging fan experiences to achieve mutual, long-term
relationships with its fans that are unachievable by MLB because, ultimately, lifelong dedication
to a team or sport is created through in-person experience (Leitch, 2018).
In a “Forbes” article, author of “Sport Marketing: A Strategic Perspective” and Kent State
professor, Mark Lyberger, says the most successful MiLB teams focus on community
engagement, another essential element of public relations: “One of the things that makes Minor
League Baseball unique is that [teams] actually need to develop a presence or an identity within
the community to be able to cultivate interest” (Williams, 2015, par. 6).
MINOR LEAGUE BASEBALL 18
VI. Minor League Baseball Promotions
MiLB strives to create affordable, family-friendly entertainment where fans can enjoy an
enticing experience while watching up-and-coming athletes compete (Minor League Baseball,
2019b). Its atmosphere is designed not only to attract fans, but also to generate social media buzz
and garner national exposure year-round (Mittica, 2017).
Repeatedly, MiLB has been recognized by “Sports Business Journal” as the most fan-friendly
league (Sutton, 2018). Compared to MLB, Syracuse University S.I. Newhouse School of Public
Communications professor, Brad Horn, says, “Minor League Baseball seems to have a much
stronger plus on community engagement, based on the ability to have single-game variation
spikes with promotions. They’re thinking innovatively about experiential activations” (Evans,
2019c, par. 18).
Influential, innovative ownership enables MiLB franchises to elevate fans’ experiences (Sutton,
2018). MiLB’s goal is always ultimately to boost ticket sales, and it accomplishes its goal by
organizing game-date promotions that optimize fan engagement, amplify fans’ experiences and
result in positive memories that incline fans to return for future games (Sutton, 2018). MiLB’s
promotional strategy is based on the logic that if something like a post-game concert draws
thousands of fans to a stadium, at least a few hundred will return in succeeding weeks for another
game (Mittica, 2017).
Likewise, MiLB incorporates community members in many team decisions. Even the selection
of many MiLB franchises’ team names are a result of fan-driven contests (Gayle, 2019). Some of
MINOR LEAGUE BASEBALL 19
the most unique fan picked MiLB team names include the Amarillo Sod Poodles, the
Binghamton Rumble Ponies and the Columbia Fireflies (Gayle, 2019).
It is also common for MiLB franchises to change their team names for a night or create special
uniforms with colorful or outlandish jerseys (Mittica, 2017). These one-off jerseys are usually
auctioned off for charity, and, when done regularly, can be sold in major merchandise sales
(Mittica, 2017). As an example, in a two-game-series against the Rochester Red Wings in 2019,
the Syracuse Mets rebranded themselves as the Syracuse Salt Potatoes, in tribute to Syracuse,
New York’s, famed local dish (Kramer, 2019). Besides donning new Salt Potato jerseys, which
were auctioned off after the series, the Mets gave 1,000 fans replica Salt Potatoes jerseys ahead
of the series’ first game. Likewise, Ms. Salt Potato bobbleheads were given to the first 1,000 fans
in attendance at the second game (Kramer, 2019). Furthermore, the Mets’ concession stands sold
a range of salty snacks, too (Kramer, 2019).
Besides enticing team names, MiLB employs a variety of irreverent public relations tactics to
incentivize community members to support their local MiLB team (Mittica, 2017). Especially,
giveaways remain a constant and successful promotional tool (Mittica, 2017). MiLB teams know
they can attract fans with giveaways, and, even more significant, giveaways are a surefire way to
impress positive, lasting memories (Mittica, 2017).
Bobbleheads are one of the oldest and most popular giveaways (Mittica, 2017). They have been
exceptionally popular, especially because of their collector’s appeal and recent advances in
quality and ingenuity (Mittica, 2017). Bobbleheads are known to feature athletes in their
MINOR LEAGUE BASEBALL 20
uniforms or demonstrating an iconic pose, however, MiLB franchises often use more intuitive
designs (Mittica, 2017). For example, the Fresno Grizzlies once gave away bobbleheads of San
Francisco Giants’ star pitcher, Madison Bumgarner, arm wrestling a grizzly bear (Mittica, 2017).
Moreover, besides bobbleheads, other giveaways, particularly usable items like fleece blankets,
t-shirts, hats, replica jerseys and cooler bags, are known to appeal to fans (Mittica, 2017). An
especially creative example, the Jacksonville Jumbo Shrimp once gave away shrimp-shaped neck
pillows (Mittica, 2017).
Regularly, MiLB teams work with their vendors and distributors to implement creative
promotions that utilize age- and gender-neutral promotions and easily distributable giveaways
(Mittica, 2017). For example, the Spokane Indians, located in Spokane Valley, Washington,
implemented the “Redband Rally Campaign” with the sports design company, Brandiose, to
raise awareness about the dwindling number of redband trout in their region (Mittica, 2017).
During a mid-season home game, the Indians sported new, distinctive uniforms patterned like
redband trout and revealed a new redband trout mascot (Mittica, 2017). Also, the Indians
distributed “Redband Headbands,” which featured redband trout’s distinctive red and blue spots
and stripes and matched players’ uniforms; inside the headbands were a message about redband
trout and the “Redband Rally Campaign” (Mittica, 2017).
Implementing promotions requires hard work, even while they are ultimately fun for both MiLB
franchises and fans (Mittica, 2017). Most MiLB teams begin a promotional calendar in-season
for the next year and welcome news ideas from anybody, internally and externally (Mittica,
MINOR LEAGUE BASEBALL 21
2017). It is not uncommon for them to watch each other and share ideas, especially considering
they generally do not compete for fans geographically (Mittica, 2017).
Of MiLB franchises’ promotional ideas generation, former MiLB Director of Diversity and
Inclusion, Vincent Pierson, said, “When teams start talking to each other, that’s when we hit the
jackpot. We want to make sure [MiLB teams] know how to [organize promotions] effectively
and create an ecosystem to know that other teams are doing [the same]” (Evans, 2019b, par. 12).
Likewise, MiLB’s Head of Licensing and Consumer Products, Brian Earle, said of MiLB teams’
public relations campaigns, “…In Minor League Baseball, [teams] certainly have to tailor [their
promotions] to [their] own community. One of the areas that [MiLB] excels at is connecting with
the community and support in those community initiatives” (Moran, 2019, par. 4). A
quintessential example, in 2015, the Altoona Curve, based in Altoona, Pennsylvania, had “A
Night in the Neighborhood” promotion to celebrate the children’s show “Mister Rogers’
Neighborhood” and its current animated successor, “Daniel Tiger’s Neighborhood” (Mittica,
2017). The Curve held a sweater drive, gave out books and prizes to children and wore jerseys
designed to look like Mr. Rogers’ signature red cardigan (Mittica, 2017). The show’s main
character, Fred Rogers, was born in Latrobe, Pennsylvania, and he worked in Pittsburgh; Trey
Wilson, Director of Communications and Broadcasting for the Curve, credited the night’s
success to its local ties (Mittica, 2017).
Group sales comprise much of MiLB’s revenue, and their success is a result of teams’ ability to
connect with their community members, whether by tapping into popular culture with Star Wars,
MINOR LEAGUE BASEBALL 22
Harry Potter and Superhero Nights, or organizing theme nights, such as Military Night or Little
League Night, to recognize outstanding groups in their communities (Mittica, 2017).
MiLB teams that offer a variety of promotions garner the highest attendance numbers, such as
the Indians, which average more than 8,500 fans per game, just behind some MLB teams that
play in ballparks double their size (Wojtowicz, 2018). The Indians regularly organize promotions
like Friday Night Fireworks, Dollar Menu Nights, Thursday Craft Beer Night and even Yoga in
the Outfield, which allows fans to participate in a yoga class preceding a day-time game
(Wojtowicz, 2018).
Additionally, some of MiLB’s franchises’ most successful promotional gimmicks have earned
media coverage and improved their standing in their community by going viral (Mittica, 2017).
For example, in May 2018, while NBA star LeBron James was in free agency, the Lehigh Valley
IronPigs exploited a promising public relations campaign opportunity and launched a billboard
advertisement to “land” the former Cleveland Cavalier (Moran, 2019). The IronPigs organized a
campaign around the hashtag #LVWantsLeBron that culminated in a LeBron Theme Night,
complete with a live goat present at the game, attributed to LeBron’s nickname “the G.O.A.T,”
which stands for “the greatest of all time” (Moran, 2018). While LeBron ultimately chose the
Los Angeles Lakers as his next team, the campaign was popular among MiLB and spectators,
and, for the campaign, the IronPigs won a pair of “Golden Bobbleheads” for “Best Digital
Campaign or Activation” and “Best Overall Promotion” during MiLB’s annual Promotional
Seminar (Moran, 2019).
MINOR LEAGUE BASEBALL 23
IronPigs’ Director of Merchandise, Mike Luciano, attributed his team’s improvements to its
creative freedom in elevating the fan experience, saying, “Most times people will leave the
game. They don’t even know what the score is, but they know they had a really great time, they
had some great food, ticket prices are great. They just had a great time overall, [and] that’s really
what we try to focus on” (Moran, 2019, par. 20).
Besides stellar promotions, MiLB teams succeed in adding value to their on-field entertainment
and maintaining long-term fan relationships because of superior customer service, personal fan
appreciation, easily accessible parking and mobile ticket options or easy box office access
(Wojtowicz, 2018). Community members’ emotional attachment to a team, its stadium and its
employees is enhanced when, for example, season ticket representatives remember fans’
birthdays, when the team mascot greets their children or when employees notice they are
regulars and offer them a seat upgrade (Wojtowicz, 2018).
Ultimately, the success of any public relations strategy depends on its relevance to the desired
fanbase. With MiLB, family fun packs that bundle tickets with food, character nights, movie
screenings or dog-friendly events are effective in incentivizing families to attend games
(Wojtowicz, 2018).
Craft beer partnerships are another example and illustrate how MiLB helps anticipate trends, an
integral aspect of public relations, according to Harlow. Over the last decade, the craft beer
industry has grown exponentially, from 1,521 breweries in 2008 to 7,346 in 2018 (Evans,
2019a). In fact, the craft beer industry comprises 13.2 percent of today’s beer market by volume
MINOR LEAGUE BASEBALL 24
(Evans, 2019a). Even so, as its popularity has increased, competition has increased, as well, and
breweries are seeking new opportunities to differentiate themselves from their competitors
(Evans, 2019a). MiLB recognized an opportunity to foster a new, mutually beneficial
relationship with the craft beer industry and capitalized on it.
According to the Chief Economist of the Brewers Association, Bart Watson, “The size of the
smaller markets match[es] better with the marketing budgets of Minor League Baseball. It makes
sense from a marketing perspective since teams are always trying to find a deeper local
connection and the same goes for breweries” (Evans, 2019a, par. 4).
As such, there has been a growing trend of MiLB franchises serving branded beers and
permanently and temporarily brandishing beer-related logos and nicknames, from Oregon’s
Hillsboro Hops to the Carolina Micro Brews, based in Zebulon, North Carolina, and the Beer
City Bung Hammers, from Comstock Park, Michigan (Evans, 2019a).
Another example, in 2019, the Single-A Wisconsin Timber Rattlers grew its existing relationship
with the brewery Fox River Brewing Company by releasing a Timber Rattlers beer called
Snaketail Ale, with a taste distinct from commonplace branded beers, and which, today can be
found on tap at local and pubs and in package stores (Evans, 2019a). Timber Rattlers’ President
and General Manager Rob Zerjav described their partnership with Fox River Brewing Company
as being mutually beneficial, saying, “Everyone is looking for something unique and the
breweries themselves, too, stand out if they can jump on with a local team. It’s a win-win”
(Evans, 2019a, par. 21).
MINOR LEAGUE BASEBALL 25
Seeking out brewery partnerships, MiLB exemplifies effective public relations because it
demonstrates an understanding of its fanbase and embraces relevant trends, not only to appeal to
its current audience, but also to attract new fans. Its partnerships are successful because they
pose mutual benefits for MiLB franchises and participating breweries. According to Watson,
“Baseball teams are trying to bring in a new audience and brewers are too. There’s likely some
percentage of people who will want to try the beer because it’s there who wouldn’t try it
otherwise” (Evans, 2019a, par. 19).
MiLB clearly understands its fanbase and taps into opportunities it is confident will appeal to its
fans and incentivize community members to visit its ballparks (Front Office Sports, 2019).
MINOR LEAGUE BASEBALL 26
VII. Minor League Baseball Diversity Initiatives
In 2019, MiLB declared two key initiatives to show its commitment to connect diverse
communities in all 160 MiLB markets nationwide (Minor League Baseball, 2019b). First, Copa
de la Diversión is a season-long event series specifically designed to embrace the culture and
values that resonate most with participating teams’ local Latinx communities; Latinx is a gender-
neutral alternative to Latino or Latina (Minor League Baseball, 2019b). Also, MiLB announced a
new national fan engagement platform, MiLB Pride, geared towards embracing the LGBT
community through grassroots fan engagement, community relations and diversity and inclusion
efforts (Minor League Baseball, 2019b). MiLB’s diversity and inclusion initiatives have been
successful in celebrating multiculturalism and continue to grow with every season, connecting its
teams with their publics.
MINOR LEAGUE BASEBALL 27
Alliance for Inclusive and Multicultural Marketing
On February 25, 2019, MiLB announced its membership in the Association of National
Advertisers’ multicultural marketing initiative the Alliance for Inclusive and Multicultural
Marketing (Minor League Baseball, 2019b). MiLB was the first sports property to join 75
member companies participating in the initiative, including Google and the Coca-Cola Company
(Minor League Baseball, 2019b). Joining AIMM helped position MiLB as an inclusive industry
leader, boosting its reputation among diverse audiences nationwide.
ANA was founded in 1910 and serves the marketing community with leadership that shapes the
future of the industry (Minor League Baseball, 2019b). It is comprised of more than 1,850
member companies with 20,000 brands that engage almost 100,000 industry professionals, and it
annually spends or supports more than $400 billion in marketing and advertising (Minor League
Baseball, 2019b).
In 2016, ANA created AIMM to give a voice to the advancement of multicultural marketing and
align brands with demographic opportunities to maximize growth (Minor League Baseball,
2019b). AIMM brings together senior thought leaders from the black, Hispanic, Asian, LGBT
and general market communities to provide viable solutions for corporations looking to target
various multicultural and inclusive market segments to achieve growth (Minor League Baseball,
2019b).
MINOR LEAGUE BASEBALL 28
Joining AIMM helps MiLB advance in its goal to increase diversity in its ballparks and front
offices and enables it to prioritize the diverse market segments it wants to better serve (Minor
League Baseball, 2019b).
Of its AIMM membership, MiLB’s Vice President of Marketing Strategy and Research, Kurt
Hunzeker, said, “MiLB’s commitment to multicultural inclusiveness mirrors AIMM’s mission to
create a powerful voice in today’s increasingly diverse marketplace. Joining AIMM and its
membership of influential leaders as the first sports property is an honor and responsibility MiLB
welcomes as we authentically embrace, connect and celebrate with our 160 teams' diverse
communities nationwide" (Minor League Baseball, 2019b, par. 4).
MINOR LEAGUE BASEBALL 29
Copa de la Diversión
Copa de la Diversión, which means “Fun Cup,” is “a season-long competition aimed at
engaging, embracing and honoring Hispanic and Latinx communities across the baseball
landscape” (Maun, 2019, par. 1). Participating teams compete to become Copa’s inaugural
champions (Maun, 2019). The program was initially implemented in 2018, with 33 participating
teams, following a small run of teams trying to implement a similar initiative towards the end of
2017 (Maun, 2019).
In 2018, Copa de la Diversión consisted of 167 games where MiLB teams adopted Spanish-
language identities, and it resulted in upward of 85,000 more fans than the participating teams
amassed on the same game dates in 2017, a 12 percent increase (Minor League Baseball, 2018).
Furthermore, attendance at Copa de la Diversión games was 24.4 percent higher than regular
games during the same season (Maun, 2019). Following a season marked by dramatic increases
in attendance, merchandise sales and commercial partnership revenue, in 2019, interested MiLB
teams had to complete a “request-for-proposal” process, and Copa de la Diversión grew to 72
participating teams (Moran, 2019).
MiLB wants fans to perceive Copa de la Diversión as genuine rather than as merely a “money-
grab” and strives to convey authenticity with names like the Mariachis de Nuevo México and the
Flying Chanclas de San Antonio (Moran, 2019). Even so, diversity is one of MiLB’s efforts to
increase merchandise sales, and the initiative has successfully boosted revenue for participating
MiLB franchises, especially in ticket sales and merchandise (Moran, 2019).
MINOR LEAGUE BASEBALL 30
MiLB’s Head of Licensing and Consumer Products, Brian Earle, said of Copa de la Diversión’s
effect on retail growth, “[The MiLB marketing group] really wanted to make sure [the Copa
Cup] was authentic in the way that it happened. Part of the authenticity was creating these unique
names and identities and then integrating that to on-field. When that obviously had translated out
beyond on-field use, the popularity of some of those marks really drove some of that retail
growth” (Moran, 2019, par. 7).
Hartford Yard Goats
The Double-A Hartford Yard Goats is a quintessential example of a MiLB team that embraced
Copa de la Diversión. The Yard Goats have always had an established and authentic relationship
with their Latinx community, which comprises approximately 45 percent of the total population
in Hartford, Connecticut (U.S. Census, 2018). They are one of the few MiLB teams with Spanish
language radio broadcasts and social media channels, and they broadcast all their games in
Spanish on the radio, with players’ families being the primary audience (Maun, 2019).
In 2018, the Yard Goats evoked excitement among community members when they became Los
Chivos de Hartford and recorded 47 sellouts (Minor League Baseball, 2018). In 2019, the Yard
Goats increased the number of games they played as their Copa de la Diversión brand (Maun,
2019). They played Latin music, held performances that delivered announcements in English and
Spanish and showed video board messages from their Latino players (Maun, 2019). They also
organized a home-and-home setup series with the Richmond Flying Squirrels, with Hartford
playing as Los Chivos and Richmond playing as Ardillas Voladores (Maun, 2019).
MINOR LEAGUE BASEBALL 31
Of the Yard Goats’ participation in the Copa de la Diversión initiative, General Manager Mike
Abramson said, “We want people to feel a unique pride in what we're doing, but at the same
time, I do think it's important to have people know that Minor League Baseball is so proactive in
what they're doing culturally that this is a multi-team thing and I think well on its way to being
every team. To me, I think the statement is as important as the [Copa] program itself becoming
more notable." (Maun, 2019, par. 20)
Abramson described the success of Copa de la Diversión, noting he regularly sees Los Chivos
hats in public (Maun, 2019). In fact, many Copa de la Diversión participating MiLB franchises
experienced a surge in revenue related to merchandise that featured their new logos, most of
which were unlike anything they had ever attempted before (Maun, 2019).
Abramson also explained that on Opening Day and Media Day, Spanish-speaking players often
do more interviews than the English-speaking players because they generate more interest from
the community, especially from Spanish-speaking and Latinx media outlets (Maun, 2019).
Likewise, player involvement is a key element of Copa de la Diversión, and most players want to
be active participants in the storytelling and fan outreach (Maun, 2019).
Tri-City Dust Devils
The Class-A Short Season Tri-City Dust Devils, from Pasco, Washington, were one of the 39
new participant MiLB teams selected to participate in Copa de la Diversión in 2019, after they
had observed the Copa de la Diversión program’s success in 2018 and received input from
trusted members of the MiLB community about how they could join (Maun, 2019).
MINOR LEAGUE BASEBALL 32
Pasco has a large Hispanic population comprised primarily of second- and third-generation
families of Mexican migrants, who moved to “the heart of wine country” in Washington because
of its agricultural appeal, and, upon their inclusion into the program, the Dust Devils
immediately got to work crafting their Copa de la Diversión brand (Maun, 2019).
Derrell Ebert, Dust Devils’ General Manager, spoke with other teams that participated in Copa
de la Diversión and learned what strategies and promotions were most likely to spur successful
results (Maun, 2019). The Dust Devils decided to create a committee comprised of local
Hispanic community members and business leaders to conceptualize a relevant brand that would
honor the Tri-Cities’ Hispanic community and excite both Hispanic and non-Hispanic fans
(Maun, 2019). Ultimately, also in collaboration with Tri-Cities’ Hispanic Chamber of Commerce
and Visit Tri-Cities, the Dust Devils turned themselves into the Viñeros, which means vintager
and describes those community members who work and harvest grapes for wine production, for
select dates in the 2019 season (Maun, 2019). The team sported purple and green uniforms,
inspired by Tri-Cities’ signature grapes and vines, and used a Brandiose-designed logo featuring
a vineyard worker (Maun, 2019).
Of the Dust Devils’ participation in the Copa de la Diversión initiative, Ebert said, “We're not
doing this for some sort of win for the Dust Devils. We are doing this because we want to reach
out to that community and bring them in to what a lot of our community here in the Tri-Cities is
already experiencing and give them something to be proud of and know that we are honoring and
are appreciative of what they do for our community" (Maun, 2019, par. 32).
MINOR LEAGUE BASEBALL 33
Minor League Baseball Vice President of Marketing Strategy and Research, Kurt Hunzeker said,
“We [MiLB and participating teams] knew that if we built an authentic, culturally relevant
campaign, our entire fan base – not just Latinx fans – would embrace it" (Maun, 2019, par. 2).
Copa de la Diversión is exemplar of an effective public relations campaign. It resonates with
MiLB’s external and internal publics, from employees and players to community members, and
it grows exponentially every year. Copa de la Diversión is one of MiLB’s biggest successes to
date (Moran, 2019).
MINOR LEAGUE BASEBALL 34
MiLB Pride
In 2012, the Los Angeles Dodgers hosted baseball’s first LGBT Night, despite a fear it would
alienate fans (Evans, 2019b). Fast forward to the present, and, on May 31, 2019, the Dodgers
welcomed 54,307 fans, and more than 12,000 tickets were sold for their LGBT Night, their
largest crowd since 2012 (Evans, 2019b).
MiLB teams have exponentially, actively embraced MiLB Pride, with an intent to build a more
inclusive fan base (Evans, 2019b). Beginning with 19 participating teams in 2017 and 40 teams
in 2018, in 2019, 69 MiLB teams participated in 71 league-wide MiLB Pride events like LGBT
Nights and amassed 12 percent larger than average crowds (Evans, 2019c).
All the teams participating in MiLB Pride organize their own events, however teams are keen to
share promotional tactics, and MiLB helps facilitate discussions and logistics (Evans, 2019b).
For example, to further grow its Pride campaign, MiLB partnered with You Can Play, an
organization focused on equality within sports and that has partnerships with a variety of
professional sports leagues like National Hockey League and Major League Soccer (Evans,
2019b). You Can Play helped MiLB put together a report with specific details of promotions
teams could implement, from LGBT Nights to more in-depth programming (Evans, 2019b).
Ultimately, MiLB Pride Nights target a specific audience but supports its reputation as an
industry example of inclusivity.
MINOR LEAGUE BASEBALL 35
VIII. Research Methodology
Methodology
In addition to extensive secondary research, primary research was conducted to better understand
MiLB and its fanbase.
To measure the attitudes, behaviors and opinions of MiLB fans, an online survey was used to
collect quantitative data and answer three research questions:
1. What incentivizes community members to attend MiLB games?
2. What are the most effective MiLB marketing promotions?
3. How important are diversity initiatives to community members?
Second, to evaluate MiLB’s understanding of its fanbase, a phone interview was used to collect
qualitative data and answer similar research questions from MiLB’s point of view:
1. What incentivizes community members to attend MiLB games?
2. What are the most effective MiLB marketing promotions?
3. What factors are considered when developing league-wide initiatives?
Online Survey
Sampling Frame: Community members who had attended either an MiLB or MLB game in the
past two years were encouraged to complete the survey, however, ultimately, only survey data
collected from those who reported attending an MiLB game was analyzed to learn about MiLB
fans’ perceptions of MiLB and discern what motivates them to attend MiLB ballparks.
MINOR LEAGUE BASEBALL 36
Rationale: An online survey allowed for the collection of primary quantitative data from MiLB
fans nationwide and resulted in a holistic understanding of MiLB fans, their attitudes toward
MiLB and their motivations for attending MiLB games.
Execution:
• Recruiting Method: The survey, created using the online-program Qualtrics, was shared
using Amazon Mechanical Turk to ensure results would capture the behaviors, attitudes and
opinions of a diverse group of respondents across the nation. Additionally, the online survey
was distributed to family and friends to maximize the number of respondents.
• Location: Qualtrics (Online)
• Length: 12-question survey (see Appendix A)
• Incentive: Respondents who completed the survey using Amazon MTurk received $0.10.
• Number of Participants: Of the 242 respondents who completed the online survey, data was
analyzed from 179 respondents who reported going to an MiLB game in the past two years.
Data Analysis Method: Qualtrics Data Analysis, SPSS
Phone Interview
Sampling Frame: The interview was with MiLB’s Senior Director of Communications, Jeff
Lantz.
Rationale: Interviewing Lantz allowed for the collection of qualitative data to better understand
the role of MiLB’s communication department in enhancing fans’ experiences. Additionally,
MINOR LEAGUE BASEBALL 37
analyzation of the interview facilitated the discernment of MiLB’s attitudes about diversity and
opinions about factors motivating community members to attend MiLB games.
Execution:
• Recruiting Method: The interview was set up via email and conducted over the phone.
• Location: Remote
• Length: 25 minutes (See Appendix B)
• Incentive: None
• Number of Participants: One
Data Analysis Method: Content Analysis
MINOR LEAGUE BASEBALL 38
IX. Research Results and Analysis
Finding One: Diversity initiatives are important to motivate community members to attend
MiLB games, especially for younger age demographics.
Diversity and inclusion initiatives are important to all MiLB fans, as illustrated in Appendix C.
Even so, a t-test tested the differences in the mean level of agreement for the three statements:
“Diversity and inclusion initiatives are important to me in cultivating a fan-friendly
environment,” “I am more likely to visit a ballpark that has implemented diversity and inclusion
initiatives” and “I will not visit a ballpark that has not implemented diversity and inclusion
initiatives,” for male and female respondents.
As shown in Appendix D, at a 95 percent confidence interval, the difference in the mean level of
agreement with the statement, “Diversity and inclusion initiatives are important to me in
cultivating a fan-friendly environment,” was statistically significant for males and females, with
female respondents indicating diversity and inclusion initiatives were more important to them.
However, the differences in the mean level of agreement for the statements, “I am more likely to
visit a ballpark that has implemented diversity and inclusion initiatives,” and “I will not visit a
ballpark that has not implemented diversity and inclusion initiatives,” for males and females was
not statistically significant.
Overall, while more females than males perceive diversity and inclusion initiatives as important
to cultivating a fan-friendly atmosphere, MiLB teams’ diversity and inclusion initiatives are not
likely to influence one gender more than the other to attend an MiLB ballpark.
MINOR LEAGUE BASEBALL 39
Instead, depicted in Appendix E, correlation testing of respondents across all age categories
revealed people’s responses to the statements, “I am more likely to visit a ballpark that has
implemented diversity and inclusion initiatives,” and “I will not visit a ballpark that has not
implemented diversity and inclusion initiatives,” are inversely related to age. Thus, teams’
diversity and inclusion initiatives are more likely to influence younger people’s decisions to
attend ballparks compared to older people.
Independent of gender, diversity initiatives are important, especially to younger people. The
online survey results support MiLB’s diversity initiatives, such as Copa de la Diversión and
MiLB Pride. MiLB effectively utilizes its inclusion programs to connect its diverse communities
and motivate community members to attend MiLB games.
Finding Two: Promotions are perceived as equally effective by all age categories, excluding
fireworks, which are favored by younger demographics.
The online survey asked respondents, “Rank the following promotions on their level of
effectiveness in generating audience engagement and interest from your perspective, with one
being the most effective and four being the least effective: giveaways, concession deals, theme
nights and fireworks.”
Aligning with the secondary research that highlighted giveaways as a perpetually successful
promotional tool that impresses lasting memories upon its fans, the majority of the online survey
respondents indicated they perceive giveaways to be the most effective promotion, confirmed in
MINOR LEAGUE BASEBALL 40
Appendix F. Also, per Appendix F, the online survey results did not show an obvious most or
least effective promotion.
A correlation test analyzed the relationship between respondents’ age and their ratings of the
effectiveness of giveaways, concession deals, theme nights and fireworks as promotions at a 95
percent confidence interval. Shown in Appendix G, the correlation test revealed respondents’ age
is negatively correlated with their favorable ratings of fireworks as an effective promotion used
by MiLB. However, there is not a statistically significant relationship between respondents’ age
and their ratings of giveaways, concession deals and theme nights.
ANOVA and descriptive statistics were used to further analyze the relationship between
respondents’ age and their perceptions of fireworks to be an effective promotion. Depicted in
Appendix H, the Sig. value is less than 0.05 at a 95 percent confidence interval, indicating the
difference between the mean scores of each age category is statistically significant. Shown in
Appendix I, respondents’ favorable ratings of fireworks as an effective promotion is inversely
related to age.
Overall, confirmed through the online survey results, MiLB fans perceive the majority of
common MiLB promotions, including giveaways, concession deals and theme nights, to be
equally effective, although, there is a statistically significant relationship between respondents’
perceptions of fireworks as an effective MiLB promotion and age, with younger people
perceiving them more favorably. Data from the online survey supports MiLB’s use of a wide
array of promotional tools to motivate community members to attend MiLB games. The majority
MINOR LEAGUE BASEBALL 41
of MiLB teams incorporate giveaways, concession deals, theme nights and fireworks regularly
into their schedules.
Finding Three: MiLB’s primary target audience is families.
MiLB is comprised of 160 teams nationwide, yet, according to Lantz, it markets to a specific
audience: families. Of MiLB’s atmosphere, Lantz said, “It’s a fun, safe and clean place for
families to go. [MiLB] likes to call [its ballparks] the front porch of each of our communities,
where people go to visit with each other outdoors” (Lantz, personal communication, October 28,
2019). According to Lantz, geography does not inhibit its ability to reach a unanimous target
market. He says, “If [a promotion] is effective in Seattle, it’s probably going to work well in
Chicago, too” (Lantz, personal communication, October 28, 2019).
Families nationwide attend MiLB games to be entertained and have fun. In most instances, their
attendance is motivated, not by the actual game, but by teams’ creative events like a Fort Night
or Star Wars theme night (Lantz, personal communication, October 28, 2019). MiLB depends on
ticket sales, and, typically, teams with superior public relations strategies are the most attended.
Making sure fans have a good time and return for future games is crucial to MiLB teams’
success (Lantz, personal communication, October 28, 2019).
Lantz’s identification of families as MiLB’s primary target audience is supported by the online
survey results. Appendix J illustrates the majority of respondents indicated they most recently
attended an MiLB game with their family. MiLB clearly understands its target market, which
helps it be successful in achieving and maintaining high attendance records.
MINOR LEAGUE BASEBALL 42
Finding Four: MiLB allows its 160 teams free reign concerning its public relations
promotions, within reason.
MiLB is tasked with overseeing its 160 teams from its headquarters in St. Petersburg, Florida.
Recognizing its size, Lantz acknowledged, while MiLB may advocate for collective public
relations campaigns, such as Pride initiatives or a Copa de la Diversión Hispanic heritage
program, teams ultimately choose which league-wide programs to participate in and which
promotions to implement at their ballparks (Lantz, personal communication, October 28, 2019).
Lantz said, “[MiLB] doesn’t force any team into doing any program. It’s all voluntary because
teams know their market better than [MiLB] does” (Lantz, personal communication, October 28,
2019). He referenced MiLB teams’ creativity as “the beauty of MiLB,” and said, within reason,
they can do just about anything they want (Lantz, personal communication, October 28, 2019).
Moreover, at a seminar that occurs at the end of every season, all 160 MiLB teams disseminate
their most effective promotions (Lantz, personal communication, October 28, 2019). Their
willingness to collaborate maximizes their creativity and ensures MiLB’s success as the epitome
of public relations.
MINOR LEAGUE BASEBALL 43
X. Industry Recommendations
Annually, MiLB attracts about 42 million fans to its ballparks, and, by 2026, it expects to
increase its attendance numbers to 50 million (Sutton, 2018). In a hyper-competitive
entertainment landscape, MiLB franchises continuously add value to their fans’ experience
through creative promotions to foster mutual, long-term relationships that exponentially drive
ticket sales (Wojtowicz, 2018). MiLB embodies successful public relations, and its best practices
are transferrable to other industries beyond sports. Within any industry, subsidiaries can improve
their public relations functions to cultivate lasting relationships with internal and external publics
by heeding the following recommendations.
Recommendation One: Promote inclusivity to appeal to younger demographics by
implementing diversity initiatives.
In recent years, MiLB has proactively sought to foster an inclusive atmosphere in all its
ballparks, and, every season, it continues to amplify its diversity efforts. Besides recognizing
players from diverse backgrounds, promoting inclusivity through diversity initiatives like Copa
de la Diversión and MiLB Pride has enabled MiLB to build relationships with and expand its
fanbase to diverse audiences, as well as connect its players with its fans. MiLB’s rising
attendance records undoubtedly can be attributed, in part, to its focus on annually growing its
diversity programs.
Online survey results illustrated diversity initiatives are important to MiLB fans. Specifically,
respondents from younger age categories indicated they would be more likely to attend MiLB
MINOR LEAGUE BASEBALL 44
ballparks that have implemented diversity initiatives, while they may be deterred from attending
ballparks that have not.
Diversity initiatives are valued by the majority, but younger generations demand them. Industries
that promote inclusivity and celebrate diversity are more likely not only to expand their
consumer base, but also to become more attractive to incoming talent, such as potential
employees and partners. Industries recognizing and respecting their diverse publics is essential to
fostering and maintaining long-term, mutual relationships, which is the core function of public
relations that MiLB has mastered.
Recommendation Two: Wherever possible, grant autonomy to enhance creativity.
The interview with Lantz revealed each of MiLB’s 160 teams has autonomy to organize and
implement promotions, and teams’ freedom is crucial to MiLB’s creative success. With
autonomy, MiLB teams are able to tailor their promotions and initiatives to their unique
communities. Moreover, teams are encouraged to share their most effective ideas, which often
inspires entirely new promotions and campaign ideas.
Overall, MiLB’s structure works to maximize creativity across the league and helps make it a
public relations powerhouse. Any industry can incorporate MiLB’s public relations best practice
by encouraging its subsidiaries to think creatively, implement their own ideas and collaborate.
MINOR LEAGUE BASEBALL 45
XI. Conclusion
Since its establishment, MiLB has succeeded in garnering long-term relationships with its teams’
communities by implementing effective promotions, accentuating excellent customer service and
organizing diversity and inclusion initiatives. Even in a time period dominated by the emergence
of cable and satellite subscriptions and streaming services, MiLB has been able to successfully
differentiate its value from other professional sports leagues to annually accumulate and maintain
exponentially increasing attendance levels.
Its ability to identify its target audience and motivate community members to attend MiLB
games embodies superior public relations. Secondary research, in the form of online sources, and
primary research, in the form of an online survey and phone interview, were utilized to identify
four key findings that all supported MiLB is an industry leader in public relations.
Moreover, MiLB’s best public relations practices are transferable to all industries, even those
unrelated to sports. All industries can improve their public relations functions to better appeal to
their publics by implementing diversity initiatives and highlighting inclusivity to attract younger
demographics and, wherever possible, granting their subsidiaries autonomy to optimize creativity
and maximize effectiveness.
Fostering mutually beneficial, long-term relationships is the core function of public relations, as
identified by Harlow, and MiLB has mastered it. All industries can learn from MiLB and should
mimic its best practices to more effectively communicate with their current and desired publics
and, ultimately, derive long-term growth.
MINOR LEAGUE BASEBALL 46
References
Arrigoni, L. (2019, December 3). MLB data report, 2019. Retrieved from
https://media.sportbusiness.com/2019/12/mlb-data-report-2019/
Baseball Hall of Fame. (2019). Bill Veeck. Retrieved from https://baseballhall.org/hall-of-
famers/veeck-bill
Blum, R. (2019, October 3). MLB average attendance down 1.7% in 2019, marking fourth
straight year of decline. Retrieved from https://www.baltimoresun.com/sports/mlb/bs-sp-
mlb-attendance-decline-20191003-ewkrfrpaajfpzkkx7mzhicc5i4-story.html
Brown, M. (2019, December 21). MLB sees record $10.7 billion in revenues for 2019. Retrieved
from https://www.forbes.com/sites/maurybrown/2019/12/21/mlb-sees-record-107-billion-
in-revenues-for-2019/#e11e2815d781
Dickson, P. (2017). Bill Veeck: the maverick who changed baseball. American Heritage, 62(3).
Retrieved from https://www.americanheritage.com/bill-veeck-maverick-who-changed-
baseball
Elliott, M., & Katzmaier, D. (2019, July 12). How to watch baseball without cable for the 2019
MLB season. Retrieved July 27, 2019, from https://www.cnet.com/how-to/how-to-watch-
baseball-without-cable-for-the-2019-mlb-season-yankees-cubs-astros-phillies/
Evans, P. (2019a, August 19). Baseball's beer boom: why Minor League Baseball embraced craft
beer. Retrieved from https://frntofficesport.com/baseball-craft-beer/
Evans, P. (2019b, July 26). LGBT promotions gain steam, but success requires more than one
night. Retrieved from https://frntofficesport.com/lgbt-night-promotions/
Evans, P. (2019c, September 18). MiLB attendance growth driven by outliers, community
approach. Retrieved from https://frntofficesport.com/milb-attendance-growth/
Front Office Sports. (2019, August 8). Minor League Baseball teams partner with StellarAlgo on
ticket sales strategy. Retrieved from https://frntofficesport.com/minor-league-baseball-
stellaralgo/
Gayle, N. P. (2019, August 22). A baker's dozen of offbeat Minor League Baseball team names
of 2019. Retrieved from https://newschannel9.com/news/offbeat/a-bakers-dozen-of-
offbeat-minor-league-baseball-team-names-of-2019
James, M. (2016, December 5). The rise of sports TV costs and why your cable bill keeps going
up. Retrieved from https://www.latimes.com/business/hollywood/la-fi-ct-sports-channels-
20161128-story.html
Kramer, L. (2019, August 23). Syracuse Mets get ‘Salty’ for last homestand of the season.
Retrieved from https://www.syracuse.com/sports/2019/08/syracuse-mets-get-salty-for-
last-homestand-of-season.html
Leitch, W. (2018, July 11). Nobody's going to sports in person anymore. And no one seems to
care. Retrieved from http://nymag.com/intelligencer/2018/07/nobodys-going-to-sports-in-
person-and-no-one-seems-to-care.html
Love, J. (2019, October 22). How popular is baseball, really? Retrieved from
https://www.nytimes.com/interactive/2019/10/22/sports/baseball/baseball-popularity-
world-series.html
Maun, T. (2019, March 18). Copa de la Diversión bigger, bolder in 2019. Retrieved from
https://www.milb.com/milb/news/copa-de-la-diversion-bigger-bolder-in-2019/c-
305354674
MINOR LEAGUE BASEBALL 47
Minor League Baseball. (2018, September 19). Minors attendance reaches nearly 40.5 million in
2018. Retrieved from https://www.milb.com/milb/news/minor-league-baseball-
attendance-reaches-nearly-405-million-in-2018/c-295081672
Minor League Baseball. (2019a, September 10). Minor League Baseball posts attendance
increase of over one million fans in 2019. Retrieved from
https://www.milb.com/milb/news/minor-league-baseball-posts-attendance-increase-of-
over-one-million-fans-in-2019/c-310645838
Minor League Baseball. (2019b, February 25). Minor League Baseball becomes first sports
property to join Alliance for Inclusive & Multicultural Marketing. Retrieved from
https://www.milb.com/milb/news/minor-league-baseball-becomes-first-sports-property-
to-join-alliance-for-inclusive--multicultural-marketing/c-304312284
Mittica, C. J. (2017, August 7). Minor League Baseball: bastion of promotional creativity.
Retrieved from https://www.asicentral.com/news/web-exclusive/august-2017/minor-
league-baseball-bastion-of-promotional-creativity/
Moran, E. (2019, July 16). Increased focus on diversity, theme nights instrumental in MiLB
merchandise sales growth. Retrieved from https://frntofficesport.com/milb-merchandise-
sales/
PwC. (2019). At the gate and beyond: PwC Outlook for the sports market in North America
through 2023. Retrieved from https://www.pwc.com/us/en/industries/tmt/assets/pwc-
sports-outlook-2019.pdf
Sutton, B. (2018, April 16). Minor leagues continue to crack code on fan engagement. Retrieved
from
https://www.sportsbusinessdaily.com/Journal/Issues/2018/04/16/Opinion/SuttonImpact.a
spx
U.S. Census. (2018). Quick facts: Hartford City, CT. Retrieved April 17, 2020, from
https://www.census.gov/quickfacts/fact/table/hartfordcityconnecticut/PST045218
Williams, B. (2015, August 11). The unique sports marketing challenges facing Minor League
Baseball. Retrieved from
https://www.forbes.com/sites/blakewilliams3012/2015/08/11/the-unique-sports-
marketing-challenges-facing-minor-league-baseball/#2fc626ef9353
Wojtowicz, J. (2018, October 30). Major Leagues can learn from Minor League marketing.
Retrieved from https://borshoff.biz/major-leagues-can-learn-from-minor-league-
marketing/
MINOR LEAGUE BASEBALL 48
Appendices
Appendix A: Qualtrics Survey Questions
MINOR LEAGUE BASEBALL 49
MINOR LEAGUE BASEBALL 50
MINOR LEAGUE BASEBALL 51
Appendix B: Interview Questions
1. What does a typical day in your role look like? What are your primary responsibilities? What
decisions do you make on a day-to-day basis?
2. When making league-wide decisions, what are examples of factors you consider?
3. What research does MiLB conduct before, during and after launching initiatives to gauge
their effectiveness and measure their success? Who is responsible for conducting research?
4. MiLB operates with teams spanning across the country. Who do you consider to be MiLB’s
target audience? Does it vary depending on geographic location?
5. Today, online streaming services have enabled professional teams to earn just as much, if not
more, revenue without having to rely heavily on ticket sales. As online streaming services’
popularity increases, what incentivizes community members to attend MiLB games, when
they could watch MLB games from their homes?
6. What do you believe is the most effective marketing tactic utilized by MiLB?
MINOR LEAGUE BASEBALL 52
Appendix C: Chart, Finding One
Survey Question Seven: Rate your level of agreement with the following statements.
Diversity /inclusion efforts are important to me in cultivating a fan-friendly environment.
I am more likely to visit a ballpark that has implemented diversity / inclusion initiatives.
I will not visit a ballpark that has not implemented diversity / inclusion initiatives.
MINOR LEAGUE BASEBALL 53
Appendix D: T-Test, Finding One
Group Statistics
Indicate your gender. -
Selected Choice N Mean Std. Deviation Std. Error Mean
Rate your level of agreement
with the following statements.
- Diversity / inclusion
initiatives are important to me
in cultivating a fan-friendly
environment.
Male 106 3.77 1.173 .114
Female 73 4.15 .908 .106
Rate your level of agreement
with the following statements.
- I am more likely to visit a
ballpark that has
implemented diversity /
inclusion initiatives.
Male 106 3.78 1.187 .115
Female 73 3.99 .905 .106
Rate your level of agreement
with the following statements.
- I will not visit a ballpark that
has not implemented
diversity / inclusion initiatives.
Male 106 3.41 1.358 .132
Female 73 3.15 1.221 .143
Independent Samples Test
Levene's Test for Equality of
Variances
t-test for
Equality of
Means
F Sig. t
Rate your level of agreement
with the following statements.
- Diversity / inclusion
initiatives are important to me
in cultivating a fan-friendly
environment.
Equal variances assumed 6.043 .015 -2.310
Equal variances not
assumed
-2.420
Equal variances assumed 11.496 .001 -1.236
MINOR LEAGUE BASEBALL 54
Rate your level of agreement
with the following statements.
- I am more likely to visit a
ballpark that has
implemented diversity /
inclusion initiatives.
Equal variances not
assumed
-1.298
Rate your level of agreement
with the following statements.
- I will not visit a ballpark that
has not implemented
diversity / inclusion initiatives.
Equal variances assumed 1.502 .222 1.286
Equal variances not
assumed
1.311
Independent Samples Test
t-test for Equality of Means
df Sig. (2-tailed) Mean Difference
Rate your level of agreement
with the following statements. -
Diversity / inclusion initiatives
are important to me in
cultivating a fan-friendly
environment.
Equal variances assumed 177 .022 -.377
Equal variances not assumed 174.546 .017 -.377
Rate your level of agreement
with the following statements. -
I am more likely to visit a
ballpark that has implemented
diversity / inclusion initiatives.
Equal variances assumed 177 .218 -.203
Equal variances not assumed 175.120 .196 -.203
Rate your level of agreement
with the following statements. -
I will not visit a ballpark that
has not implemented diversity /
inclusion initiatives.
Equal variances assumed 177 .200 .255
Equal variances not assumed 164.858 .192 .255
Independent Samples Test
t-test for Equality of Means
Std. Error
Difference
95% Confidence Interval of the
Difference
Lower Upper
Equal variances assumed .163 -.699 -.055
MINOR LEAGUE BASEBALL 55
Rate your level of agreement
with the following
statements. - Diversity /
inclusion initiatives are
important to me in cultivating
a fan-friendly environment.
Equal variances not
assumed
.156 -.685 -.070
Rate your level of agreement
with the following
statements. - I am more
likely to visit a ballpark that
has implemented diversity /
inclusion initiatives.
Equal variances assumed .164 -.528 .121
Equal variances not
assumed
.157 -.512 .106
Rate your level of agreement
with the following
statements. - I will not visit a
ballpark that has not
implemented diversity /
inclusion initiatives.
Equal variances assumed .198 -.136 .646
Equal variances not
assumed
.194 -.129 .639
MINOR LEAGUE BASEBALL 56
Appendix E: Correlation Test, Finding One
Correlations
Select the
category that
includes your
age.
Rate your level of agreement with the
following statements. - Diversity /
inclusion initiatives are important to me
in cultivating a fan-friendly environment.
Select the category that
includes your age.
Pearson Correlation 1 .008
Sig. (2-tailed) .920
N 179 179
Rate your level of agreement
with the following
statements. - Diversity /
inclusion initiatives are
important to me in cultivating
a fan-friendly environment.
Pearson Correlation .008 1
Sig. (2-tailed) .920
N 179 179
Correlations
Select the
category that
includes your
age.
Rate your level of agreement with the
following statements. - I am more likely to
visit a ballpark that has implemented
diversity / inclusion initiatives.
Select the category that
includes your age.
Pearson Correlation 1 -.172*
Sig. (2-tailed) .021
N 179 179
Rate your level of agreement
with the following
statements. - I am more
likely to visit a ballpark that
has implemented diversity /
inclusion initiatives.
Pearson Correlation -.172* 1
Sig. (2-tailed) .021
N 179 179
*. Correlation is significant at the 0.05 level (2-tailed).
MINOR LEAGUE BASEBALL 57
Correlations
Select the
category that
includes your
age.
Rate your level of agreement with the
following statements. - I will not visit a
ballpark that has not implemented
diversity / inclusion initiatives.
Select the category that
includes your age.
Pearson Correlation 1 -.366**
Sig. (2-tailed) .000
N 179 179
Rate your level of agreement
with the following
statements. - I will not visit a
ballpark that has not
implemented diversity /
inclusion initiatives.
Pearson Correlation -.366** 1
Sig. (2-tailed) .000
N 179 179
**. Correlation is significant at the 0.01 level (2-tailed).
MINOR LEAGUE BASEBALL 58
Appendix F: Chart, Finding Two
Survey Question Six: Rank the following promotions on their level of effectiveness in generating
audience engagement and interest from your perspective, with one being the most effective and
four being the least effective.
MINOR LEAGUE BASEBALL 59
Appendix G: Correlation Test, Finding Two
Correlations
Select the
category that
includes your
age.
Rank
the following promotions on their level of
effectiveness in generating audience
engagement and interest from your
perspective, with 1 being the most effective
and 4 being the least effective. - Fireworks
Select the category that
includes your age.
Pearson Correlation 1 .256**
Sig. (2-tailed) .001
N 179 179
Rank
the following promotions on
their level of effectiveness in
generating audience
engagement and interest
from your perspective, with 1
being the most effective and
4 being the least effective. -
Fireworks
Pearson Correlation .256** 1
Sig. (2-tailed) .001
N 179 179
**. Correlation is significant at the 0.01 level (2-tailed).
Correlations
Select the
category that
includes your
age.
Rank
the following promotions on their level of
effectiveness in generating audience
engagement and interest from your perspective,
with 1 being the most effective and 4 being the
least effective. - Concession deals
Select the category that
includes your age.
Pearson Correlation 1 .058
Sig. (2-tailed) .444
N 179 179
Rank Pearson Correlation .058 1
Sig. (2-tailed) .444
MINOR LEAGUE BASEBALL 60
the following promotions on
their level of effectiveness in
generating audience
engagement and interest
from your perspective, with 1
being the most effective and
4 being the least effective. -
Concession deals
N 179 179
Correlations
Select the
category that
includes your
age.
Rank
the following promotions on their level of
effectiveness in generating audience
engagement and interest from your
perspective, with 1 being the most effective
and 4 being the least effective. - Theme nights
Select the category that
includes your age.
Pearson Correlation 1 -.094
Sig. (2-tailed) .213
N 179 179
Rank
the following promotions on
their level of effectiveness in
generating audience
engagement and interest
from your perspective, with 1
being the most effective and
4 being the least effective. -
Theme nights
Pearson Correlation -.094 1
Sig. (2-tailed) .213
N 179 179
Correlations
Select the
category that
includes your
age.
Rank
the following promotions on their level of
effectiveness in generating audience
engagement and interest from your
perspective, with 1 being the most effective
and 4 being the least effective. - Giveaways
Select the category that
includes your age.
Pearson Correlation 1 -.115
Sig. (2-tailed) .126
MINOR LEAGUE BASEBALL 61
N 179 179
Rank
the following promotions on
their level of effectiveness in
generating audience
engagement and interest
from your perspective, with 1
being the most effective and
4 being the least effective. -
Giveaways
Pearson Correlation -.115 1
Sig. (2-tailed) .126
N 179 179
MINOR LEAGUE BASEBALL 62
Appendix H: ANOVA Test, Finding Two
ANOVA
Rank
the following promotions on their level of effectiveness in generating audience engagement and interest
from your perspective, with 1 being the most effective and 4 being the least effective. - Fireworks
Sum of Squares df Mean Square F Sig.
Between Groups 18.494 5 3.699 2.732 .021
Within Groups 234.244 173 1.354
Total 252.737 178
MINOR LEAGUE BASEBALL 63
Appendix I: Descriptive Statistics, Finding Two
Descriptives
Rank
the following promotions on their level of effectiveness in generating audience engagement and interest from your
perspective, with 1 being the most effective and 4 being the least effective. - Fireworks
N Mean Std. Deviation Std. Error
95% Confidence Interval for
Mean
Minimum Maximum Lower Bound Upper Bound
18 - 24 44 2.11 1.146 .173 1.77 2.46 1 4
25 - 34 66 2.36 1.159 .143 2.08 2.65 1 4
35 - 44 30 2.73 1.112 .203 2.32 3.15 1 4
45 - 54 24 2.96 1.160 .237 2.47 3.45 1 4
55 - 64 14 2.86 1.351 .361 2.08 3.64 1 4
65 or above 1 4.00 . . . . 4 4
Total 179 2.49 1.192 .089 2.32 2.67 1 4
MINOR LEAGUE BASEBALL 64
Appendix J: Chart, Finding Three
Survey Question Three: Please base your responses to the next three questions on the game you
most recently attended. With whom did you attend the game?