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Bleacher Report’s Bryan Graham on Measuring Social Success

Live from Bleacher Report in NYC, we talk B/R’s social strategy, how the organization views success on social, and what ideation within B/R looks like.

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Bryan Graham didn’t set out to work in social media.

In fact, Graham went to school to study economics and then ended up getting his MBA from the Carey Business School at Johns Hopkins University. For most, his path is a far cry from what most would consider a traditional social media educational background.

Graham began his journey at Bleacher Report in 2015 on the company’s operations side. It wasn’t long, though, before he transitioned over to social. Now, four years later, he oversees the social moments team B/R.

A true student of his profession, Graham offers a unique vantage point on social media success, why B/R is investing heavily in sub-brands and what the company is thinking about when they are ideating around social ideas.

Edited highlights appear below:

On Being Straight Up With Each Other (2:04)

“Lots and lots of planning, analysis, creative honesty, and manpower go into our content. One of the things that we talk about constantly is let’s just be blunt with each other. Let’s be really, really clear on what really moves the needle. It’s not enough to spend a lot of time and energy creating something. Once you create it, you made something, but now is it actually good? Not just is it good, is it worthy of stopping someone from scrolling past it on their timeline or is it actually standing out next to another publisher who’s trying to compete and create content around the same exact event that we’re creating content for? That type of energy is what you’re going to get when we’re in any of our brainstorms or any of our Slack conversations. We have a healthy relationship with each other. It’s always respectful, but more than anything, we’re not going to fake the funk with each other.”

On Not Being Afraid to Fail (4:36)

“Honestly, it’s two big things. Anybody that is on our social team, whether it is my group or any other group, I trust their taste. I believe that these people have the best taste in the industry, bar none. Second, Twitter and IG comments are the mob. Some people are just doing it for the clout, they’re doing it for retweets, they want their own page to pop. If you can come off our content, you’re welcome. We’re not really stressed about that.”

Social on the Sidelines is Presented to You By:

On Hiring (7:54)

“Every new person I bringing onto the team adds something to the room. There’s a lot of great people out there, but my judgment and what I ask myself is if I put them in a brainstorm, are they adding a new perspective. Is there a new voice, a new POV, a new set of life experiences that this person is adding to the gumbo that we have in our brainstorms?”

“You have to be very, very discerning. ‘Cause that means that you have to say no to some people that you really like and think are dope, but you know, you’ve got to be honest with yourself.”

On Investment in Sub-Brands (13:16)

“The bigger the B/R national account gets, the more our POV and type of content we do is going to have to spread. From those accounts, we won’t be able to go as deep on the topics as niche fans of amateur hoops or sneakers would like us to do.”

“The sub-brands are for someone who is addicted to looking at pictures of Karl Anthony Towns walking into the arena and looking at his shoes. That’s what our Kicks page is for.”

“In terms of what’s next, I’m not going to ruin any surprises, but there definitely are some sub-brands that are coming, for sure. It’s definitely going to be an emphasis of ours. It’s something I’m excited about because I really think that we’re a brand that can talk about whatever we choose to. I think that we’re living in a time where people’s interests are really, like, converging. There is no separation between, you know, music and fashion and pop culture and sport. Like, all these things are kind of converging. Under our larger umbrella, we have an avenue to talk about a lot of different things.”

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Golf Digest Back Charging For Growth With New Owner

Golf Digest is set to embark on its third ownership transition in its nearly 70 years of operation and all signs point to growth under new owners.

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Photo Credit: Ray Carlin-USA TODAY Sports

Discovery, Inc. continues its drive into golf with the acquisition of Golf Digest.

Discovery had already entered the golf space, attaining exclusive rights deals outside the U.S. for the PGA Tour, European Tour and Ladies European Tour. GOLFTV, an international streaming service launched by Discovery this past New Year’s Day, is in year one of a 12-year, $2.4 billion deal carrying the PGA Tour’s TV and streaming rights outside the U.S. Discovery also has global content deals with Tiger Woods and Francesco Molinari, using GOLFTV as its platform.

The bullish approach follows the trend of niche content in today’s media landscape. Discovery knows this firsthand with Food Network and MotorTrend. In sports, Discovery has had success with Eurosport and realizes sport fans crave consistent coverage.

READ MORE: The Caddie Network Partnership With Golf Digest Shows Power of Niche Platforms

“We’re looking to evolve our business and investing in content and genres that work for traditional and digital channels,” says Alex Kaplan, Discovery Golf president and general manager. “We learned from our experience with Eurosport Player, it’s very difficult to build an engaged fanbase when we offer multi-sport content.

“Let’s go deep into a specific vertical. Golf rights were available in an expansive way, and it’s not just compelling to watch, but fans play it, buy it, travel for it. It’s an ecosystem that was particularly compelling.”

The acquisition includes all brands under the Golf Digest brand, including Golf World, Golf Digest Schools and The Loop. According to the press release, Golf Digest attracts 4.8 million monthly readers and 60 million monthly video views. That’s along with its 2.2 million social followers.

This is Golf Digest’s third transition of ownership in its nearly 70 years of operation. All three have brought the media company different advantages, says Golf Digest editor Jerry Tarde, who’s been with the company for 42 years.

Tarde said The New York Times, which acquired the magazine in 1969, brought the basics and values of journalism, while Conde Nast, the owner since 2001, brought design, art and sophistication to the brand. Now, Tarde believes Discovery will bring growth.

Tarde, along with being editor-in-chief, gains a new title and role: Discovery Golf global head of strategy and content.

“This is an organization we’re at the heart of, in terms of developing sports and connecting with a high-value audience that’s passionate about the subject,” Tarde says. “This is the most exciting thing to happen to Golf Digest since it was founded in 1950. It lights a fire under us and gives us an opportunity to improve and expand U.S. coverage.

“We’ll also be able to extend it worldwide to more than 200 countries.”

On the other side of the equation, the acquisition gives Discovery a golf presence in the U.S. Kaplan said Discovery has been collecting its golf assets and knew an editorial vertical would be crucial, but it could take years to build. The Golf Digest acquisition allows Discovery to acquire that piece with one check.

“Our offering to golf fans and golf advertisers is now that of a global platform,” Kaplan says. “We can bring an aggregated golf audience anywhere in the world.”

READ MORE: GolfPass Could Set Standard in 21st-Century Sports Media

With a strong strategy in place, it will be business as usual for the time being, Tarde says, but there will be talk of new ideas and potential investments. Discovery will retain Golf Digest staff, continue the U.S. monthly print product and acquire global licenses for editions 70 countries.

“We’ve got a great team that’s been underutilized, really,” Tarde said. “Because of the way the publishing economy has been treated, our business has been in retreat. That’s now the way I spent my first 30 years. We were charging.

“This is the exciting part, we’re back on the charge.”

Like Tiger Woods on the prowl on Sunday.

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Inside the XFL’s New TV Deals

With nine months to go until its first game, the XFL has locked in its lineup of broadcast partners for all 43 regular season games.

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Photo Credit: Ben Queen-USA TODAY Sports

*This piece first appeared in the Front Office Sports Newsletter. Subscribe today and get the news before anyone else. 

With nine months to go until its first game, the XFL has locked in its lineup of broadcast partners.

The deals will see all 43 games appear on either broadcast or cable TV and will see them divided up between ABC, Fox, ESPN, ESPN2, FS1 and FS2.

What do you need to know?

1. – 24 of the XFL’s 43 games to be on broadcast TV (13 on ABC; 11 on Fox)

2. – According to Joe Flint of the WSJ, the deals are for three years, but no cash is changing hands.

3. – As part of the deals, the broadcast partners will cover the production costs of the games, which John Ourand notes will run $400,000 per game.

4. – Disney and Fox will keep all the television advertising inventory for the games while the XFL will handle the selling of sponsorships in the venues, according to Flint.

Will we see a repeat of 2001? 

The XFL’s reboot will come 19 years after McMahon and company attempted to make spring football a thing. Like the AAF this year, the league started with a promising opening night and then sputtered to the end. By the end of its first and only season, the XFL saw its ratings fall from a 9.5 to a 1.5 at their lowest point, according to OSW Review.

While the first time around may have not gone as planned, executives from all sides of the table are enthusiastic about the possibilities.

“The effort Vince is throwing behind it with his own personal capital and the combination of Fox and Disney platforms give us the best chance to make spring football work.” – ESPN programming chief Burke Magnus to Joe Flint of the WSJ.

Rolling into upfronts…

The announcement of the deals couldn’t have come at a more strategic time for all parties involved with upfronts scheduled to begin in six days. Given the fact that the broadcast partners will be responsible for selling ads, it would be rather surprising if the XFL inventory wasn’t included in their presentations.

Last year alone, the television upfront market for commercials generated $20.8 billion in commitment from advertisers, up 5.2% from the previous year, according to an estimate by Media Dynamics.

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Why Fewer Ad Breaks are Coming to the Super Bowl

Fox will be cutting back the number of commercial breaks for the big game by one, having only four breaks per quarter instead of five.

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Photo Credit: Matthew Emmons-USA TODAY Sports

*This piece first appeared in the Front Office Sports Newsletter. Subscribe today and get the news before anyone else. 

Next year’s Super Bowl might feel slightly different to viewers.

That’s because Fox will be cutting back the number of commercial breaks for the big game by one, having only four breaks per quarter instead of five, according to Brian Steinberg of Variety.

Fewer breaks, but the same amount of commercials…

Although Fox will be cutting down one whole commercial break each quarter, the four that remain will be slightly longer, allowing the broadcaster to still have the same amount of slots for advertisers even with fewer breaks in the action.

This isn’t a first for the NFL…

The league has been working with broadcast partners since last year to find new ways to deliver advertisements during telecasts. The initiative last year focused on delivering more sponsored vignettes and less “billboard” ads, a change that could be difficult at times for the networks seeing as in the past they have used the “billboard” inventory as bonuses to big-spending sponsors, according to Variety.

Why do they want to cut down? According to calculations from Streaming Observer’s Chris Brantner, the average NFL fan watches almost 24 hours of advertisements in a season.

Or other leagues…

As leagues battle for the attention of their consumers, making sure they give them less time to check their phone or change the channel has become a priority.

Earlier this year, MLB announced that it was planning to reduce each national commercial break by 25 seconds, NASCAR has been using split screen advertising since its days on ESPN back in 2011, and the NBA has done it with ESPN during timeouts.

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