Be The Real MVP Campaign Compressed

CRISIS COMMUNICATION CAMPAIGN
THE NATIONAL FOOTBALL LEAGUE
FUNCTIONS OF CORPORATE COMMUNICATION SMAD 442-0001

ERIN GREENE, COURTNEY HERB, CHRISTOPHER JEZIOR,
KRISTEN LANDRY, LAUREL OVERBY, MAGGIE ROTH
2015
TABLE OF CONTENTS
COVER LETTER...............................................................................................................6
EXECUTIVE SUMMARY...............................................................................................7-8

RESEARCH AND SITUATIONAL ANALYSIS........................................................7
OBJECTIVES........................................................................................................7

MESSAGE AND MEDIA STRATEGY.....................................................................8
EVALUATION.......................................................................................................8
SITUATIONAL ANALYSIS..........................................................................................9-16
BACKGROUND....................................................................................................9

INTERNATIONAL EUROPEAN LEAGUE..................................................9

ON AND OFF-FIELD ISSUES.................................................................10

SIZE AND TREND.........................................................................................10-11
VIEWERSHIP..........................................................................................10
COMPETITION.............................................................................................11-12

MAJOR LEAGUE BASEBALL (MLB)......................................................11
PROFESSIONAL SOCCER......................................................................12

PAST/CURRENT COMMUNICATION...............................................................13

TRADITIONAL MEDIA..........................................................................13
NEW MEDIA..........................................................................................15
BUDGET............................................................................................................16
PROFITS................................................................................................16

NUMBER OF EMPLOYEES................................................................................16
SWOT ANALYSIS.....................................................................................................17-21
INTRO................................................................................................................17
STRENGTHS......................................................................................................17
WEAKNESSES...................................................................................................18
OPPORTUNITIES..............................................................................................19
THREATS......................................................................................................20-21
PRIMARY RESEARCH.............................................................................................22-28
SURVEY.......................................................................................................22-25

GRAPH A..............................................................................................22

GRAPH B..............................................................................................23

GRAPH C..............................................................................................24

FIGURE A..............................................................................................25

FIGURE B..............................................................................................25
INTERVIEW........................................................................................................26

FOCUS GROUP..................................................................................................27
CONCLUSION....................................................................................................28
TARGET AUDIENCE.................................................................................................29-31

SEGMENT 1......................................................................................................29
DEMOGRAPHIC....................................................................................29
GEOGRAPHIC........................................................................................29
BEHAVIORISTIC....................................................................................29
PSYCHOGRAPHIC.................................................................................29
MEDIA CONSUMPTION........................................................................30
TABLE OF CONTENTS

SEGMENT 2................................................................................................30-31
DEMOGRAPHIC....................................................................................30
GEOGRAPHIC.......................................................................................30
PSYCHOGRAPHIC.................................................................................31
MEDIA CONSUMPTION........................................................................31
COMMUNICATION OBJECTIVES.................................................................................32
THEME & STRATEGY....................................................................................................33

CAMPAIGNTHEME...........................................................................................33

MEDIA STRATEGY.............................................................................................33
MESSAGE STRATEGY AND EXECUTION................................................................34-37

SOCIAL MEDIA AND WEB...............................................................................34
PRINT.................................................................................................................34
RADIO...............................................................................................................35

EMPLOYEE HANDBOOK..................................................................................36

EMPLOYEE WORKSHOP...................................................................................36

MERCHANDISE AND CO-SPONSORING..........................................................36

INSPIRED BY OCTOBER....................................................................................37
PLAN FOR EVALUATION..............................................................................................38

WEBSITE TRAFFIC............................................................................................38

SOCIAL MEDIA ACTIVITY.................................................................................38

MERCHANDISE SALES.....................................................................................38

ISSUE AWARENESS..........................................................................................38
BUDGET...................................................................................................................39-40
STATEMENT OF BENEFITS...........................................................................................41
CONCLUSION...............................................................................................................42
REFERENCES...........................................................................................................44-48
APPENDIX...............................................................................................................49-82

APPENDIX A - SURVEY QUESTIONS..........................................................50-56

APPENDIX B - INTERVIEW TRANSCRIPTION.............................................57-64

APPENDIX C - FOCUS GROUP FACILITATION.................................................65

APPENDIX D - BRANDING LOGOS..................................................................66

APPENDIX E - PRINT ADS..........................................................................67-69

APPENDIX F - RADIO SCRIPTS...................................................................70-73

RADIO SCRIPT 1.............................................................................70-71

RADIO SCRIPT 2...................................................................................72

RADIO SCRIPT 3...................................................................................73

APPENDIX G - FACEBOOK................................................................................74

APPENDIX H - TWITTER...................................................................................75

APPENDIX I - SNAPCHAT GEOFILTERS......................................................76-77

APPENDIX J - PURPLE WEBSITE......................................................................78

APPENDIX K - BEER.........................................................................................79

APPENDIX L - PLAYER UNIFORMS..................................................................80

APPENDIX M - FAN SHIRT...............................................................................81

APPENDIX N - PRESENTATION...................................................................82-85
COVER LETTER
April 27, 2015
Roger Goodell
National Football League
345 Park Avenue
New York, NY 10154
Dear Mr. Goodell:

It has been made clear by market research and analysis that this proposed crisis
communications plan could be beneficial for the National Football League (NFL). Findings from
surveys, focus groups, and interviews showed that how the organization has handled issues
of domestic violence is very concerning to the public. This lack of satisfaction from the public
is due to a deficiency in communication and transparencyfrom employees, members and
players of the NFL. This absence of employee knowledge that resulted from the domestic
violence crisis has adversely affected the NFLs reputation, thus leading the public to believe
the organization fails to resonate appropriately and efficiently with victims of domestic
violence.

With this letter, a crisis communication plan has been enclosed specifically tailored to
the NFL. This plan will focus primarily on improving the organizations communication efforts
due to the increasing need for companies to be transparent with constituents in order to
create and maintain a dynamic relationship. Therefore, the plan will involve generating a
stronger sense of support by providing communication resources for victims of
domestic violence. Our hopes are that the NFL will utilize the communication plan in an effort
to effectively combat and handle any future domestic violence crises. All of these elements
will improve overall satisfaction of fans of the NFL.

Implementing the following crisis communications plan would be immensely
beneficial for the National Football League as an organization.
Sincerely,
National Football League Crisis Communication Team
EXECUTIVE SUMMARY
Research and Situational Analysis

A crisis communications plan was created for the National Football League, or NFL, after several
instances of domestic violence disputes amongst their teams players significantly affected
the leagues reputation among viewers. Initial research was conducted as part of a situational
analysis to gauge the current position of the NFL in terms of its organization history and
mission, its operations and most importantly, the issues that led to its viewership to perceive
its ethics toward domestic violence negatively. To supplement this knowledge, information
was also gathered on the publics general view of the issue of domestic violence, particularly
in the NFL, and how the organization previously communicated with its audience in
reaction to these negative instances. This information was obtained through a survey that
was distributed via Facebook, a personal interview with an anti-domestic violence advocate,
and a focus group where NFL viewers shared their thoughts on the organizations handling of
the crisis. Since females are primarily affected in domestic violence disputes, female NFL
viewers were selected as the primary target audience for the crisis communication plan.
Objectives

Based on the results of the primary and secondary research that was conducted about
the NFL and its handling of players domestic violence disputes, a crisis communication plan
was considered necessary in order to rebrand the NFL as an organization that will not stand
for the mistreatment of victims of domestic violence. The campaign focuses on creating of
awareness for domestic violence through the NFLs programming and advertising, which will
be achieved through two communications objectives. These objectives aim to inform and
engage the NFLs female audience so they are more aware of the organizations stance against
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EXECUTIVE SUMMARY
domestic violence as well as to increase the general knowledge of the NFLs audience about
domestic violence disputes.
Message and Media Strategy

The crisis communication plan is designed to compel the NFL to begin an open and
honest conversation about the missteps the organization has taken in properly punishing
players who have committed acts of domestic violence in the past in order to improve conduct in the future. To show fans that the organization seeks to raise awareness for domestic
violence, the NFL will create Be the real MVP merchandise that will be distributed throughout the NFL season. This plan will also emphasize a stronger online presence of the NFLs
stance against domestic violence through the use of Facebook, Twitter, Instagram, and Snapchat. These
resources will act to inform the audience of the NFLs various events and other information
about the organizations efforts. In total, these will all act to raise awareness of the NFLs ethical actions against domestic violence among its viewership.
Evaluation

As a final step for successful implementation of the campaign, all measures and ob-
jectives that are established will be primarily evaluated through website traffic, social media
activity, and sales of the Be the Real MVP merchandise. Results will be analyzed by measuring social media mentions and hits on the website using marketing analytics to gauge the
positive interactions fans are having with the campaign and its messages.
SITUATIONAL ANALYSIS
Background
The National Football League (NFL) is the governing body for the worlds premier American
football league (National Football League, 2000). Headquartered in New York City, the NFL
office runs as a tax-exempt, non-profit organization, due to its classification as a trade
association (Wilson, 2008). Originally named the American Professional Football League, the NFL was
established in 1920 in Canton, Ohio when representatives from four Ohio-based football
teams joined together to form an organized professional league (National Football League,
2000). The league quickly expanded to major cities throughout the United States resulting
with an increase of football popularity with American viewers in the mid-twentieth century
(NFL, 2000). During this time period, the NFL began to capitalize on the sports rising
popularity to secure lucrative broadcasting contracts with television networks. In the 1960s
under the leadership of its longest-tenured commissioner, Pete Rozelle, the NFL merged
with their rival, the American Football League. The merger incorporated both leagues under the NFL
name and logo, and divided the leagues into two separate conferences It was decided that
the American Football Conference (AFC) winner would compete against the National Football Conference (NFC)
winner in a championship game that would become one of the worlds largest sporting and
cultural events - The Super Bowl. The Rozelle-era also featured expansion of the league into
new media markets such as New Orleans, Louisiana, and Tampa Bay, Florida. The NFL market
also gained centralized control over broadcast revenue negotiations, and helped sponsor
one of Americas longest running and most-watched television shows, Monday Night Football.
International European League

Despite player strikes and threats of team relocation during the late 1980s, the league
continued to expand both domestically and internationally during the 1990s under the new
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NFL commissioner, Paul Tagliabue. The World League of American Football later named the NFL Europe
League was established in 1991, and marked the first sports league to operate on two
separate continents on a weekly basis. This league, later disbanded in 2007, but acted as a
precedent for further expansion in Europe and other countries (NFL, 2000).
On and Off-field Issues
The NFL not only expanded its size and television contracts during the Tagliabue-era,
but also worked to help promote social issues such as increasing the number of minority
coaches and management officials on team staffs (Lapchick, 2006). Since current
commissioner Roger Goodells appointment in 2006, the NFL has faced heavy scrutiny for
off-field issues ranging from bullying and homophobia, to player arrests and domestic
violence (Belson, 2014). The NFL has also faced on-field issues such as player safety,
particularly concerning the increase of player concussions. Both the off-field and on-field
issues simultaneously continue to threaten the leagues image and long-term success (Taylor,
2012).
Size and Trend
Viewership
The NFL has seen overall reduction in spectators who report either watching or
attending games over the past two years (2014). While the overall number of fans who
attended a game in-person has decreased by more than two million from 2011 to 2014
(20,336,000 to 18,205,000), the number of fans who reported attending more than four
games annually rose from 9.5 percent to 13.5 percent. Male viewership decreased from 57.7
percent 54.9 percent from 2011 to 2014, with experts reporting close to full market
saturation for the male demographic (2014). The league has achieved continued growth
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over the past few years through its ability to attract and connect to female fans (Chemi,
2014). Females account for 45 percent of the NFLs viewership, and influence 85 percent of
disposable-income purchasing decisions in the household (Harwell, 2014). The NFL is
working to enhance this connection through specialized marketing campaigns, partnering
with female-oriented companies and organizations such as CoverGirl and the American Breast Cancer
Foundation and heavy promotion of specially designed womens NFL clothing and accessories
(Harwell, 2014).

In addition to striving for domestic growth, the NFL is planning an expansion of the
league to London, England, by 2022 and additional expansions to locations such as

Manchester, England, Berlin and Munich, Germany, in the future (Kahn 2015). Commissioner
Roger Goodell hopes to increase the NFLs revenue from $9.5 billion to $25 billion by tapping
into the European market, and through additional expansion into areas, such as China and
South America (Kahn, 2015).
In order for continued growth however, The NFL will need to continue its improvement
of concussion protocols, address players and public concerns over long-term negative
effects of repeated head trauma and work to reduce player assault arrests and violence
to achieve continued growth (Maske, 2015).
Competition
Major League Baseball (MLB)

Comprised of 30 member franchises located in both the United States and Canada,
Major League Baseball (MLB), is the premiere organized baseball league in the world, and the
second most popular organized sport in the United States behind American football (Harris
Poll, 2015). Commonly referred to as Americas Pastime, the MLB is perhaps the NFLs biggest
11
competitor for adult U.S. viewers. Although baseball encountered a seven percent drop in
fans surveyed by Nielsens Harris Poll from 1985 to 2014, as Americas favorite sport, the MLB
has actually increased in popularity from 2013 to 2014 by two percent to 16 percent overall.
During that time, the NFL dropped in popularity by three percentdecreasing from 35
percent to 32 percent of the United States adult population. Baseball attracts a higher
percentage of the Baby Boomer generation, residents of the eastern United States and
individuals who identify as liberal. Like the NFL, MLB is having a more difficult time connecting
with millennial viewers with only 12 percent of baseballs top supporters coming from the
millennial market (Harris Poll, 2015). The MLB has mirrored the NFLs share of the female market
from 2011 to 2014. There has been a five percent increase in female fans - from 40 to 45
percent - of the total U.S. population (2014). Major League Baseball is working to maintain and
grow its position in the American pro-sports spectrum by improving the speed of the games
to appeal to younger generations of fans (Moore, 2015). Like the NFL, the MLB is looking to
expand its official operations internationally in the future (Rodgers, 2015). While MLBs new
commissioner, Rob Manfred, wants to focus on U.S operations, the league also has its sights
set on expansion teams added or moved to Canada and Mexico (Rodgers, 2015).
Professional Soccer

Association Football or soccer is the worlds most popular organized sport, with over
265 million players actively involved in the sport worldwide (FIFA, 2006). The sport achieved
a growth in players by 23 million from 2000 to 2006, with over 24 million registered players in
the United States. A study conducted by Nielsens Harris Poll survey statistics show a four
percent increase of Americans who said soccer was their favorite sport from 2013 to 2014
the biggest jump of any sport in the poll during that span (Harris Poll, 2015). Soccer has a
12
strong following internationally, and continues to grow both worldwide and in the United
States; standing in the way of the NFLs overall attempts of expansion. Sports such as soccer
are also starting to take more of American footballs talent due to fears over brain and other
physical injuries, and through soccers ability to be played by athletes of all sizes and abilities
(Sports Illustrated, 2014).

Past/Current Communication
In order to keep in contact with its wide audience, the NFL engages in both traditional
and new media practices that engage constituents of all ages (Alonso, 2014). Although many
of its official statements still arrive in the form of a press release or televised press
conference, the organization was quick to embrace social media and the power it has to
efficiently deliver messages in times of crisis (Maine, 2014).
Traditional Media

The three main forms of traditional media that the NFL uses are press releases, press
conferences, and its two websites: NFL.com and NFLcommunications.com (Maine, 2014). The
organization was the first in the professional sports industry to establish a website on the
Internet, doing so in April of 1995 (NFL History by Decade, 2015). Today, NFL.com functions
primarily as a resource for football fans, providing statistics, news and information on all 32
national football teams, even in the off season (NFL, 2015a).

NFLcommunications.com serves as the organizations archive and primary source for all
public relations related information. This website is divided into several sections, each of
which delves into a different part of football as a business (Alonso, 2014). Recent press
releases are displayed as the main content on the sites homepage, many of which concern
special events, fundraisers, and details about trades and contract negotiations (NFL, 2015c).
13

When crisis occurs, the sites staff posts reactive press releases accordingly, almost
always including a quote from NFL Commissioner, Roger Goodell (Press Releases, 2015). In
the case of Ray Rice, several press releases were posted throughout his domestic violence
dispute, beginning on September 14, 2014 and ending on October 2, 2014 (Press Releases,
2015). As an extra resource, the website also includes a From the Commissioner section
that is dedicated entirely to Goodells responses to major events and crises (NFL, 2015b).
Here, Goodell has made several statements concerning domestic violence suits in the NFL,
including those involving Ray Rice, Adrian Peterson, and his opinion of the organizations
Mueller Report (NFL, 2015b). The report, conducted by former FBI Director Robert
Mueller, was an extremely thorough and detailed investigation of the organizations history
and policies on sexual assault and domestic abuse (Pelissero, 2015). In its conclusion, the
report declared that the NFL was not aware of how extreme its players domestic violence
history was and that the organizations personal conduct policy should be revisited and
revised (Pelissero, 2015). Goodell agreed with Muellers conclusions and stated that he and
the rest of the NFLs upper management were working towards reactively improving the
policy (NFL, 2015b)
The NFL also utilizes press conferences during times of crisis (Maine, 2014). These are
often televised on major sports networks such as ESPN and are stored for replay on NFL.
com along with any other team related press conference footage (Next steps for the NFL,
2014). Goodell acted as the spokesperson throughout the NFLs domestic abuse controversy,
although his lack of information did not put him in favor with football fans or the media
(Next steps for the NFL, 2014).
14
New Media
The three primary social media sites that the NFL utilizes are Facebook, Twitter, and Instagram.
Although the date the organizational officially joined Facebook is unknown, it can be estimated
through its activity that the NFL became active on the social media site in 2006 (NFL, 2015d).
Posts on its page are usually picture based and include a few sentences of description with
a link to a longer story. During games, these posts attempt to stay up to date with scores
and Must See Play recaps, always publishing the final outcome within a minute of the final
whistle. The NFLs use of Facebook during times of crisis is minimal, the only reaction to the Ray
Rice scandal being a link to Goodells letter about the investigation (NFL, 2015d).
On its Twitter account, the NFL communicates information that is nearly identical
to its Facebook content (NFL, 2015e). Multiple daily tweets to its 10.4 million followers are
amost always short bits of information about teams and their players, most of which are
accompanied by a picture and an additional link (NFL, 2015e). The NFL remains primarily
asynchronous in its Twitter communication, rarely responding to tweets or questions from
followers (NFL, 2015e). In times of crisis, the NFLs response strategy on Twitter has been to stay
relatively silent, despite the thousands of tweets directed at their account with questions and
concerns (Alonso, 2014).
Instagram is the NFLs newest form of social media and continues to be its least
informative and most entertainment focused communication tactic (NFL, 2015f ). This
accounts purpose is to glorify players, teams and victories, with each post getting well
over 100,000 likes from its pool of 2.8 million followers (NFL, 2015f ). Crisis strategy on this
medium, particularly in the Ray Rice controversy, is nonexistent (Maine, 2014).
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Budget
Profits
The NFL is technically a nonprofit due to its status as a trade organization and, therefore,
is tax exempt (Rogers, 2014). This is because each of the 32 football teams in the league are
privately owned and collect their own revenue for games, merchandising, and other profit
generating efforts (Rogers, 2014). However, it is estimated that if the organization were
considered a business, it would generate more than $9.5 billion in revenue per year, making
it the most valuable sports league in the world (Chemi, 2014). This profit would be the result
of the leagues real estate investments, licensing and royalties (Rogers, 2014).
Number of Employees
The NFL reported having 1,858 employees on its 2013 tax returns, which is a 20 percent
increase from the previous year (Kaplan, 2014). That employment figure includes staff for
the league office, some game-day operations, and NFL Films and NFL Network employees. Many
employees in game-day operations work only on game days or on short term notice, so they
receive only a part-time salary (Kaplan, 2014).

In order to account for the increase in corporate staff, each individual football team
franchise was required to pay $10.2 million to the NFL. (Rogers, 2014). This payment provided
salaries for 312 of the newly hired NFL employees (Kaplan, 2014). Since these team
franchises are privately owned, they are responsible for hiring and paying their own staff
members (Chemi, 2014).
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SWOT ANALYSIS
Intro
In order to gauge the current position of the National Football League (NFL) in the minds of
the general population, further analysis was conducted on internal and external aspects of
the organization that affect its performance and how it is perceived. The internal strengths
and weaknesses of the organization in addition to external opportunities and threats for the
company reveal telling insights about NFLs current state.
Strengths
The NFLs widespread popularity is perhaps its biggest overall strength. In a recent
survey conducted by the Harris Poll, 32 percent of U.S. adults chose American professional
football as their favorite sport (Harris Poll, 2015). For comparison, the NFL is more popular
than both the second (Major League Baseball; 16) and third (College football; 10) most popular U.S.
sports combined. The NFL has not only established itself as a big player in the professional
sports world, but has seamlessly integrated itself into American life and culture. This
popularity allows the league to not only sell tickets and merchandise, but procure lucrative
advertising sponsors and broadcasting contracts (Ejiochi, 2014).

Broadcasting rights charged to television networks provide the NFL with $5.5 billion
dollars in revenue annually (James, 2014). Millions of NFL fans watch games live on network
television, allowing networks to charge premium prices for advertising. ESPN alone pays $1.7
billion a year to broadcast just 17 Monday Night Football games (James, 2014).
The NFLs powerful corporate sponsors contribute over $1 billion in sponsorship
revenue annually to the league (Ejiochi, 2014). Sponsors include powerful economic and
cultural players such as Microsoft, McDonalds, Pepsi and Anheuser-Busch (Trop, 2014). The leagues
2013 partnership with Microsoft was worth $400 million, while its partnership with DirectTV was
17
SWOT ANALYSIS
was worth $4 million over four years. Partnerships with these influential companies has
not only allowed the NFL generate high levels of revenue, but the ability to tackle various
problems through the combining of capital resources.
Weaknesses

Despite its strengths, there are also several weaknesses that affect the NFL. Although
the organization does utilize its communication outlets, such as NFLcommunications.com and NFL.
com, to recognize and apologize for players domestic violence disputes, it often takes several
months for them to do so (Maine, 2014). This attributes to the organizations perceived lack
of transparency, particularly by its female viewers (Schultz, 2014). As a result, there is a
question of whether or not the NFLs constituents actually trust the statements made by its
official communications staff, or if they believe the organization is just going through the
motions (Maine, 2014).

A low level of trust for the NFLs Commissioner, Roger Goodell, also plays a serious role
in the entire organizations credibility. Currently, Goodell holds complete power over the NFLs
personal conduct policy, something that many fans do not support due to his lack of
delivering punishment for players who have committed acts of domestic violence (Graziano,
2014). Such an example of Goodells poor judgment lies in his decision to merely suspend
Ray Rice for two games after his domestic violence dispute, a punishment most sports
analysts described as screwing up royally (Graziano, 2014). With a salary of $44 million,
many fans see Goodell as an overpaid and unqualified commissioner, whose actions during
the organizations domestic violence disputes have displayed ignorance, not justice (Maine,
2014).

18
SWOT ANALYSIS

Yet, behind most of the NFLs issues lies its reliance on a single, hyper commercialized
goal: making money. Despite its nonprofit status, the organizations sponsorship revenue in
combination with its 32 teams totaled more than $1.07 billion for its 2013 season (Pro Sports
Staff, 2014). This includes the leagues five year, $440 million contract with Microsoft as well
as Gatorade, a company that 100 percent of NFL properties cite as a sponsor (Pro Sports Staff,
2014). Such a strong dependence on sponsorships leads to an organizations desperation to
keep these companies on board at all costs, even if it means excluding information from the
public eye to make the league appear more favorable (Schultz, 2014). Less transparency of
the organizations trouble with domestic violence gives sponsors less of a reason to pull their
contracts, allowing the league to keep collecting large amounts of money despite its ethical
dilemmas (Pro Sports Staff, 2014).
Opportunities
One of the biggest opportunities for the NFL involves expansion into international
markets such as Europe and South America (Kahn, 2014). Through international expansion,
the league has opportunity to increase revenue to a projected $25 billion by 2027.
Domestically, there is an opportunity for the NFL to further improve its stadium experience for
fans on game days especially for female spectators (Barton, 2013). Finding ways to better
engage with women, while making it easier for families to enjoy games, can have a positive
impact on the leagues growth. The league also has opportunities to be more proactive on
issues such as the inclusion of females and minorities in positions of power, improvement of
player conduct issues and transparency in decision-making (Curtis, 2014).
19
SWOT ANALYSIS
Threats
Although there are opportunities the NFL can explore, there are also threats that must
be tackled in order to maintain their status as a successful organization. While the
opportunity to further expand upon the female market would be a progressive step, the risk
of losing viewership and trust to this important demographic has created a situation that
could impede the growth of this crucial group. While women make up around forty five
percent of the hundreds of millions of fans the NFL has acquired, the loss of their support
would not only affect the organization directly, but could get in the way of advertisers and
sponsors (Harwell, 2014). Therefore, the NFL needs to address this point to uphold their brand
and image.
While sponsors are important and critical in funding the organization, there is a
possibility that the sponsors could cut ties with the NFL if damaging controversies
continue. The backlash from the Ray Rice scandal has put the support of women and large
sponsors in jeopardy, while many hope that the NFL will handle the matter appropriately
(Boren, 2014). If the sponsors are dissatisfied with the way the situation is addressed,
monetary support and funding could diminish from those that choose to no longer maintain
an association with the NFL. This would additionally hinder the organizations efforts to
improve upon its currently tarnished reputation.
Furthermore, the NFL is a non-profit organization, but its status may very well be
revoked. Most teams in the organization take taxpayer money given to them by the
government to maintain and build stadiums. On top of that, the monetary sum given is
more than necessary and teams ultimately turn a profit (Easterbrook, 2013). Currently, the
NFL is a non-profit, yet it still continues to make more than any other organization of its kind
20
SWOT ANALYSIS
due to its strength in advertising and entertainment (Watson, 2014). Therefore, it is
imperative that the NFL maintain the non-profit status since it is an important part of their
financial arrangement.
Finally, should the NFL continue to handle the situation in a less than positive and
constructive manner, there is a significant threat of lost support from sponsors and fans to
other professional sports leagues and entertainment services. Additionally, the NFL needs
to maintain its strong television viewership in order to survive, but the switch to streaming
could be a big factor. (Manfred, 2014). Therefore, the organization needs to take advantage
of their opportunities and address the threats in order to remain the premier sports
entertainment organization.
21
PRIMARY RESEARCH
Survey

In order to gauge current perceptions of the National Football League (NFL), a survey was
conducted throughout the end of March 2015 to the beginning of April 2015 with
approximately 150 subjects (See Appendix A for questions). A link to the survey was posted
onto the social networking site, Facebook, as well as distributed via e-mail. Participants were
between the ages of 18-50+ with 78% of the respondents in the 18-34 age bracket. Out of
the total responses, 85% were female and 15% were male. Additionally, an overwhelming
percentage of participant ethnicity was Caucasian at 97%. When asked How much of a
concern is domestic violence/abuse to you in todays society? 49% of the participants found
it to be Concerning (See Graph A).
Graph A
22
PRIMARY RESEARCH | SURVEY

When asked, What do you believe domestic violence is?, a summarized statement of
the responses would be Any form of verbal, emotional, and physical abuse against a loved
one or someone in a relationship in a household. The survey also indicated that 58% of
participants consider Uneducated females to be the most common victim of domestic
violence/abuse, however, only 18% of respondents have been personally or secondarily been
affected by domestic violence/abuse (See Graph B).

Graph B
23

For the 18% who were primarily or secondarily affected by domestic abuse/violence,
76% of respondents were victims of emotional abuse. When asked, Why do you believe
victims of domestic violence/abuse stay with their abuser? a summarized statement would
be Victims are afraid to leave their abuser because of a dependence (ex: money) or a fear
that they will hurt someone they love (ex: children) (See Graph C).

Graph C
According to the results, 92% of respondents are aware of the domestic violence cases
involving the NFL (shown in Figure A), however, it is almost a tie between knowing about the
current initiatives the NFL is taking involving domestic violence/abuse, with results being 48%
Yes, and 52% No (shown in Figure B).
24
With the NFLs involvement with the No More campaign, a commercial was shown
during the Super Bowl that 59% of participants saw. However, when asked how it affected
their views on domestic violence/abuse, mixed responses were shown. Although the
commercial received mixed reviews from the participants, the real issue of bringing
awareness of domestic violence/abuse was still understood and the NFL should now be able
to tailor their initiatives to their viewers.
25
PRIMARY RESEARCH | INTERVIEW

Interview
In addition to the data collected from the surveys, further information was gathered
through two interviews. One with a domestic violence advocate working for the District
Attorneys office in the city of Alexandria, Virginia, and another with a senior residential
counselor, providing crisis intervention, counseling and support services for women and
families taking refuge at the Alexandria Battered Womens Shelter (See Appendix B). During
the interviews, questions were asked regarding general domestic violence information,
statistical facts and figures regarding victims and their abusers, and the interviewees take on
the NFL and the No More commercial aired during the Super Bowl. The answers from these
two professionals participating in the interview were very similar with no differences.
Both participants gave strong, detailed and in-depth answers to supplement the data
collected. Many of the answers given by those interviewed provided expert insight to what
most people do not know about domestic violence. It was clearly made known in this
interview by both that domestic violence is not just something that happens to women,
but can happen to anyone although women are more affected by it. While the No More
commercial shown during the Super Bowl may have affected some, the one interview
participant noted that the placement of the ad took place when most people get up to
either get food, stretch, or talk, and believed that this minimized the impact it could have
had (Roth, 2015). Both participants believe that men and women both need to be
educated on the issue of domestic violence. Additionally, both are of the opinion that the NFL
does have an obligation to speak out and continue to take steps towards improved handling
of any additional situations that should arise in connection with those affiliated with the
organization. The interviews conducted provided an enhanced understanding of domestic
26
PRIMARY RESEARCH | FOCUS GROUP

violence/abuse and an outlook of where the issue is positioned in todays society.
Focus Group

A focus group was conducted on April 7, 2015, in an apartment in the Charleston
Townes complex from 6:30-6:45. Two facilitators conducted the focus group and four JMU
football players participated in the group. The participants had similar opinions and insights
to share about their overall stance on domestic violence/abuse and the NFL (see Appendix C
for the focus group facilitation). Overall, the participants felt that women involved in
domestic disputes that become public, such as the Ray Rice incident, use the situation for
their advantage to get publicity. The participants felt that although the video evidence
brought forth about the Ray Rice incident was incriminating, they made a point to say that
Rices wife slapped him first, and that as a football player, it can be hard to restrain when put
in certain situations because of raging testosterone levels.

When asked how the participants felt the NFL handled the Ray Rice incident, it was
unanimously agreed upon that the NFL handled the situation very poorly and tried to sweep
evidence and knowledge of the issue under the rug. The participants saw the handling of the
incident as more of a business decision to save face before the media got involved
rather than an actual caring concern for the victim on the NFLs part. In addition, the
participants expressed that after seeing the No More commercial air during the Super Bowl,
which the NFL was forced to collaborate with the organization due to the Ray Rice scandal,
they felt awkward and uncomfortable when watching it. Overall, when the Ray Rice incident
became public, the participants first concern was for Rices career, as well as how it would
affect their fantasy football league. However, once the security camera footage surfaced, the
participants perception of Rice changed and they felt more compassion for the victim. As a
27
PRIMARY RESEARCH | CONCLUSION

whole, the group provided insight into how distorted views and opinions can be on
domestic violence/abuse in America.
Conclusion

The data collected through the survey distributed online, two in-depth interviews, and
a focus group provided substantial information of what is currently at stake for the NFL
because of the domestic violence crisis. From the extensive view points gathered from
supporters of the NFL, domestic violence advocates, and football players, the data
collectively showed that the crisis goes much deeper than the suspension of a professional
football player. The crisis involves a lack of open and transparent communication from the
NFL and its supporters. Should this type of behavior continue, the NFL will struggle to maintain
its reputation, as well as lose its loyal viewers and supporters. Considering the results, the
following crisis management plan should be implemented and has therfore been created for
the NFL.
28
TARGET AUDIENCE
SEGMENT 1: WOMEN, AGE 18-49
Demographic Info
The first segment of the target audience is women, between the ages of 18-49 years
of age, who watch the National Football League. The majority of this age segment has been or is
married and has children (Wang, 2014). Over 70% of this segment is Caucasian, with the next
largest ethnic group being black or African American (United States Census Bureau Quick
Facts, 2015). The mean income for this demographic is $39,157 (Womens Earnings and
Income, 2015). Women are the primary or sole provider for their families 40% of the time
(Wang, 2013).
Geographic Info
Women in this demographic are spread out throughout all 50 states and Washington
DC. The highest concentration of women is located in the south (Howden, 2011).
Behavioristic Info
More women watch the NFL than any other team sport (Football TV Ratings Soar,
2011). The NFL reports that women make up an estimated 45% of the 150 million American
fans and that Sunday Night Football ranked first among this segment. The Super Bowl had
more female viewers than the Oscars, Grammys, and Emmys combined. Women are also
more likely to say something needs to be done regarding the safety of the NFL players
(Harwell, 2014).
Psychographic Info
Women in this segment are innovators and believers according to VALS (VALS, 2009).
They are very loyal to their passions and are willing to spend money in order to support and
represent those passions. Women decide where 85% of disposable income goes to, making
29
TARGET AUDIENCE
them the focus of many advertisers and marketers (Harwell, 2014).
Media Consumption
Women in this segment use social media mainly as a way to stay in contact with
friends and family. Additionally, they frequently use social media as a creative outlet, like
blogging and sharing photos, and for entertainment purposes. This segment gets most of
their news from social media and considers it to be a credible source. (The Female/Male
Digital Divide, 2014).
There are roughly 115.6 million televisions in the United States between both genders
(Nielsen Estimates, 2013). The average viewership of the large network stations like CBS, Fox,
and NBC has declined significantly, suggesting that televisions are being used for alternate
viewing methods, like streaming services and movies (Steinberg, 2014).
SEGMENT 2: MEN 18-49
Demographic Info
The second segment of the target audience is focused on men, between the ages
of 18-49 years of age, who watch the NFL. The majority of this age segment has been or is
married and has children (Wang, 2014). Over 70% of this segment is only Caucasian, with
the next largest ethnic group being black or African American (United States Census Bureau
Quick Facts, 2015). The mean income for this demographic is $50,033 (Womens Earnings
and Income, 2015). Men are the primary or sole provider for their family roughly 60% of the
time (Wang, 2013).
Geographic Info
This segment is spread out throughout the country with higher concentrations in the
south and near large cities (Howden, 2011).
30
TARGET AUDIENCE
Psychographic Info
This target would be classified as innovators and thinkers according to VALS (VALS,
2009). They are driven by facts and statistics. With the NFL, they are loyal to their team but
also are very well versed on the other teams as well. They follow sports closely (Where Men
and Women Differ in the News, 2008).
Media Consumption
Men in this segment frequently use social media for dating and maintaining
relationships with friends and family. They also use it as their main news source. Men in this
segment are very trusting of advertisements on websites, TV, newspapers, and magazines
There are roughly 115.6 million televisions in the United States between both genders
(Nielsen Estimates, 2013). The average viewership of the large network stations like CBS, Fox,
and NBC has declined significantly, suggesting that televisions are being used for alternate
viewing methods (Steinberg, 2014).
31
COMMUNICATION OBJECTIVES
After analyzing the primary and secondary research about the National Football League (NFL),
it is determined that the NFL has been ineffectively communicating the actions taken
regarding accusations of domestic violence from players. This has damaged the reputation
of the NFL, specifically in regards to its most powerful demographic, women. In order to
counteract the existing negative attitudes and prevent future developments, the following
communication objectives will be implemented by the NFL.
1. Inform and Engage Female Fans
To create a crisis communications plan that will run from September 2015 to
February 2016, targeting female NFL fans in order to neutralize the existing negativity
pertaining to the NFL and domestic violence by 15%. The plan will involve the highlighting of
existing initiatives through a strong social media presence, the implementation of a purple
out game, and a creative series. The effectiveness of this objective will be measured through
a pre/post survey that will be distributed nationally through the individual teams mailing
lists.
2. Increase Overall Audience Knowledge
To increase awareness of domestic violence through a series of print advertisements,
social media posts, radio advertisements and exclusive website.All creative pieces will
include informational content about what domestic violence entails, how to get help, and
how to prevent it from happening. This will be determined effective based off the change
in results from the pre/post survey that will be distributed nationally through the individual
teams mailing lists. The awareness of domestic violence must increase by at least 10% for
this communication objective to be considered successful.
32
THEME & STRATEGY

Campaign Theme
Domestic violence is a social issue that affects everyone, regardless of race, social class
or gender, so the NFL has created a campaign theme that targets a general audience with the
campaign slogan, Be the Real MVP. The NFLs target audience is quite broad (appealing to
both women and men), and because of this, the slogan is able to be neutral, affecting the
target audience in a unique, personal way. The main color scheme of the campaign is the
color of domestic violence, which is a deep purple, coupled with the red, white and blue of
the NFL.
Media Strategy
Focusing on targeting and addressing the issue of domestic violence in real-life
situations throughout the NFL and daily life, the Be The Real MVP campaign will employ a
uniquely-crafted combination of traditional and non-traditional media methods to promote
domestic violence to multiple target groups over various media channels. Stressing the
importance of reaching out to fans in multiple forms in the location where domestic violence
is most likely to occur in the home.
33
MESSAGE STRATEGY & EXECUTION

Social Media & Web
A major source for news, sharing and advocacy, social media is a major area of focus
to spread the Be The Real MVP message. An integrated combination of three major social
media platforms (Facebook, Twitter, Snapchat) will be utilized to encourage fan interaction and push
informational content about domestic violence. Facebook continues to be the largest and most
frequently used social media site, with 71 percent of American Internet users as members
(Duggan, Ellison, Lampe, Lenhart, Madden, 2014). Facebook was the obvious choice as the
primary social media channel for the campaign message, with Twitter as an ideal platform
for mobile news sharing and high fan engagement (Kelly, 2014). Twitter with 23 percent of
American Internet users naturally connects organizations and fans on a one-to-one basis,
so its incorporation was ideal to spark meaningful conversations about domestic violence.
The NFL will not have a centralized Snapchat account (some teams have their own), but fans
will be able to download specially designed campaign geofilters to use with their Snapchat
account. Additionally, a special campaign website has been created to inform fans about
domestic violence issues and promote the sale of official campaign merchandise.
Print
Print advertising will feature NFL players, coaches, cheerleaders and other league
stakeholders and seek to connect issues on the field with domestic violence. Advertising will
feature a black and white color scheme contrasted with a splash of purple for domestic
violence advocacy. The campaign specifically uses black and white as the basis for print
advertising because the issue of domestic violence is a gender-neutral issue involving both
sexes. Strategically placed print ads in major womens magazines (Good Housekeeping, Southern Living)
and mens magazines (Sports Illustrated, Mens Health) will specifically target both genders
34

readership in the home.
Radio
Radio advertising will be used to continuously engage broad, and increasingly mobile,
audiences outside of the home setting. Radio is able to reach many different demographic
groups - and those without in-home internet and television - such as African-Americans, with
95.1 percent of African Americans 12 years or older reached each week (Miller, Kemp, 2006).
Advertising will feature several of the leagues top players and stakeholders (ex. Victor Cruz,
Drew Brees, Mike McCarthy) to promote both domestic violence awareness and positive
culture change. Spots will range from 30 seconds to 60 seconds and use effective
storytelling and emotional response to capture listener attention and inspire action.
60-second advertisements will feature in-depth dialogue between multiple league
employees (players, cheerleaders, coaches, etc.). 30-second ads will feature numerical
on-the-field accomplishments of players, while emphasizing a violence-free record as the
players biggest achievement. Radio spots will run during sports-talk radio, contemporary
pop, and country radio programs (formats with large audiences) on over-the-air AM/FM
(local stations), satellite (SiriusXM) and streaming (iHeartRadio, Pandora) radio outlets. The majority
of radio advertising time purchased will be for the afternoon drive period (3 p.m. to 7 p.m.)
to specifically target drivers on the way home from work seeking to cue listeners about the
issue of domestic violence before they arrive home.
35

Employee Handbook

One of the biggest priorities for the NFL at this time is to take responsibility for the
current crisis involving domestic violence and implement a communication plan that starts
with its employees. To begin centralizing communication among the NFLs employees, an
updated employee handbook was created to provide the staff with information about the
organizations history, mission, policy and a plan for controlling and managing any future
crises.
Employee Workshop

In addition to the employee handbook, an employee workshop for members,
employees and players associated with the NFL will be held and will cover the topics in the
handbook in great detail. This workshop will help to facilitate a discussion between
members, employees and players in order to prevent future domestic violence situations
by addressing the lack of knowledge about how to communicate for the NFL when it is faced
with a domestic violence/ abuse crisis. The point of this workshop is to increase transparency,
and empathy between the NFL and its constituents. Workshops will be held in a centralized
location over the course of 6 months, with one workshop each month, so all members,
employees and players will be able to attend.
Merchandise and Co-Sponsoring
Partnering with its official beer sponsor, Anheuser-Busch, the NFL will seek to further the
conversation at a possible direct source of partner violence alcohol. Anheuser-Busch and its
Bud Light brand have shown disdain for the leagues handling of previous domestic violence
incidents, but the Be The Real MVP campaign seeks to quell problems and create a positive
message for both groups. The World Health Organizations Intimate Partner and Alcohol Fact Sheet
36

states a possible link between alcohol use and partner violence, with 55 percent of
victims reporting a partner drinking alcohol prior to violence (World Health, 2014). Be The
Real MVP messages will be featured across all Bud Light cans, bottles, packaging and other
marketing collateral.
Specially designedBe The Real MVP merchandise and apparel will also be offered through
the NFLs major brands such as Nike, Under Armour, VF, and New Era to encourage face-to-face
conversations while raising money for the domestic violence awareness.
Inspired By October
October is Breast Cancer Awareness Month, and the NFLs breast cancer campaign A
Crucial Catch has been instrumental in helping educate women about the importance of
breast cancer screenings. Capitalizing on the success of A Crucial Catch, the Be The Real
MVP campaign shifts the focus in November from breast cancer to another issue facing its
fans domestic violence. Like the pink apparel worn for breast cancer, players, coaches and
other employees will wear purple for domestic violence awareness. Unique stadium and
on-field branding will be implemented, with fundraisers and special events scheduled
throughout the month for additional promotion efforts.
37
PLAN FOR EVALUATION

As a way to measure the successfulness of the proposed plan, the following elements
will be evaluated: traffic on the website (number of visits, repeat visits, and time spent on
page), social media activity and connections, and levels of merchandise sales.
Website Traffic
The effectiveness of the campaign website will be determined by the traffic on the page.
First, the number of visits to the page will be monitored. Second, the number of repeat visits
will be observed. Finally, the amount of time spent on the page will be recorded.
Social Media Activity
The effectiveness of the social media elements of this crisis communication plan will
contain four platforms. Facebook will be evaluated through the increase of page likes,
content shares, and individual participation. Twitter will be evaluated by an increase in
follows and retweets. Instagram will be evaluated by increases in the number of followers,
likes, comments, and reposts.
Merchandise Sales
The effectiveness of the merchandise will be based exclusively sales of officially licensed Be
the Real MVP products.
Issue Awareness
The overall campaign will be evaluated through awareness levels and the level of general
understanding of fans on the issue of domestic violence. The results of the pre and post
survey delivered to NFL fans through individual team mailing lists will be used determine the
campaigns effectiveness.
38
BUDGET

Despite extensive research into the amount of money the NFL spends on its
organizational communications each year, the company is considered a nonprofit and,

therefore, does not need to disclose its budget. As a result, little information was collected
concerning the NFLs exact budget. However, in an interview with the NFLs former senior
financial officer, Kimberly Williams, it was revealed that the organization had a 2009 budget
of $3.5 billion. Taking basic inflation into account, this means the NFLs budget for 2015 could
be estimated to be $3.83 billion. Although it is not specified as to how this money is
allocated, it can be assumed approximately a third, $1.28 billion, will be dedicated to
communications efforts.
With such a large budget, the campaign was able to focus the majority of its funding on
creating traditional communications pieces for high profile media outlets. This primarily
includes full page, color print ads that will be featured in popular mens magazines. The
campaign chose to target readers of Sports Illustrated and Mens Health, the most popular sports and
mens magazines that run on a national scale. The NFL will purchase space in both magazines
for three different ads, each of which will run twice. According to the rate card for both
publications, this will cost $1.36 million for Mens Health and $2.57 million for Sports Illustrated.
Fortunately, the rest of the campaigns media tactics utilize social media platforms
and do not incur high costs. This includes the campaigns Facebook, Twitter, Instagram, and Snapchat
accounts, each of which is free for the organization to use. As for the website, the campaign
will use the NFLs current domain, which the organization has previously purchased. The
organization will also give away free tickets to various football games, which are owned by
the company and will not add costs to the campaign.
39
BUDGET

For budgeting of apparel and other merchandising materials, the NFL will partner with
its official apparel sponsors to promote the Be the Real MVP campaigns message. Official
NFL apparel sponsors such as Nike, Under Armour, VF and New Era will produce specially
licensed Be the Real MVP products, with royalties from wholesale sales of these products
paid to the NFL. Royalties from sales will be donated to the NFLs official domestic violence
partner, NO MORE, to bolster increased awareness and action about domestic violence.
The NFLs official beer sponsor, Anheuser-Busch, is the leagues second-largest corporate
partner and sponsors 88% of the NFLs 32 franchise teams (Quirk, 2014). The NFLs contract with
Anheuser-Buschs subsidiary brand, Bud Light, totals $1.2 billion over six years, with communications
budgetary costs included within contract (Quirk, 2014). The NFL will utilize its partnership
with the Bud Light brand to produce limited-edition Be the Real MVP themed cans, bottles,
and packaging to be sold in both retail locations and at NFL stadiums where Bud Light is sold.
Anheuser-Busch has shown concern over the NFLs handling of prior domestic violence incidents,
but the Be the Real MVP campaigns goal is to enhance the partnership with the NFL and its
official beer sponsor to positively promote change against this pressing issue (Quirk, 2014).
40
STATEMENT OF BENEFITS
The crisis communication plan that was drawn up for the NFL will bring in numerous benefits to the organization and its fans that have been victims of domestic abuse.
Internal benefits include centralizing communications among employees through an NFL
employee handbook and annual workshops that all members, employees and players
associated with the NFL must participate in. There has been frustration from the public with
how the NFL has handled the domestic violence cases. Many fans believed that the way the
NFL and commissioner, Roger Goodell, handled the situations were inappropriate and
insincere, thus, the organization was harshly criticized. This lack of sincerity and
transparency between the NFL and the public was attributed to the lack of employee
knowledge about how to communicate for the NFL when it is faced with a domestic violence
crisis. Thus, with the implementation of a new employee handbook, a mandatory annual
workshop, and the overall crisis communication plan, the NFL will be able to centralize
communication among its employees, members, and players in order to better prepare them
for any future crisis that should arise.

The plan will also benefit NFL fans who have been directly victimized by domestic
violence. In order to ensure that it will take a proactive approach in its communications in
the future, the NFL will acknowledge the month of November as a month to bring awareness
to domestic violence by insisting that fans wear the color purple, as well as purchase Purple
Out gear in an effort to show support for victims of domestic violence. In addition to the
Purple Out movement, the NFL will produce a series of print and radio advertisements that
link football and domestic violence. Several of the leagues top players will be featured as
champions against violence towards women, children, and other victims of abuse. The Be
the Real MVP campaign will work to empower all of the leagues constituents as participants
in the movement against domestic violence.
41
CONCLUSION
Based on the results and observations collected from primary and secondary research,
it was determined that theNFLfaced a crisis of reputation that resulted from its
mishandling of delivering proper punishment to league players who committed acts of

domestic violence. As a result of these findings, a crisis communications campaign was
considered necessary in order for theNFL to reposition itself as a dominant sports league that
respects the law and withholds a high ethical standard amongst its players. By focusing
communication efforts on raising general awareness of domestic violence, improving
communication efforts on social media and creating branded merchandise in partnership
with pre existing sponsors, theNFLwill be positioned as a major sports league that enforces
ethical practices, listens and responds to its viewership, and lives up to its mission of being
the best sports entertainment in the world.
42
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en/insights/news/2014/the-female-male-digital-divide.html
US Census Bureau Quick Facts. (2015, March 31). Retrieved April 21, 2015, from http://quickfacts.census.gov/
qfd/states/00000.html
VALS | Sample Demographics and Behaviors | SBI. (2009, January 1). Retrieved April 21, 2015, from http://
www.strategicbusinessinsights.com/vals/demobehav.shtml
Wang, W., Parker, K., & Taylor, P. (2013, May 28). Breadwinner Moms. Retrieved April 21, 2015, from http://
www.pewsocialtrends.org/2013/05/29/breadwinner-moms/
Wang, W., & Parker, K. (2014, September 23). Record Share of Americans Have Never Married. Retrieved
April 21, 2015, from http://www.pewsocialtrends.org/2014/09/24/record-share-of-americans-have-never-married/
47
REFERENCES
Watson, T. (2014, January 30). The real Super Bowl question: Should the NFL be a nonprofit? Retrieved from
http://www.forbes.com/sites/tomwatson/2014/01/30/the-real-super-bowl-question-should-the-nfl-be-anonprofit/
Where Men and Women Differ in Following the News. (2008, February 5). Retrieved April 21, 2015, from
http://www.pewresearch.org/2008/02/06/where-men-and-women-differ-in-following-the-news/
Wilson, D. (2008, August 11). N.F.L. executives hope to keep salaries secret. The New York Times. Retrieved
from http://www.nytimes.com/2008/08/12/sports/football/12nfltax.html?_r=1&
Womens Earnings and Income. (2015, April 8). Retrieved April 21, 2015, from http://www.catalyst.org/knowledge/womens-earnings-and-income
48
APPENDIX
APPENDIX A
SURVEY QUESTIONS
50
APPENDIX A
SURVEY QUESTIONS
51
APPENDIX A
SURVEY QUESTIONS
52
APPENDIX A
SURVEY QUESTIONS
53
APPENDIX A
SURVEY QUESTIONS
54
APPENDIX A
SURVEY QUESTIONS
55
APPENDIX A
SURVEY QUESTIONS
56
APPENDIX B
INTERVIEW TRANSCRIPTION
Research Interview with Expert

The purpose of these two interviews was to obtain primary information regarding
domestic violence from a professional Domestic Violence Intervention Specialist working for
the City of Alexandria, District Attorney in Alexandria, Virginia. Although there is information
regarding this issue online, it is a very controversial subject so being able to candidly speak
with a professional was beneficial. The goal was to learn what domestic violence is first-hand,
from someone who deals with this issue day in and day out.
Interviewee Biography
1. Samantha Roth is a domestic violence advocate working for the District Attorneys
office in the city of Alexandria, Virginia. Before her job at the Districts attorneys office,
Ms. Roth previously worked at Rape, Abuse and Incest National Network, (RAINN) as
an online hotline staffer for the Department of Defense Safeline Hotline. Ms. Roth
graduated cum laude from the College of William and Mary in 2013.
2. Timeka Smith is a senior residential counselor, providing crisis intervention, counseling
and support services for women and families taking refuge at the Alexandria Battered
Womens Shelter. Ms. Smith received her undergraduate from the University of
Richmond and obtained her masters degree from James Madison University, studying
public administration. Ms. Smith has worked in the field for four years.
Questions:
1. Could you define domestic violence for me?

(SR) Domestic violence has a fairly simplistic definition for something thats
unbelievably complicated. Domestic violence is a pattern of sometimes-cyclical behaviors

57
APPENDIX B
that exert power and control over another person. This can involve one or more abusive
behaviors; the main examples are listed on something called the Power and Control Wheel,
used by many domestic violence advocates:
(http://www.uic.edu/depts/owa/power_control-wheel_clip_image001.jpg). Another
definition Ive heard before and liked is the idea of domestic violence as a spiral of abusive
behaviors meant to exert power and control over another person. A sidenote: domestic
violence can be defined somewhat differently depending on who you ask and what kind
of work they do. However, abusive behaviors and power and control are foundations of
domestic violence (Roth, 2015).

(TS) Domestic violence is a pattern of coercive behaviors that may include
physical assaults, threats, intimidation, sexual manipulation and control over economic
resources. This pattern of behaviors is used to maintain power over another individual in a
relationship.
2. Is domestic violence more prominent in certain cultures rather than others? Does race,
socio-economic class or education impact it?

(SR) Thats a complex question to answer. Domestic violence can affect all people, at all
levels of socio-economic class, any race, religion, culture, sexual orientation, or gender. It is a
completely non-discriminating problem. However, I do think that race, socio-economic class,
and education instead affect when and how people reach out for help, or who they ask for
help (Roth, 2015).

(TS) Domestic violence impacts people at similar rates regardless of race,
socio-economic status, and education. Some people are just more likely to report the
58
APPENDIX B

violence than others. Individuals of a higher socio-economic status, for example, are
less likely to report the violence and access public resources. Also, some victims do not see
themselves as victims
3. Obviously it affects both men and women, but what are the statistics? Who are more likely
to be victims?

(SR) The statistics overall show that women are more likely to be victims of domestic
violence. The National Domestic Violence Hotline reports that nearly three in ten women and
one in ten men have experienced rape, physical violence, and/or stalking
(http://www.thehotline.org/resources/statistics/). One in four women and one in seven men
aged 18 and older in the United States have been the victim of severe physical violence by
an intimate partner in their lifetime. These statistics show that women primarily bear the
brunt of intimate partner violence (IPV) as victims. Females ages 18-24 and 25-34 generally
experienced the highest rates of this type of violence, and from 1994-2010 about four in five
victims of IPV were female. But domestic violence is such a huge problem that it affects more
than 12 million people a year; nearly half of all women and men in the United States have
experienced psychological aggression by an intimate partner in their lifetime (Roth, 2015).
(TS) Statistically women are victimized at higher rates than men, but men are not as likely to
report (Smith, 2015).
4. Do victims seek help? In general, how do you feel victims act?

Some victims seek help. They seek it immediately, after the first abusive behavior, no
matter how minor that behavior might be, like being called a bad name. Others never seek
help, up to the point where they can become victims of homicide and no one had any idea
59
APPENDIX B
there was domestic violence in the relationship. It truly depends on who that person is, what
kind of support or domestic violence education they have, where that person is in their life,
what kind of relationships they have been exposed to growing up and with other partners
and what their relationship is like overall. Someone who has children might not seek help
because their partner has threatened to hurt their children if they do; someone else who also
has children their children might be the only reason they seek help. Applying generalities
to victims is not something I prefer to do. I look at every case at a case-by-case basis (Roth,
2015).

(TS) Not all victims seek help. Victims respond differently to their situations. Sad,
apologetic, relieved, anxious, happy, afraid (Smith, 2015).

5. Do you think professional sports set bad examples for boys/men (ie. macho man,
aggressive behavior, having women throw themselves at them)?

(SR) I think they can set bad examples for boys/men. By their very nature, sports can be
inherently violent, aggressive, and stereotypically masculine. Think of football, or hockey. In

American culture and some others, being a man involves some strict norms; it means being
in control, it means being powerful, and only feeling certain types of emotions, like anger
or frustration. Real men dont cry, is a common saying. So you think of these young boys,
watching professional sports, and theyre only seeing one side of what being a man can
entail (Roth, 2015).

(TS) Machoism is everywhere, not just professional sports. Society as a whole
contributes to the way males are taught to behave. Males are taught from a young age that
they have to be stronger, dominant, and more aggressive (Smith, 2015).
60
APPENDIX B
6. What did you think about the domestic violence commercial that aired during the Super
Bowl?

(SR) Id actually read about that particular 911 phone call in a book about domestic
violence before the commercial aired. I remember thinking that the victim in that situation
was extremely clever, and I gave major props to the 911 dispatcher for picking up on her
cues. As a commercial, I thought it was a good way to increase awareness about domestic
violence without being as triggering (showing images or having sound bites that could
make victims flashback to their own experiences of abuse). Sometimes those more
aggressive, no pun intended, ads can be traumatizing to victims of domestic violence. I liked
that the NFL was making an effort; what really bothered me was the placement of the ad.
It was aired directly after the second half ended, right before the Halftime show, which is a
time (and I quite literally watched this happen at the party I was at) when people get up to
get more food, to stretch, to talk. Few people paid attention to what was on the television,
versus when the first or second commercial break came on, and everyone was paying
attention to the commercials. It felt like effort by the NFL, but half-hearted effort at best
(Roth, 2015).
7. Did you and your colleagues discuss it?

(SR) Most of my colleagues didnt watch the Super Bowl, to be quite honest. I discussed
it with some friends (Roth, 2015).

(TS) The commercial was a good start for discussing the issue of domestic violence.
The commercial was mentioned among colleagues, but we didnt discuss it to a great extent
(Smith, 2015).
61
APPENDIX B
8. Do you think men or women need to be more educated regarding DV?

(SR) Both men and women need to be more educated regarding domestic violence,
but I think too they need to be educated on healthy and unhealthy relationship
behaviors. Thats where things start. If you know the red flags to look out for (i.e., his wanting
to know where you are at all times, her refusing to let you talk to any other female friends)
you might be able to avoid an increase in those behaviors to the point where they become
part of a pattern of domestic abuse. I personally think that relationship education as a whole
should start at younger ages, so that children can learn to understand boundaries and that
they have rights, as people. No one should ever have to feel as though their every action or
thought is controlled by someone else (Roth, 2015).

(TS) Both men and women need to be educated regarding DV as it affects
everyone (Smith, 2015).

9. What entails education and whats the best way to reach this audience?

(SR) Education is a broad word! I think starting small is always best. Sometimes, people
dont know that what theyre experiencing is abuse. For example, someone who demands to
read their partners text messages daily. She might think its because he loves her so much he
wants to know everything about who shes talking to. But thats not healthy, thats
controlling. And what happens if she talks to someone he doesnt approve of? So many
cases that have police involvement actually start with that exact scenario. What if, instead,
that woman was taught that these behaviors mean more than because he loves me, he
does this. Consent education is very important as well; the understanding that you have a
right to say no, and a right to only have things happen that youre comfortable with and not
62
APPENDIX B
be pushed beyond those limits in a relationship. That kind of education can start young, in
schools. Instead of just sex ed as children get older, healthy relationship education can be
started younger and then evolve as children get older (Roth, 2015).

(TS) Making people aware of what domestic violence is and its dynamics, identifying
red flags of an abusive relationship. There is no best way to reach an audience. One way is
for domestic violence agencies to reach out to community organizations and companies to
offer trainings on topics related to domestic violence (Smith, 2015).
10. Do you think corporations such as the NFL have an obligation to speak out about domestic
violence? How do you think they should do it?

(SR) I think any corporation, organization, company, business, system, whatever you
want to call it, if theyre experiencing domestic violence (and I can guarantee, with the
numbers we see, that they are) has a responsibility to bring awareness to the issue of
domestic violence and more importantly, how to get help if youre ready to seek it. The NFL in
particular has struggled with this, and how to react to it. A firm no tolerance stance sends a
pretty strong message, because thats what it ultimately boils down to: we, as human beings,
should not tolerate abuse. No one deserves it, and no one should have to experience it.
Period. But the NFL hasnt done that yet; its a tough step to take. I mean, Ray Rice was
reinstated. But I dont think theres much of a gray area here; either you take the step to show
that this isnt okay, or you dont. Dont get me wrong, Im not saying the NFL supports
domestic violence, but at the moment, I dont believe they are doing enough to eradicate it.
Theyve taken a great step in working with some domestic violence experts, advocates, and
attorneys, and using their advice to take steps forward. I think thats a good start. But its not
63
APPENDIX B
enough, and they need to keep working harder to achieve the goal that all of us who work in
this field work for: that someday, we wont have to do this kind of work anymore (Roth, 2015).

(TS) Public organizations such as the NFL do have an obligation to not only
speak out about domestic violence, but to establish and follow through on rules to handle
violations. Established rules should be equally and consistently applied. They have a duty
to handle the situations as they arise, rather than after they have received significant public
attention and outcry (Smith, 2015).
64
APPENDIX C
FOCUS GROUP FACILITATION

All participants of the focus group were made aware that they were being recorded and their
answers are completely anonymous.
Prompts
1. What are your overall thoughts of domestic violence?
2. Are you aware of the domestic violence cases in the NFL? (ex: Ray Rice)
a. What are your thoughts on that?
3. What do you think the NFL could have done better when dealing with these situations?
4. As football players, did you think this situation affected you differently?
a. What was your first thought?
(Career vs. Victim)
5. Propose what we are thinking, what are your thoughts?

-creating a crisis communication plan
-implementing a workshop and updated employee handbook
-creative pieces
a. Would these change opinion?
6. What do you think would help football players better to take action against DV?
7. Do you see the NFL in a different light now from how they handled the situation?
8. Did you see the commercial during the super bowl?
a. how did that affect you?
9. What outlet do you think the NFL should use that would best resonate with the public?
10. Allow them to ask questions
65
APPENDIX D
BRANDING LOGOS
66
APPENDIX E
PRINT ADS
67
APPENDIX E
PRINT ADS
68
APPENDIX E
PRINT ADS
69
APPENDIX F
RADIO SCRIPTS | 1
Client: National Football League

Title: I Stepped Up
Duration: 60 seconds
Date: 2/17/15
Produced
SFX:
SPORTS BROADCASTING MUSIC (60
Seconds)
JASMINE (mid-twenties, African-American Ive been an NFL cheerleader for two years.
female voice):
The whole squad knew Becky. She dated
the teams MVP before they got married last
GEORGE (mid-twenties, white male):
STEVEN (middle aged, African-American
male):
JASMINE:
year.
Im our teams quarterback, and our teams
MVP is my best friend.
Ive been an NFL coach for five years, and
I watched our MVP evolve on the field. He

carries the team.
A few months after the wedding, Becky
came to a game with a black eye. She said

GEORGE:
70
she fell.
A few weeks ago, Becky and him came to
STEVEN:
dinner at my house. She was limping.

Last night after practice, I watched them
JASMINE:
GEORGE:
STEVEN:
JASMINE:
pushed her.
I could have believed her.
I could have said nothing.
I could have walked away.
But I didnt, I have her the number to the
GEORGE:
STEVEN:
JASMINE:
get into a screaming fight. And then he
Domestic Violence Hotline after the game.

I asked if she needed to go to the hospital.
I stepped in and got her somewhere safe.
I stepped up.
APPENDIX F
RADIO SCRIPTS | 1

Title: I Stepped Up
Date: 2/17/15
Produced
GEORGE:
STEVEN:
ANNOUNCER (male, broadcaster voice):
I stepped up.
I stepped up. You should too, because
shes the real MVP. Not him.

Be the Real MVP. Join the NFL to help put
an end to domestic violence.
71
APPENDIX F
RADIO SCRIPTS | 2

Title: Victor Cruz, No Arrests
Duration: 30 Seconds
Date: 2/24/15
Produced
Victor Cruz:
Im Victor Cruz, wide receiver for the New

York Giants.
264 career receptions.
3,963 career receiving yards.
NFL record holder for the longest touchdown reception.
Super Bowl XLVI champion.
Zero arrests for domestic violence.
This Last stat shouldnt have to be on a
list of achievements. If you want to be the

most valuable player, step up, speak up,
and take action against domestic violence. Thats being the real MVP.
72
APPENDIX F
RADIO SCRIPTS | 3

Title: Drew Brees, No Arrests
Date: 2/31/15
Produced
Drew Brees:
Im Drew Brees, quarterback of the New

Orleans Saints.
56,033 career passing yards.
396 career touchdown passes.
2-time AP Offensive Player of the Year.

Super Bowl XLIV champion.
Zero arrests for domestic violence.
This Last stat shouldnt have to be on a
list of achievements. If you want to be the

most valuable player, step up, speak up,
and take action against domestic violence. Thats being the real MVP.
73
APPENDIX G
FACEBOOK
74
APPENDIX H
TWITTER
75
APPENDIX I
SNAPCHAT GEOFILTERS
76
APPENDIX I
SNAPCHAT GEOFILTERS | EXAMPLES
77
APPENDIX J
PURPLE WEBSITE
78
APPENDIX K
BEER
79
APPENDIX L
PLAYER UNIFORMS
80
APPENDIX M
FAN SHIRT
81
APPENDIX N
PRESENTATION
82
APPENDIX N
PRESENTATION
83
APPENDIX N
PRESENTATION
84
APPENDIX N
PRESENTATION
85

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CRISIS COMMUNICATION CAMPAIGN

THE NATIONAL FOOTBALL LEAGUE

FUNCTIONS OF CORPORATE COMMUNICATION SMAD 442-0001

league to London, England, by 2022 and additional expansions to locations such as

PRIMARY RESEARCH | SURVEY

PRIMARY RESEARCH | SURVEY

PRIMARY RESEARCH | SURVEY

PRIMARY RESEARCH | INTERVIEW

PRIMARY RESEARCH | FOCUS GROUP

A focus group was conducted on April 7, 2015, in an apartment in the Charleston

PRIMARY RESEARCH | CONCLUSION

THEME & STRATEGY

MESSAGE STRATEGY & EXECUTION

MESSAGE STRATEGY & EXECUTION

readership in the home.

MESSAGE STRATEGY & EXECUTION

In addition to the employee handbook, an employee workshop for members,

MESSAGE STRATEGY & EXECUTION

PLAN FOR EVALUATION

organizational communications each year, the company is considered a nonprofit and,

mishandling of delivering proper punishment to league players who committed acts of

NFL (2015a). Around the NFL. Retrieved from www.nfl.com/news

NFL (2015h). Press Releases. Retrieved from http://nflcommunications.com/category/press-releases/

Retrieved from http://adage.com/article/cmo-strategy/female-fans-sponsors-forgive-nfl/294889/

unbelievably complicated. Domestic violence is a pattern of sometimes-cyclical behaviors

(TS) Domestic violence is a pattern of coercive behaviors that may include

(TS) Domestic violence impacts people at similar rates regardless of race,

apologetic, relieved, anxious, happy, afraid (Smith, 2015).

inherently violent, aggressive, and stereotypically masculine. Think of football, or hockey. In

(TS) Machoism is everywhere, not just professional sports. Society as a whole

it with some friends (Roth, 2015).

(TS) Both men and women need to be educated regarding DV as it affects

everyone (Smith, 2015).

FOCUS GROUP FACILITATION

(Career vs. Victim)

5. Propose what we are thinking, what are your thoughts?

Client: National Football League

SPORTS BROADCASTING MUSIC (60

I watched our MVP evolve on the field. He

came to a game with a black eye. She said

dinner at my house. She was limping.

get into a screaming fight. And then he

Domestic Violence Hotline after the game.

Client: National Football League

shes the real MVP. Not him.

Client: National Football League

Im Victor Cruz, wide receiver for the New

264 career receptions.

3,963 career receiving yards.

NFL record holder for the longest touchdown reception.

Super Bowl XLVI champion.

Zero arrests for domestic violence.

This Last stat shouldnt have to be on a

list of achievements. If you want to be the

Client: National Football League

Im Drew Brees, quarterback of the New

56,033 career passing yards.

396 career touchdown passes.

2-time AP Offensive Player of the Year.

Zero arrests for domestic violence.

This Last stat shouldnt have to be on a

list of achievements. If you want to be the