As part of the new strategy, many UK jockeys have been given media training to improve their appearances on TV and radio
try. Strategic brand consultants Harrison:Fraser were appointed to carry out that review in the autumn of 2009. Following an extensive programme of stakeholder interviews, mar- ket research, competitor analysis and regional workshops the stra- tegic plan for the future of British Horseracing was revealed. These rec- ommendations, launched at a series of road-shows and to the national press, distilled the future of British Horseracing into a single brand and created four strategic ‘pillars’ for the future development of the sport.
THESE FOUR PILLARS ARE: Premier product – Creating a recognis- able ‘premier’ product for both novice and expert consumers to follow across racing’s two seasons, Flat (summer) and jump or National Hunt (Winter).
PR activation – PR activity to put rac- ing back in the public consciousness, moving it from the racing pages to the news pages of national media, while also heightening the sport’s presence on the web and in broadcast media.
Raceday experience – An industry- wide programme focused on improving the customer experience at Britain’s 60 racecourse venues.
ISSUE 4 2011 © cybertrek 2011
RACING IN 2010
Annual racecourse attendances: 5.8m (RCA figures) Average annual terrestrial TV viewers: 470,000 (BARB figures) Visitors to Love the Races website: 60,000 (RFC target for 2011 – 200,000)
Relationships with bookmakers – Initiatives to improve relationships with Britain’s bookmakers on and off course – addressing the drift offshore and bookmakers who do not contribute to The Levy, a fund ‘levied’ on the prof- its of the bookmakers which is used to fund prize money for races and other essential activities in the industry. To deliver these four pillars, Racing for Change (RFC) was launched as the umbrella brand under which the entire ‘modernisation’ programme would run. It is funded solely by Racing Enterprises, a joint venture between the racecourses and the Horsemen’s Group. Under RFC guidance, specific action plans and dedicated teams were appointed to deliver change across each ‘pillar’ in early 2010.
COVERING NEW GROUND So what has been achieved? In the 18
months since the programme launch considerable progress has been made. Perhaps the single greatest achieve- ment has been a shift in the attitudes of racing’s traditionalists to the overall Racing for Change programme. Initially received with hostility by some in the industry, a carefully managed programme of communica- tion, newsletters, individual meetings and regional presentations has seen Racing for Change emerge as a force for good - and one regularly referred to in the national press as the body help- ing to modernise the sport. At a more detailed level the team at Racing for Change, under the lead- ership of CEO Rod Street, has made great headway delivering change across the four pillars. After much debate, a new premium
product for horseracing was launched this year. The British Champions’ Series, sponsored by Qatari invest- ment group, QUIPCO, has provided a great boost to racing’s renaissance. This ‘string of pearls’ comprises the summer season’s greatest hits, includ- ing the Investec Derby, The Oaks and the Ladbrokes St Leger among others, culminating at Ascot on 15 October with British Champions’ Day. The event will see the finest horses and jockeys battling for supremacy
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