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
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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,