Whether you are a fan or a foe of the Boston Red Sox, there is one thing that is undeniable; their storied history. The Red Sox have played in the same iconic park since 1912, one of their best players, Cy Young, has an annual award given in his honor to the best pitcher in each league, and they experienced years of heartbreak as they went from 1918 to 2004 without winning a World Series title while losing key games in historic fashion.

However, through it all, they had one of the most loyal fan bases in all of baseball. When the new ownership group took control of the team in 2002, they had three key goals. They wanted to revitalize Fenway Park, expand the fan base, and, of course, build a winning team. As the team saw more and more success on the field, the off the field marketing efforts were paying off big time, and the ownership group was more than happy to ride the wave of success. Unfortunately, this success wasn’t permanent and the team failed to adapt their core message to their fans.

At its core, marketing needs to speak to your company’s audience. It should evoke emotion(s), leave them wanting more and get them to act immediately at the same time. Marketing can make or break a brand’s reputation; the latter happened to the Red Sox when they attempted to tell fans to look at the team positively when they were on a serious decline.

After ending an 86 year World Series drought in 2004, the team struggled over the next two seasons but loyal fans were rewarded with another title in 2007. The sellouts were consistent, ticket prices remained as the highest in all of baseball without losing ticket holders, and the fans couldn’t get enough of their home team. Then the ownership group became overconfident and more focused on TV ratings and sellout streaks than winning ballgames.

After being swept out of the playoffs in 2009 and missing the playoffs entirely in 2010, fan interest was waning. Behind the scenes, disputes over how to develop the on the field product between the GM, Theo Epstein, and President Larry Lucchino ultimately led to the departure of Epstein and several key swings and misses by the player personnel department. In what many perceived as a ratings ploy, the team signed Carl Crawford to an exorbitant contract.

Then, at the end of the 2011 season, the team went into a tailspin. The team finished the season with the biggest collapse in Major League history and missed the playoffs for the second straight season. Rumors began to swirl about players guzzling beers during and after games, and jokes about fried chicken were easier to hit than a 3-0 fastball down the middle. Beloved manager Terry “Tito” Francona was let go and fans were promised that the side show was over.

The least favorite snack of Red Sox Nation.

The decision of who to hire next was played out under intense media scrutiny. New GM Ben Cherington wanted to hire respected former Red Sox third base coach Dale Sveum, but was overruled by Lucchino. Sveum went on to be hired by Theo Epstein in Chicago. Instead, the Red Sox brought on Bobby Valentine. Valentine was loved by the media, but for all the wrong reasons.

He was a PR department’s worst nightmare; you never knew what he was going to say next. The players hated the move and were distraught by the hiring of a man who had been out of the Major Leagues for a decade. The hiring of Valentine brought attention back to their team, but again, it was for all the wrong reasons. Their marketing didn’t change. If their marketing department was to be believed, everything was sunny on Yawkey Way.

There were no apologies, they weren’t trying to win the fans back, it seemed like they were nearly oblivious to the real problems with the team, and why the ratings were suffering. Team President Larry Lucchino had even gone so far as to send a letter to season ticket holders mid-season to talk up the team and urge them to come to Fenway Park, buy their beers and memorabilia, and enjoy all the park had to offer. Unfortunately the park wasn’t offering either of the two things fans wanted; wins or exciting baseball. “Sweet Caroline” was about the only thing the Fenway Faithful had to look forward to.

Neil Diamond - An Oddly Comforting Sight

At the trading deadline, the team shipped big contract malcontents Josh Beckett, Adrian Gonzales, and Carl Crawford out to LA. This was the first glimpse to Red Sox Nation that the ownership group was starting to listen. Bobby Valentine was fired unceremoniously at the end of the season. Ownership and management knew who they wanted to be the next leader of the team. They targeted their former pitching coach, John Farrell, and pried him away from Toronto and back home to Boston. He’s well respected, both in the clubhouse and the league, and he understands this market.

Finally, things were turning around.

During Farrell’s introductory press conference, he said “the fans that will watch this team take the field, they will get 100% effort every single day. I will work my butt off to win their respect.” This part of the press conference was cut into a 30 second poignant commercial that didn’t do anything but allow people to hear the promise that John Farrell was making. We are here to earn your trust. The pitch? Nothing but a RedSox.com/Tickets link over a black background for the final few seconds of the commercial. It was marketing at its best; Simple, elegant, memorable.

Watch John Farrell’s Commercial Spot Here

Finally, someone from the organization was willing to candidly express what so many fans wanted to hear. The fans never wanted to be the Yankees, the team that outspends their competition. They didn’t want superstars who didn’t perform when it counted. They wanted “dirt dogs” like Trot Nixon, Bill Mueller, and Mark Bellhorn who were willing to do whatever it takes to scrap out a win. Ownership had miscalculated their fan base and while they won’t say those words out loud, they will at least push this one promise where they essentially admit that they understand why the respect was lost. No letters from the CEO, nothing corny, just good old fashioned honest marketing.

The lesson to learn from this is to always listen to your base. No matter who they are, determine the most appropriate way to listen to them (social media is typically the best for hearing from the masses), and do so. After you listen, act on what you learn and don’t ignore them. Your fans/customers are what make you successful. Acquisition is far more expensive than retention.

Being good isn’t good enough. Mistakes happen, we’re human and people understand that, but the little things matter. Honesty in marketing matters. People are smart, so treat them that way. Allow them to be heard, and use what you learn as a way to grow and make things better.

When you do, you’ll have the chance at real success, and that is the best game of them all.

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