JP: When you look at the domestic peloton these days, what do you think about the health of the sponsorship scene?
TS: Overall, cycling is healthy. Not racing, but cycling. The numbers are there for commuters, riders, racers. It’s an aging demographic, but it works for lots of people. Most cyclists have no interest in racing. You don’t need to be in racing to be a supporter of cycling.
An advertiser can use a bike in their marketing without sponsoring racing. Racing leads to another layer of cycling which leads to people riding bikes. Making bike racing a little more user friendly or making people more aware of it and why it’s an interesting activity.
So cycling itself is very healthy. Especially in our cities where it’s used more and more as a tool. Bike racing, the sponsorship, ebbs and flows, like car racing. Is racing necessary? It goes back to human nature.
I think a lot of the sponsorships … It’s expensive to sponsor a national (level) bike team. When you look at the money and measuring the return on investment, that’s the issue. If they could get return of investment at half the cost, it would be a much easier decision. It’s hard to get an American team to get to the level of Tour of California. It’s not an inexpensive activity to be involved in. Cost is a factor.
GoDaddy chooses the Super Bowl, which costs $3 million every 30 seconds. Why that and why not cycling? Car companies want to advertise how tough their trucks are, and the Super Bowl might be an easy decision.
The brand wants to get involved in an activity their customers are involved in. When it’s the non-endemics, why do they need to be in cycling? You have to make that link. Just putting your name on the team and hoping it works is not a good use of your marketing dollars
JP: What about with the international peloton?
TS: In the European peloton, you see a lot more, you can kind of segment, you can see the sponsorship and see the segments or strategy a little clearer. There have only been a few true global brands that do cycling. Is Rabobank a Global Brand? I don’t think so, but they’re primarily a Dutch initiative. Their metrics, and they’re an example where they’re deep in Holland and deep across all cycling activities in Holland. It’s an example of a marketing plan where you see a return on investment.
Liquigas-Cannondale might be a business-to-business deal. I think Lampre, what is Lampre? The French brands have been national brands. There’s been Toshiba, an international brand. Motorola had potential, it was paid out of a variety budgets, but was a national brand. T-Mobile was an international brand. It had a German-American axis, but it was a national brand.
The day when more teams market globally, it will help the stability of the sport. In terms of the teams that have been around for a long time, they still don’t have a reason to go everywhere. I don’t think Liquigas sells in Holland. You have categories of true internationals, nationals, and business-to-business. There are teams based on a business relationship model. Not too many of those coming to mind at the moment. A business-to-business team is one that doesn’t influence consumers so much, but trying to get your dealer base or certain dealers.
JP: How about the now-departed Navigators Cycling Team (which was a pro team from 1995-2007)? Weren’t they a patron?
TS: When Navigators activated, it was business-to-business model. But to their credit, they were always trying to bring customers to entertain, even internationally.
JP: If ROI is important and Highroad had such an impressive ROI, why do you think they couldn’t land a sponsor?
TS: No matter how good your numbers are, and I believe Bob had numbers to back up their sponsorships, the people believing those numbers need to be inside those companies. The team, to be successful, they have to be people in the company, pounding their chests just as hard as the Bob Stapletons and Tom Schulers about how great sponsorship is. If you had that, the sponsorship lasts. You had it at T-Mobile and Saturn.
You can get all kinds of metrics and I wouldn’t doubt that Bob’s ROI were significant, certainly enough to justify continuing or finding a new sponsor. But the people in the company have to be touting those numbers.
He turned around a ship that was taking on a lot of water. He ran a good program, and seemed to, through Cavendish and victories, I would have put him at the top of the heap for providing a return. He’s probably had six different sponsors in there. But again, if it’s just three years, it probably didn’t work as well as they could have for the company.
JP: Do you need to find the “champions” of cycling to sponsor a professional cycling team?
TS: You need to have people inside (the company) to believe in it. It can’t be just one person. It has to be a recognition inside the company of ‘this thing works for us.’ You can’t tap someone on the head and say ‘now you’re a believer.’
We had brand managers at Saturn come and go all the time. A new person may come in and want to look at different metrics. They’re skeptical, but they look in the field and look around. I can understand how someone who inherited a cycling team comes in not being a believer. Cycling teams are multi-dimensional in terms of what they can offer a company.
JP: When people discuss what seems to be worse and worse news for top-level teams, two concerns are repeated, one is the state of the global economy, the second is drugs in the sport. Do you think these things are scaring away sponsors or limiting what is happening?
TS: The global economy in general, the general trepidation of people to spend money and make those decisions. As tenuous as cycling sponsorship is, we’ve had the same go/no go decision rate in both good times and bad. You can say banks aren’t loaning money now, but I can’t say people aren’t considering cycling now. UHC (UnitedHealthCare) is a good contra indicator.
And drugs, I think we’re kind of, I think Stapleton alluded to it. It could be a country-by-country basis; it might not be as significant. In Germany, it could. Over there, at least, there are some pretty strong metrics in place to measure. But when you lose television coverage of your biggest event. So Bob’s comments are directed at the German market as much as anything. Has doping impacted the sponsorship we’ve gotten in America? I don’t think so. Vaughters program is working on moving out of that era, as was Stapleton’s. Wherever there’s a disaster, there’s an opportunity, too. Net-net, I’m not sure. I have to believe what Bob says when he says it has been an impact.
The public doesn’t seem to like The Cobra (Riccardo Ricco). But David Millar, guys like him are still heroes. I think at the end of the day, everyone feels that if it was my kid and that was the circumstances, I could understand it.
As cyclists, we might be bigger conspiracy theorists, and more skeptical. I agree that corporate America doesn’t care as much.
JP: What do you think teams should be doing to improve their chances to land a good sponsor?
TS: I think it’s incumbent on all the team managers to make that sponsorship as valuable to sponsors, and that’s how they can help ensure longevity. Pure impressions is one thing. If it leads to more traffic to the store, more purchases, and it’s incumbent on the managers to make things work and that will go a way to increasing the longevity of the sponsorship.
In part II of our talk with Steve Bauer we ask him about his best day ever, the ’88 Tour de France where he finished fourth and his decision to become a team director. You can read part I here.
RKP: What about when you look back on your career—your best day. What’s the day you look back on with greatest pride or most satisfaction?
SB: I think the best day, the best one-day race I did was in the world championships in Chambery where Greg won [ed. note: 1989]. I punctured at the top. I was on really top form and I just won the Championship of Zurich the week before. It was a very difficult course that maybe I wouldn’t put myself as one of the favorites, but I was just so strong I rode an excellent race. I was patient, I waited for the attacks and the last lap I was there with all the best and over the top and the break was right there. Greg had just bridged across and I was coming across and I got a flat tire. So you know … I was on, and Kelly was under-geared. He only had like a 13 on and I had the right gear. Who knows if I had done a stupid attack or not done something right. I’m thinking to myself if Greg had led me out for 300 meters (laughing)—which he did. You watch the tape—like Fignon goes and Greg chases him down, he turns the bend and down the straight. He’s on the front for a long time and nobody can come by him. Konyshev was in the break all day.
I think to myself, if he’d led me out like that I don’t think he would have held me off, that’s how good I felt. It’s just bad luck. But I wasn’t there in the sprint because I had punctured, so who knows what would have happened. If I would have changed up or if I had waited for the sprint or if I’d attacked, who knows? You just never know ‘cause I wasn’t there.
RKP: The ’88 Tour. Going into the Tour that year. What were your expectations, how it unfolded. Did you see yourself stepping into such a major role?
SB: You know what? I don’t think so. Maybe I didn’t believe enough in myself. It was one of those Tours where it was extremely hot. A lot of guys were dropping out, or had trouble. Fignon was dropping out. There’s sort of a lot of favorites who weren’t there. Greg wasn’t there. That’s not to say it was a totally soft Tour because some of the guys were out, but I think the conditions that year suited me really well. I would say I was on the peak, the peak of my career so I was on super form. I can’t say I expected to be so close to the podium, but that’s the way it evolved. I just found myself climbing well and just in super condition. That’s what it’s all about, you know? Being at the top of your form.
RKP: So now you’re involved with Team Spidertech presented by Planet Energy. How did that come about?
SB: That was kind of interesting. I’ve been asked a lot—well, more than a few times—to be a director for a pro team. As far back as Jim Ochowicz asked me when I moved on to Saturn Cycling Team in 1996, if I would continue on as director with Motorola. I said, ‘Nah, Och, I want to race another year.’ So that was kinda the first time. And then the same year the Postal Service was starting and Mark Gorski asked me if I was interested in racing for their team, but they wanted me to continue on as a director afterward, sort of like double value. He was interested; I can’t say negotiations went very far.
And then I got into the bike touring thing because that’s sort of what happened to finish the career. Wanted to race, got into the Olympics, looked at alternatives, then started doing the bike touring thing. I was about two years into that and Lance asked me if I wanted to direct the team. So that was when they were looking for a new director and, uh, history has it they took Johan Bruyneel. Because I said no. And the reason I said no was the timing wasn’t good for me in my life; I just wasn’t ready to do it. And over the years there’s been other asks, so when this came along, the chance to go back to grass roots in Canada—I saw the Canadian racing scene had evolved, there were some good riders, obviously have more riders on the ProTour now. the sport’s evolved competitively in Canada, I thought, ‘You know what, there’s some good riders here, maybe we can work with some of them and build something.’
That felt right. I don’t know why, but it just sort of felt right. Why Lance would ask me and I wouldn’t go with Lance and start our own thing—I don’t really evaluate it that much, but that’s what happened. It feels good but it’s a lot of work. It feels like the right thing to do. To be back in the game, in a special way, it feels good.
RKP: Is it fair to say that because it meant developing primarily Canadian riders that it had a greater attraction for you?
SB: That was a hot button. Working with Canadian partners … the Canadian theme is definitely strong within our mandate but I don’t know if that’s the principal reason. I think taking ownership of something that you build is intriguing; it’s a lot more work obviously, but we set our own destiny so to speak. That’s sort of been my life in cycling. I haven’t really worked for anybody else. I’m not saying that’s the pure reason either, but sometimes timing makes the difference for everything.
RKP: In terms of objectives, what are the big races you are hoping to get into and what are the big performances you’d love to see?
SB: Well, I think in two short years we’ve evolved nicely. You always want to grow quicker, win bigger races, but I think our evolution is on track. We have a stronger team this year than we did last year. We have a little bit of experience behind us now—we won some nice races and we have the potential to win more. I think winning a stage of Missouri last fall was a fantastic opportunity and proved that we have some pretty talented boys on the squad.
RKP: It was a very high-profile performance.
SB: Yeah, you don’t go by the fastest guys in the world every day. But, you know, it just shows our focus was right and we were there to win a bike race and not just to be part of the show, and show that we could go on the attack. We did some of that too, but we also won a bike race, which is what it’s all about.
This year our fingers are crossed for an invite to the Tour of California. We believe that we’re going to get that opportunity. It’s a much tougher race than Missouri and obviously the competition will be deeper and we’ll be well prepared, but the opportunity—if it arises—we have some pretty fast guys and you never know. You get a little bit of luck, the right chance and it’s within our grasp to win a stage. I’m not saying I think that’s a dream, I think it’s possible. We might not even get top 10 in a stage, but there’s guys on this team that are capable. We won’t get many chances. You know what I mean? There’s 16 teams and there’s only eight stages. And most of them don’t really suit our team well. So, if we got one shot at a final sprint, we might have an opportunity. Even a podium or top five would be pretty cool.
Philadelphia is a big goal because it’s totally within our grasp to win that bike race, and that’s a big focus.
Then the rest of the season we’ll move through our regular goals of the Tour de Beauce and the Canadian Nationals, and then in the fall we have the big ProTour events in Canada, which we’ll compete in as a national team. We have a wild card as a national team. Spidertech will be a part of that and our infrastructure and our riders will be, too, but we won’t fill the whole roster, because that would be a little bit too bold to expect all our riders could fill a national team. There are some other good boys on other North American continental teams that are pretty good that would supplement our guys pretty well. We’re looking forward to that and we’ll need to do some pretty tough races to get our guys prepared, because those are going to be tough one-day races—up and down, climbing, perfect classic bike races.
RKP: Are there any plans to go to Europe this year?
SB: We’d like to go to Europe in August. We’re aiming to do one or two stage races in the middle of August to prepare for the ProTour events in September. We’d like to have more bike races in North America, but we might need to go to Europe for a few weeks—two or three weeks max.
RKP: That should be educational for the guys.
SB: Yeah, some guys have been there; actually, in year one we went over to Belgium and showed them a little bit of the toughness of the Belgian one-day races there. We got beat up pretty good and guys got sick and the whole nine yards. It was probably a little early in our evolution, but the thing is there are no bike races here in March. There’s not much going on, it’s too bad. We need more stuff in February, like the old Tour of Texas; I don’t remember just when it was, but it was early. I remember racing against 7-Eleven back then.
Images: John Pierce, Photosport International