With a new football season underway and an eagerly anticipated Premier League campaign due to start this weekend, I’ve been considering my consumption of the global game recently and how it’s changed.  Not just for individuals, but for brands as well.

Everyone knows football is big business with dedicated, die-hard fans.  So social media provides the perfect forum for fans to interact, share their thoughts, keep up to date with their team’s latest gossip and transfer news.  The World Cup was also a ‘first’ for two reasons.  Not only was it the first tournament to be hosted in Africa, it was also dubbed the first ever ‘social media’ World Cup.

Interesting stats courtesy of www.simplyzesty.com back this up too.  Coca Cola’s sponsored hash tag #wc2010 received 86m impressions in 24 hours.  The Vuvuzela iPhone app was number 1 on iTunes in 50 countries in June.  Nike’s World Cup advert received more than 19million views on YouTube.  3,238 tweets per second recorded during the Japan Denmark match (the normal rate is 750).  497,000 ‘Likes’ for the England’s Team Facebook fanpage (seems like too many to me and it’s now more than 550,000?!)

Interestingly, brands who weren’t even ‘official’ sponsors in South Africa this year, maximised their use of online channels for their campaigns.  Nike’s ‘Write the Future’ campaign for example dominated the social media landscape prior to the World Cup.  Nielsen also found that Budweiser, who paid a heavy price for the global sponsorship rights, was trounced by their rival Carlsberg in terms of online chatter volumes.

Everyone, from fans to journalists, used Twitter to experience this tournament, with dedicated World Cup hash tags making commentary easier to source.  Twitter is a serious presence in social commentary, an effective means of gauging response and reaction to cultural events for brands looking for tactical as well as more strategic territories to associate themselves with.  Appreciating how consumers are changing their media behaviour reiterates the value of events like the World Cup.

It’s the brands who take the time to understand this relationship, understand where their fans are talking, that grab the real opportunities to engage with consumers.  More importantly, brands are able to measure engagement providing a compelling case for new forms of marketing and sales promotion.

It seems all football fans need now is an internet connection, or a smartphone and the information is at their fingertips.  The combination of podcasts (Guardian Football weekly), websites (nothing beats BBC Football, Football365), Twitter (some of the biggest official club feeds include Chelsea’s stamfordthelion Liverpool’s LFCTV) and Arsenal’s (arsenaldotcom), live streams over IPTV all prove valuable to brands looking to capitalise on fans’ online presence following their passions for the beautiful game.

However, not everyone will get it right first time.  As Umbro found out trying to run a Foursquare promotion at a Manchester City home game last season, aiming to create a record for the biggest number of people checking in at the same location.  Credit to Umbro for engaging with Foursquare so early on, however uptake was minimal.  More investment in the incentive to check in, free tickets or a replica shirt for example, rather than a t-shirt, could have produced further uptake.

Or was it because there aren’t many football fans using Foursquare yet?  We’ve seen brands succeed at the World Cup so I will be interested to monitor if those using social media tactics to good effect during the 2010/11 season…

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As I ponder England’s dispirited performance in the World Cup, or to be more honest, listen to my colleagues discuss it, I wonder about what makes us great. How can we be our best? Apparently, the Spanish had nothing to lose. They could play with no fear. A united team that played to its strengths and had the spirit to win.

I read an interesting article in the FT this week from Lucy Kellaway ‘It’s time to sack appraisals’. She argues that appraisals are a waste of time.

I agree. Mostly.

Lucy suggests that real management is preferable – absolutely right. If managers stopped to give real constructive feedback on the spot – people would have a clear idea of what is expected.

However, often people don’t seize the moment. And later at appraisal time they hide behind jargon, complex templates and cut-and-paste objectives and imagine that is managing. They simply don’t have the appetite, tools or training to do it properly.

Well thought through appraisals are valuable. Even where real on the job management is happening. I’ve seen success stories where someone has been able to improve their performance and turn a corner. Or consolidate their experience to earn a promotion.

A clear roadmap of career development is often cited as a core driver for job satisfaction and the appraisal system allows for that. Put simply, people are motivated by making progress.

Engaged staff make for happy clients and a successful business.

But surely the flipside is equally important. Without appraisals the good can’t get better, but the bad can’t get fired. Ditching appraisals is the business management equivalent of issuing staff with a Cappello contract.

In a competitive world, we can’t afford to coast. Appraisals, used right, are effective tools for ensuring we perform. After all what business can succeed in an environment of enduring mediocrity?

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