Bakersfield

In January, 1997 National Sports Services (NSS) was approached by the former owner of the Bakersfield (CA) Fog in January 1997 to sell his West Coast Hockey League (WCHL) franchise. In preparation for the solicitation of potential ownership prospects, NSS thoroughly reviewed and analyzed the team’s financial statements, business plan, marketing efforts and personnel as well as the Bakersfield market and the history and prospective growth of the WCHL.

Upon digestion of the relevant information, NSS determined that the franchise was an attractive acquisition opportunity and subsequently worked with investors to develop Flying Puck, LLC (LLC), to acquire and operate the Bakersfield hockey team.
Salient points in the NSS analysis were –

• The conclusion that the hockey team had been woefully under marketed and under capitalized
• There was a significant lack of sports entertainment competition in a defined market area which contained sufficient population, demographic and psychographic characteristics to support a professional sports franchise
• The hockey franchise was to become the primary tenant in a 9,000 seat state-of-the-art arena prior to the 1998-1999 hockey season

National Sports Services developed a detailed Business Plan for the acquisition and operation of the Bakersfield hockey team. NSS used its contacts within the sports industry to identify primary investors for the new LLC. Between January and June 1997, National Sports Services was instrumental in the preparation of a private placement memorandum and raising the necessary capital for the acquisition and operation of the hockey team. Flying Puck LLC was formed in June 1997 and acquired the Bakersfield hockey team in July 1997.

National Sports Services entered into an agreement with the LLC to supervise the day to day operations of the hockey team. These comprehensive services included: preparation of annual operating budgets, interim and internal financial reports; development and execution of all marketing, advertising, sales and community relations campaigns; and, hiring and evaluation of all personnel.

NSS spent extensive time in Bakersfield networking within the community to develop marketing partnerships, hiring and training personnel, building organizational and operational infrastructure, and creating the proper climate for business success.

Prior to moving to the new arena, the team operated in an ‘old’ arena (a theatre retrofitted with a temporary ice surface and portable bleachers). The unique facility severely limited the ability to attract attendance and create the proper game atmosphere. Therefore, the goals became the mitigation of operating losses and transitioning fans and businesses to the new arena.

NSS was able to establish the credibility of the new ownership and management of the hockey team and communicate a clear vision to the business community. The firm utilized one-on-one meetings with area businesses in which a step-by-step plan was outlined to rebrand the franchise and create a new, exciting and family friendly entertainment experience in the new arena, which was opening prior to the 1998-99 hockey season.

The rebranding process began in February 1998, when National Sports Services developed and unveiled the team’s new nickname and logo – Condors – which ultimately was voted the best logo in 1998-1999 in all professional hockey by In The Crease hockey magazine.

Shortly after the new name and logo was announced, high profile season ticket sales drives leveraged the amenities of the new venue with different messages based on the target demographic (season ticket holders, fans, community at large).

When NSS assumed management control of the hockey team in July 1997, season ticket sales were approximately 500. Through aggressive and innovative sales and marketing campaigns, database and business development expertise, and hiring and training personnel in proper benefit selling techniques, National Sports Services was able to increase ticket sales for the hockey team to nearly 2,300 season tickets by the 1999-2000 season.


In addition to season ticket sales, under the management of NSS, the Bakersfield Condors experienced tremendous growth in both attendance and revenue. Per-game attendance for the franchise grew from under 2,000 in 1996-1997 to 5,980 in 1999-2000. Franchise sponsorship and advertising revenue doubled between the 1997-1998 and 1999-2000 hockey seasons. Gross revenues during the same period nearly tripled from $1 million to $2.8 million.

The growth in sales, attendance and revenues were driven both by opportunities related to the new venue and leadership provided by National Sports Services to create an organization focused on sales, customer service, community outreach and a family friendly experience. Extensive customer service programs were developed and executed by NSS across numerous platforms (i.e. season ticket holders, suite tenants, club seat holders, sponsors, walk-up ticket purchasers, etc.).

The Condors initiated and implemented more than three dozen community relations programs provided to the hockey team by National Sports Services. These various community outreach initiatives proved to be extremely valuable in developing the image of the Condors as an entity which cared about the community and used it’s assets (players, coaches, front office, tickets, merchandise, mascot) to the betterment of the market.

Supervised by NSS, the hockey team invested extensive time and effort in the game experience to create an atmosphere which led to both repeat and new ticket purchases. Each game was treated as a ‘special event’. Event personnel were held to extremely high standards of performance and professionalism with the common objective of delivering a superior experience to those in attendance.

The Condors hockey organization was honored as the West Coast Hockey League Organization of the Year in 1998-1999 and honored again in 1999-2000 by the league for the Best Game Presentation.