The Richmond what? The naming of a minor league baseball franchise.

Dwyer, Brendan ; Le Crom, Carrie W. ; Tomasini, Nathan 等

Introduction

In September of 2008 the Richmond Braves (R-Braves) of Minor League Baseball (MiLB) relocated to Gwinnett County, Georgia, after operating in the Richmond market for 43 years. Like several high-profile moves in professional sports, the crux of this team's relocation centered on the organization's request for a new stadium. The contentious split left Richmond, Virginia without a professional baseball team, spurned a fan base, and most importantly, opened up an important media market (58th in the country) that quickly became the envy of several MiLB organizations across the country. Despite zero movement on a new stadium in Richmond, it took only one year before a new ownership group, the Richmond Professional Baseball Organization, entered the market with a new team and a not-so-new challenge of reenergizing a disenfranchised fan base and community.

Like several professional teams before it, this group held a name-the-team contest to engage the community in the process of creating the organization's new identity. While initiated as a simple marketing and public relations strategy on the surface, the new organization quickly realized that the current environment within Richmond was more combustible than initially thought. Throughout the process, the new organization was the center of a media firestorm that included nearly 15,000 name entries, a CNBC exclusive, and a reprimand from the National Association for the Advancement of Colored People (NAACP). In the end, the organization settled on the Flying Squirrels despite relatively little fan support for this particular option, leaving some commentators to believe this name had been chosen from the beginning.

The purpose of this case study is to examine the highly-publicized naming of Richmond's new MiLB team in light of existing brand management theory as well as to learn more about the challenges of creating a new team brand. Given the product and the market, an additional goal is to assess the advantages and disadvantages of using a name-the-team contest in selecting the Flying Squirrels name for this professional sports franchise. When finished, one should be able to provide constructive, yet critical feedback on the organization's naming process and offer suggestions for how a team name can be used in the branding and positioning of a sport franchise. The following sections provide an overview of the marketing of MiLB, a background of professional baseball in Richmond, and the specifics of the Richmond Professional Baseball name-the-team contest; but first, it is important to provide a fundamental review of strategic brand management literature.

Strategic Brand Management

Strategic brand thinking is a complex system of goals and objectives, programmatic decisions, and performance evaluations (Keller, 1999). From focusing on brand equity to centering on consumer relationships, numerous authors and researchers have written about the plan of action process with regard to managing a product's brand (Aaker, 1996; Keller, 1998; Pearson, 1996; Weilbacher, 1993). Despite the various interpretations, it is evident that brand strategy is crucial in an organization's success or failure.

For sport organizations, brand strategy is also viewed as an essential management process for creating interest and building organizational sustainability (Boone, Kochunny, & Wilkins, 1995; Gladden & Milne, 1999; Ross, 2006). However, the nature of the sport product is more intangible, perishable, and experiential than traditional manufactured goods. Due to this distinctiveness, Ross developed a sport spectator-based brand equity model to better recognize the consumer experience and the unique nature of spectator sport. In conjunction with previous models developed by Gladden, Milne, and Sutton (1998) and Gladden and Milne (1999) that extended business and marketing theories pertaining to physical goods, this model focused on the importance of brand awareness and brand associations in building brand equity in a sport team from the perspective of the consumer.

Brand awareness is considered the presence of a brand and its related features within a consumer's long-term memory and the ability for this consumer to recall this information (Franzen & Moriarty, 2009). Within the sport context, Ross (2006) suggests brand awareness is a crucial component of the consumer decision making process and impacts the formation of brand associations for a sport team. Brand associations are those judgments that come to a consumer's mind when a brand is encountered (Aaker, 1996). Brand associations are typically assessed based on their favor-ability, strength, and uniqueness, and each should reflect a few core meanings of the brand. Ultimately, the goal is that consumers will view the meanings of the brand as relevant (Franzen & Moriarty, 2009).

Therefore, creating, maintaining, and enhancing brand associations are imperative for sport organizations for competitive survival. However, building brand awareness and favorable brand associations among sport consumers is a difficult task for new sport organizations as the marketplace has become increasingly cluttered (Rein, Kotler, & Shields, 2006). Often times, a few key strategic decisions made early in an organization's life cycle make a substantial difference in the group's ability to develop brand awareness and prosperous brand associations. Among these key decisions are the selection of a brand name (team name) and the positioning of the brand within the market. For instance, the selection of an attention-grabbing or controversial team name can generate buzz in a given market and ultimately has the potential to build brand awareness. In addition, strategic positioning in the form of structured marketing activities that differ from competitors' activities yet meet the needs of consumers have the potential to provide positive brand associations.

Selecting a Brand Name

When deciding on a brand name for a company, product, or sports franchise it is important to begin by closely identifying the market environment. For instance, Jason Klein and Casey White, owners of Plan B. Branding, spend months researching local history and traditions before suggesting team logos and drafting designs (Wachter, 2010). Understanding if a product or service will be sold regionally or internationally and what feelings, meanings, and emotions the brand name is meant to illicit will guide the selection process. In addition, the team name should set an organization apart from others, and should set the tone of the expected experience for consumers (Ellwood, 2000). Therefore, considerable time and money should be spent integrating target consumer identification elements, the unique attributes of the community/local market and the organization's overall objectives with the brand name.

Consumer identification with a brand name can come in many forms, from brand prestige to a sense of belonging, but at its core, if the symbolic meanings of a sport product reflect an aspect of the consumer's social identity, chances are the individual will consume or purchase the product (Ashforth & Mael, 1989). Popular team names have successfully captured the social identity of the community and highlighted the distinctiveness of the area, the culture, and/or the people. For instance, the Lansing (MI) Lugnuts and the Fort Wayne (IN) Tin Caps both speak to the unique contributions to our society in the form of local industry and American legend, respectively (Schneider, 2006).

A team name should also be distinct, attractive, and inviting to fans as it is the fundamental connection point between the organization and a consumer's purchase behavior. In addition to the core product (a game), product extensions such as licensed merchandise are vital revenue streams for sport teams, and the team name plays an important role in cultivating the connection with the consumer. For instance, in 2002, researchers Kwon and Armstrong discovered that impulse buying behavior of sport merchandise depended upon an individual's identification with the actual team rather than the situational factors surrounding the purchase such as time, money, shopping enjoyment, and environment. As a follow-up, Kwon and Armstrong (2006) determined that while financial availability for college students had a direct and positive influence on impulse buying of licensed merchandise, psychological attachment to a team (particularly team identification) was still a positive and direct influence of licensed merchandise consumption. Therefore, careful consideration of the identification levels of targeted consumers is imperative to entice merchandise sales. For MiLB, merchandise sales are immensely important as they account for almost $50 million in annual revenues (Wachter, 2010). It is important to note, however, that a name should not be selected if it could be perceived, in any form, as offensive to any group of people. Beyond the moral and ethical issues surrounding an offensive team name, an improperly researched choice could potentially upset and ultimately eliminate important segments of the market.

For example, Major League Soccer's Houston Dynamo experienced a culturally charged situation when owners initially announced the new team as the Houston 1836. In an attempt to connect with local heritage by naming the team after the year the city was founded, the owners unintentionally offended local Mexican descendants who related 1836 with the war for Texas independence (Bohland & Jensen, 2007). In addition to the name, the team logo added to the insult for some residents as it depicted Sam Houston on horseback leading a charge against Mexican Troops (Clark, 2006). Representing a city with the third largest Mexican population in the United States, team officials quickly changed the name to the Dynamo to overcome the negative publicity and potential alienation of a fan base, but lost tens of thousands of dollars in the process. In all, the brand name is the most visible and enduring element of a brand for a consumer; it should create an impenetrable barrier against competitors and form a distinct position of the organization in the mind of the consumer (Ellwood, 2000).

Brand Positioning

Positioning a brand is a strategic process companies use to reach a favorable, sustainable, and competitive position within a market (Franzen & Moriarty, 2009). Characterized most notably by Ries and Trout (2000), brand position is a mental concept located in the mind of the consumer. Thus, difficulty and ambiguity often arise for marketers as the principle in a delicate balance between product-related strategies and consumer perception. Marketing and consumer behavior research has determined that brand position can be cued, but not completely controlled by brand managers (Ries & Trout, 2000). A more practical definition contends positioning relates to a brand's identification by consumers and differentiation from competitors (Lehu, 2006).

Based on the theory of strategic balance, the following are two basic approaches to strategic brand positioning: 1) the prototype approach, and 2) the differentiation approach (Franzen & Moriarty, 2009). The prototype approach to brand positioning is a straightforward strategy in which a brand strives to be the most typical, original, and representative example of the category or subcategory of products. A sport organization looking to utilize the prototype approach within its local market could execute several elements to position itself as the quintessential sport experience in the area such as familiarity, authenticity, speciality, or creating a pervasive presence. The differentiation approach seeks to create brand associations that are different from the prototypical brand or generic product in factors that are essential for at least one specific market segment of the consumer population (Keller, 1999). It is closely tied to segmentation, and has been deemed the bottom-line characteristic of a brand (Aaker, 1996). Differentiation can occur on the organization's end and within the consumer's mind. Thus, several means of differentiation are available. For instance, intrinsic, design, price, and channel differentiation are internal elements for companies seeking to strategically distinguish their brand; customer service, saliency, and intimacy are elements of consumer focused differentiation (Franzen & Moriarty, 2009). For sport organizations, additional forms of differentiation strategies are needed due to unique circumstances related to the industry, such as relocation and organizational restructuring. MiLB organizations frequently change ownership, ballparks, and ultimately, locations. In addition, a series of poor seasons, poor fan relations, or a string of highly-publicized off-the-field issues may require an organization to reposition its brand within its established market. Ultimately, it is important for an MiLB team to be continually differentiating itself within baseball, from other sports in the region, other entertainment options, and from previous organizational regimes.

While these industry-specific challenges of repositioning and differentiating are significant to how the teams are marketed, this is not the only attribute that sets MiLB's marketing apart. In fact, the recent success of MiLB, in the form of attendance and licensed-related merchandise sales, has led some scholars to suggest MLB should take notice of the lower circuit's unique marketing principles (Jubenville, Goss, & Ledford, 2004; Williams, 2001).

Marketing of MiLB

Formed as a conglomerate of independent baseball leagues in 1901, MiLB, formerly the National Association of Professional Baseball Leagues (NA) was created to protect teams from American and National League teams that were stealing players. For decades, the NA fought the minor league moniker until Branch Rickey developed the first farm system in the 1930s. Despite resistance from NA teams and the commissioner of baseball, Kennesaw Mountain Landis, the Great Depression drove teams to adapt the system developed by Rickey to sustain economic survival. From that point on, the NA became subordinate to the MLB teams, and the current form of MiLB was born. Since then, MiLB has endured a bumpy ride as the second-rate product to MLB.

In the late 1980s, however, a number of MiLB marketers and strategists opted to change their focus from selling the product on the field to focusing more on entertainment and marketing to the family unit in the stands. Realizing that MLB provided their rosters, and thus controlled the product on the field, they had to stick with what they could control, creating a fun atmosphere (Jubenville et al., 2004). With fireworks, playgrounds, crazy mascots, kid-sized concessions, speed-pitch zones, inflatable objects, swimming pools, and continuous on-field promotions, families became the target audience and were provided several entertainment options above and beyond the actual game.

In addition, with the average cost for a family of four at a MiLB game at $57.50, compared to $194.98 at a MLB park, more people can afford to attend, especially the MiLB main target demographic, young families (Meredith, 2010). These combined efforts separated MiLB from other sport spectator options as an affordable product that entertains the audience above all, and it also generated new found success at the turnstile. For instance, while MLB attendance dropped approximately 7% in 2009, and is at its lowest level since 2003, MiLB attendance rose in 2009-2010 (Associated Press, 2009).

Community involvement has also blossomed into an important avenue for successful MiLB marketing. Player and mascot outreach in the form of school and community center appearances have proven to be successful drivers of fan and student interest. For instance, one of the Savannah Sand Gnats' most effective marketing tactics centers on the team's charitable involvement with the Book Bugs Reading Program (Lachowetz, Dees, Todd, & Ryan, 2009). In addition, the Durham Bulls provide lesson plans to local teachers that focus on the history and statistical nature of baseball in order to engage children in the educational components of the game. In all, the contemporary marketing of MiLB is community-driven, fan-friendly, and most importantly, family-oriented. While some fans may believe this is a simple process for organizations, the customer-centered approach utilized by successful MiLB organizations is most often the result of a carefully constructed marketing plan (Jubenville et al., 2004).

With respect to Richmond, many throughout the community felt that a new baseball organization in town would face an uphill battle to win over a large group of discontent and skeptical sports fans due to the recent relocation of the R-Braves. Thus, it became even more essential for the Flying Squirrels to have both a solid marketing plan and brand management strategy to not only survive, but thrive in the region.

The City of Richmond and Professional Baseball

Richmond, the capital city of Virginia since 1779, is located on both sides of the James River. As of 2007, the Greater Richmond Area (GRA), including the city of Petersburg and Chesterfield and Henrico counties, had a population of over 1.2 million making it the 43rd largest Metropolitan Statistical Area in the country (U.S. Census Bureau, 2008). First settled in 1607 by British explorers, the area has a rich history heavily associated with the American Revolution, the American Civil war, and the civil rights movement of the 1960s. Through it all, the city has remained a cultural and economic hub for the region utilizing the important industries of tobacco and slave trade in the 18th and 19th centuries and legal and financial services in the 20th.

Currently, the culturally diverse GRA is home to more than 10 Fortune 500 companies and was ranked as the 3rd best place for business in 2007 (Britt, 2007). Local sports attractions include: two Division I college athletic programs (Virginia Commonwealth University & University of Richmond), a professional soccer team (Richmond Kickers), two professional indoor football teams (Richmond Raiders & Richmond Revolution), and a highly-popular NASCAR and Indy Car Speedway (Richmond International Raceway).

Baseball in Richmond dates back to the 1800s, but it was the arrival of the R-Braves that cemented its place as a "baseball town." The R-Braves arrived in the city in 1966, and the class AAA affiliate of the Atlanta Braves quickly became known as Richmond's team. The R-Braves won their first Governor's Cup (International League championship) in 1978 and went on to repeat as champions a total of four times (1986, 1989, 1994, & 2007). Despite the on-field success, the organization grew weary of the continued problems regarding their home stadium, "The Diamond." The stadium was growing older and not receiving the proper care it required. In 2000, exterminators were brought in to deal with an overwhelming rat problem, and during a game in 2003, a large piece of concrete fell from the roof into the stands (The Diamond, 2008). Over time, attendance began to suffer and team officials believed it was due to the aging facility. From 1993 to 1999, the R-Braves drew an average of 7,440 per game despite less than spectacular on-field results (O'Connor, 2009a). However, in 2005, the team averaged only 6,014 per game; this dropped to 4,730 per game in 2006 and 4,454 in 2008 corresponding with losing seasons for the R-Braves (Richmond Braves' Attendance, 2009). In the front office, however, the R-Braves focused primarily on player development; thus, the creative promotions seen in other minor league ballparks were uncommon (O'Connor, 2009b). In fact, according to O'Connor the team was "marketed minimally, particularly in the R-Braves' final few seasons" ([paragraph] 9).

Despite this lack of marketing and promotional strategy, it was becoming abundantly clear that the R-Braves wanted, and felt they needed, a new stadium in order to prosper in Richmond. Years of discussion over several multimillion dollar developments ultimately led nowhere, and the R-Braves announced in January of 2008 that they were leaving Richmond for Georgia to start the 2009 season. Richmond fans reacted immediately to the announcement of the move, creating a "Save the Braves" website (www.savethebraves.com). In just a few days, the fans amassed over 5,000 signatures and over 4,000 members joined the group's Facebook page (Lizama, 2008). The petition was sent to both Mayor Douglas Wilder and R-Braves General Manager, Bruce Baldwin, but neither responded, and the resulting move left sports fans in Richmond abandoned, upset, and without baseball for the first time in more than 100 years (Lizama, 2008).

The loss of the R-Braves highlighted a growing problem with Richmond as a sports city. Historically, Richmond has had its ups and downs with many minor league teams coming to the city only to fold a few years later. In a 2005 ranking of America's best minor league markets, Richmond ranked 22nd based on factors including attendance of all teams, percent of seats filled over a five year period, team franchise tenure, and various economic factors (Ranking America's, 2005). When the same rankings came out just four years later, in 2009, Richmond had fallen from 22nd to 239th, partially due to the departure of the R-Braves. In addition, within that four-year time frame, Richmond witnessed the loss of the Arena Football League 2 Speed, the American Indoor Football Association Bandits, the Southern Professional Hockey League Renegades, the United Hockey League Riverdogs, and the relegation of the Richmond Kickers from United Soccer League (USL)-1 to USL-2 (Broughton, 2009).

Naming the Flying Squirrels

In a summer without professional baseball for the first time since 1881, the city of Richmond became encouraged when rumblings surfaced of a new ownership group interested in the city's lucrative market. While much of the logistics occurred behind the scenes and months in advance, it was finally announced on September 23, 2009 that the Connecticut Defenders (Norwich, CT) would be relocating to Richmond for the start of the 2010 season.

From the first moment the new ownership arrived in Richmond, it was clear their approach to operating an MiLB organization was different from the previous regime. Among the several proclamations made by the group including the investment of $1.5 million into the Diamond facility, was charging the fans to pick a new name for the team. Often used as a means to give fans a feeling of ownership in a team and to generate interest, a name-the-team contest is not a new practice for minor league sport teams. For instance, when naming Fargo's new United States Hockey League team in 2007, Director of Marketing and Sales Sommer Lockhart stated, "We want a name that will excite hockey fans ... The team will represent this community, that is why we are asking the community to name it" (Lockhart, 2007, [paragraph] 4). This practice is not limited to minor league sports. In fact, a name-the-team contest was used to brand several major professional organizations including the Dallas Mavericks, Oakland Raiders, Toronto Blue Jays, and Minnesota Wild. However, the overwhelming fan and community reaction received by the Richmond Professional Baseball Organization's contest left many commentators unsure if the finalists and final name selected properly captured the community, excited the fan base, and ultimately, were suitable for a "serious" professional baseball organization.

The Naming Contest

From September 23 to September 30, 2009, the organization partnered with the Richmond Times-Dispatch (RTD) to come up with the best name. Roughly 6,000 entries poured in to the RTD. In addition to putting their personal touch on the new team, the winner of the contest was promised two season tickets for the inaugural season. On October 1, after receiving trademark clearance and approval from MiLB and MLB, the group managed to whittle the 6,000 names to the following five finalists: Flatheads, Flying Squirrels, Hambones, Rhinos, and Rock Hoppers. Table 1 provides a detailed description of each name, a relative tie to the local community, and the reasoning for being selected as a finalist by organization leaders.

That same day countless newspaper articles, editorials, and blogs were written, and the local radio shows were flooded with comments, mostly criticisms, about the finalists. According to Chief Executive Manager of the Flying Squirrels, Chuck Domino, as reported by O'Connor (2009c), the amount of feedback received by the organization following the announcement of the finalists was "overwhelming. Much more than I anticipated. It didn't die down" ([paragraph] 10). The opinions ranged from confusion to outrage. Richmond residents, who were accustomed to the R-Braves and their more straightforward, conservative approach to MiLB, were at first dumbfounded by the five finalists as they felt the options did not take the game seriously (O'Connor, 2009c; O'Connor, 2009d; Woody, 2009). This bewilderment turned to indignation as detractors felt the finalists satirized the city and its residents (Woody, 2009). Regardless, fans were encouraged by the organization to vote via the RTD on the five finalists. The management group would then announce the new name on October 15.

On October 6, CNBC and Sports Business Reporter Darren Rovell asked permission to submit a sixth "wild-card" name. Following a successful exclusive on the best logo in minor league sports from April of 2009, the network sought an additional opportunity to engage viewers. Thus, Rovell asked to be a part of Richmond's name-the-team process. After receiving permission, CNBC ran a twelve-hour naming contest on Wednesday, October 7, 2009, that reportedly yielded more than 9,000 submissions (Rovell, 2009b). The name the business network selected to join the other finalists was the Hush Puppies. Over the last week of voting, each name was subjected to intense media scrutiny as pundits criticized all possible interpretations. In fact, following notice that Hambones could reference a rhythmic drumming done by slaves to defy slave owners, the Richmond chapter of the NAACP publically requested that the Hambones name be removed from the list because of the racial connotation. The name was removed and the organization publicly apologized. In the end, the Richmond Flying Squirrels was selected by the management group, but the final vote count was not announced to the public.

Following the selection, the Flying Squirrels organization was off and running. A series of unveilings occurred leading up to opening day 2010 including the team's new colors and logos (Figure 1) in December 2009, and the team mascot, Nutzy, in February 2010. Designed by Plan B. Branding, the color scheme for the squirrels was radiant red, squirrels silver, and traditional black. Interestingly, the primary logo, the soaring squirrel, strongly resembled the outline of the state of Virginia. In addition, community outreach became a focus. Several partnerships with local corporations, restaurants, and nonprofits were formed, and according to Director of Community Relations, Christina Shisler, Nutzy visited an approximate 25 schools per month leading up to and during the season (O'Connor, 2010a).

[FIGURE 1 OMITTED]

While victories on the field were sporadic (9th place finish in the Eastern League out of 12), the inaugural season of Flying Squirrels baseball was considered a rousing success for the new organization. The team led the Eastern League in attendance with an average of 6,626 attendees per game despite an aging stadium with limited amenities and visual appeal ("Eastern League: Attendance," 2010). In addition, the organization was near the top of licensed merchandise sales in MiLB for the year, and the soaring squirrel logo was voted the best logo in baseball by Baseball Digest (O'Connor, 2010c). Next step, according to the president and managing partner of the Flying Squirrels, Lou DiBella, is to build a new stadium in Richmond for the Flying Squirrels in order to give the team, the staff, and the local fans an environment they "deserve" (O'Conner, 2010b, [paragraph] 22).

References

Aaker, D. (1996). Building strong brands. New York: Free Press.

Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management, 14, 20-39.

Associated Press (2009, October 22). Major league attendance drops for the second straight season. Retrieved from http://www.nydailynews.com/sports/ baseball/2009/10/02/2009-10-02_major_league_basebal_attendance_drops.html

Britt, R. (2007, September 21). Minnesota nice. MarketWatch. Retrieved from http://www.marketwatch.com/story/minneapolis-is-tops-among-metro-centers-for-business

Bohland, J. D., & Jensen, R. W. (2007). The contested meaning(s) of Houston 1836: A contemporary cultural battle over memory and migration within an American border state. Paper presented at the annual meeting of the International Studies Association 48th Annual Convention, Chicago, IL. Retrieved from http://www.allacademic.com/meta/p180963_index.html

Boone, L. E., Kochunny, C. M., & Wilkins, D. (1995). Applying the brand equity concept to Major League Baseball. Sport Marketing Quarterly, 4, 33-42.

Broughton, D. (2009, August 24-30). Sweet success: Hershey-Harrisburg, Pa., finished No. 1 in SBJ's 2009 ranking of the nation's minor league markets. Sports Business Journal, 12, 36-39.

Clark, D. (2006, March 15). Eighty-sixing 1836: Why isn't "Houston" offensive too? Retrieved from http://theshinbone.com/housoc.htm

Eastern League: Attendance. (2010). MinorLeagueBaseball.com. Retrieved from http://web.minorleaguebaseball.com/milb/stats/stats.jsp?t=l_att&lid=11 3&sid=l113

Ellwood, I. (2000). The essential brand book. Dover, NH: Kogan.

Franzen, G., & Moriarty, S. (2009). The science and art of branding. Armonk, NY: M.E. Sharpe.

Gladden, J. M., & Milne, G. R. (1999). Examining the importance of brand equity in professional sports. Sport Marketing Quarterly, 8, 21-29.

Gladden, J., Milne, G., & Sutton, W. (1998). A conceptual framework for evaluating brand equity in Division I college athletics. Journal of Sport Management, 12, 1-19.

Jubenville, C. B., Goss, B. D., & Ledford, B. (2004). Baseball marketing: Back to the minors. Sport Marketing Quarterly, 13, 55-58.

Keller, K. L. (1998). Strategic brand management. Upper Saddle River, NJ: Prentice Hall.

Keller, K. L. (1999). Designing and implementing branding strategies. Journal of Brand Management, 6, 315-332.

Kwon, H. H., & Armstrong, K. L. (2002). Factors influencing impulse buying of sport team licensed merchandise. Sport Marketing Quarterly, 11, 151-163

Kwon, H. H., & Armstrong, K. L. (2006). Impulse purchases of sport team licensed merchandise: What matters? Journal of Sport Management, 20, 101-119.

Lachowetz, T., Dees, W., Todd, S., & Ryan, E. (2009). Savannah Sand Gnats: Macro strategies for using identity to increase attendance in Minor League Baseball. Sport Marketing Quarterly, 18, 222-227.

Lehu, J. (2006). Brand rejuvenation. London: Kogan Page Limited.

Lizama, J.A. (2008, January 21). Fans try to save R-Braves. The Richmond Times-Dispatch, p. B-1.

Lockhart, S. (2007, August 20). Fargo's new USHL team announces Name The Team contest. USHL News. Retrieved from http://www.ushl.com/news/story.cfm?id=406

Meredith, L. (2010, July 18). Attendance rebounds at minor league ballparks. stltoday.com. Retrieved from http://www.stltoday.com/sports/baseball/article_096b41f2-1e1c-59f2- b3f8-492f9131140c.html

O'Connor, J. (2009a, June 7). Is Richmond a quality minor-league baseball market? The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

O'Connor, J. (2009b, October 9). Baseball franchise will be promotionally inventive. The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

O'Connor, J. (2009c, October 14). Officials to unveil name choice after 'overwhelming' contest. The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

O'Connor, J. (2009d, October 16). 'Let's go nuts!' Baseball team to be Flying Squirrels. The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

O'Connor, J. (2010a, May 16). Already, Squirrels' mascot is a rousing success. The Richmond Times-Dispatch. Retrieved from http://www2.times-dispatch.com/

O'Connor, J. (2010b, September 10). Flying Squirrels: Leader reiterates need for new stadium. The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

O'Connor, J. (2010c, November 6). Flying Squirrels logo recognized. The Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

Pearson, S. (1996). Building brands directly. London: Macmillan.

Ranking America's minor league markets. (2005, July 25). Sports Business Journal. Retrieved from http://www.sportsbusinessjournal.com /article/ 46230.

Rein, I., Kotler, P., & Shields, B. (2006). The elusive fan: Reinventing sports in a crowded marketplace. New York: McGraw-Hill.

Richmond Braves' Attendance. (2009, June 7). The Richmond Times Dispatch. Retrieved from http://www2.timesdispatch.com/

Ries, A., & Trout, J. (2000). Positioning: The battle for your mind. New York: McGraw-Hill.

Ross, S. D. (2006). A conceptual framework for understanding spectator based brand equity. Journal of Sport Management, 20, 22-38.

Rovell, D. (2009a, October 7). Help name the newest minor league team! CNBC.com. http://www.cnbc.com/id/33206550/

Rovell, D. (2009b, October 8). CNBC's minor league team name wildcard. CNBC.com. Retrieved from http://www.cnbc.com/id/33222806

Schneider, J. (2006, May 19). What's in a name? Big money. The Florida Times-Union. Retrieved from http://jacksonville.com/tu-online/stories/051906/sps_name.shtml

The Diamond. (2008, January 15). The Richmond Times-Dispatch, p. A-6.

U.S. Census Bureau. (2008). Annual estimates of the population of metropolitan and micropolitan statistical areas: April 1, 2000 to July 1, 2007. Population Estimates. Retrieved from http://www.census.gov/popest /metro/CBSA-est2007-annual.html

Wachter, P. (2010, June 24). It's not whether you win or lose. It's how you sell the game. Bloomberg Businessweek. Retrieved from http://www.businessweek.com/ magazine/content/10_27/b4185068599921.htm

Weilbacher, W. M. (1993). Brand marketing: Building winning brand strategies that deliver value and customer satisfaction. London: NTC Business Books.

Williams, P., (2001). Small-time baseball, big-time success: Attendance, team values, souvenir sales continue to grow in the minors. SportsBusiness Journal, 4, 27, 31.

Woody, P. (2009, October 16). Flying Squirrels? It could have been worse. Richmond Times-Dispatch. Retrieved from http://www2.timesdispatch.com/

Brendan Dwyer, PhD, is assistant director of student services and outreach in the Center for Sport Leadership at Virginia Commonwealth University. His research interests include issues related to sport marketing and sport consumer behavior, specifically sport consumer heavier of fantasy sport participants, issues in intercollegiate athletics, and the financial management of college athletics.

Carrie W. Le Crom, PhD, is assistant director of instruction and academic affairs in the Center for Sport Leadership at Virginia Commonwealth University. Her research interests include quantitative measures of success in sport, the student-athlete experience, and sport for development and peace, focusing mainly on utilizing sport to promote cultural understanding.

Nathan Tomasini, PhD, is the executive director of the Virginia Commonwealth University Center for Sport Leadership, a graduate program that specializes in placing students in administration and coaching positions in the sport industry. In addition to teaching, Tomasini conducts sponsorship valuation and economic impact research for intercollegiate athletic departments and professional sport organizations.

Gregory A. Smith, is a PhD student at Virginia Commonwealth University. His research interests include improving the academic satisfaction of student-athletes through various technological innovations.

Table 1.
Finalist Team Name Definitions, Possible
Interpretations, and Front Office Reasoning

Flatheads Primarily refers to a type of catfish found in the James
 River. It may also refer to a food fish of the Indonesian
 region of the Pacific, an American Indian Group from
 Northwestern Montana, or a type of screwdriver. Lastly,
 Flatheads is a song by The Fratellis, a Scottish indie
 band. Local tie = Moderate.

 Anthony Oppermann, Director of Media of the Flying
 Squirrels: "The flathead fish inhabits the James River and
 judging by the response from the fans, the city feels a
 strong connection to the James as it being a part of its
 identity. We can also view a flathead as a nail or
 screwdriver, which would symbolize the industrial history
 of the city. No need to fish around for another name. Just
 nail it down with the Flatheads" (Rovell, 2009a,
 [paragraph] 15).

Flying Refers to a certain nocturnal tree squirrel that is
Squirrels adapted for gliding. Contrary to the name, they do not
 actually fly. Most are found in Asia, but one species
 extends into Southeastern Europe and two species are found
 in North America. One of these two species, the Northern
 flying squirrel, is found in coniferous and mixed forests
 across from Alaska to Nova Scotia, south to North Carolina
 and west to California. Two subspecies are found in the
 southern Appalachians, the Carolina Northern flying
 squirrel and the Virginia Northern flying squirrel both of
 which were endangered, although the Virginia subspecies
 has recovered enough that it was delisted in August 2008.
 Local tie = Moderate.

 Tom Denlinger, Assistant GM of the Flying Squirrels: "The
 flying squirrel is a native species of Virginia, thus
 tying in the great wildlife and scenery of the area. It is
 nocturnal and since we play 90% of our games at night, it
 makes sense. With its dense brown coat, big dark eyes and
 a broad flat tail, it mixes the perfect combination for a
 fun family mascot" (Rovell, 2009a, [paragraph] 16).

Hambones In local terms, it primarily refers to the high-quality
 Virginia country ham that is produced in and around the
 state. Other interpretations include four consecutive
 strikes in the game of bowling, a small literary magazine
 that has published major poets, and/or a term used to
 describe college students who are jocks, gym-rats, and
 beer-drinkers. It is also a slang term for being
 intoxicated or inebriated. Historically, it refers to a
 rhythmic knee and chest-slapping motion that was popular
 among African American slaves during the 18th and 19th
 centuries. Local tie = Moderate to Strong.

 Bill Papierniak, GM of the Flying Squirrels "Virginia ham
 is a staple of the South. Hambones is the best match for a
 theme beyond the logo and name that the region can easily
 find that connection and sense of ownership--a vital point
 in the marketing and merchandising of the team" (Rovell,
 2009a, [paragraph] 17).

Hush Most commonly referred to as a deep-fried cornbread ball.
Puppies It is a popular comfort food in the Southern United
 States. The legend of hushpuppies, however, traces back to
 the Civil War. Legend has it that when Union soldiers came
 near, Confederate soldiers would toss some small pieces of
 fried cornbread to their barking dogs with the command
 "Hush, puppies". It is also known as a brand of shoes and
 a character on the PBS show "Lamb Chop's Play-Along" that
 aired from 1992-1997. Local tie = Moderate to Strong.

 Darren Rovell, CNBC Reporter: "It has that deep-rooted
 Southern heritage. It's different from what has been out
 there (I was concerned about the Ogden Raptors and the
 Everett Aquasox). It's kid friendly. It has great mascot
 possibilities. It has an automatic concession tie-in"
 (Rovell, 2009b, [paragraph] 10).

Rhinos Refers mainly to a rhinoceros. A massive herbivorous
 odd-toed mammal of southeast Asia and Africa having very
 thick skin and one of two horns on the snout. It is also
 an open source JavaScript engine developed entirely in
 Java and managed by the Mozilla Foundation, the ring name
 for Terry Gerin, an American professional wrestler, and a
 fictional character that appears in comic books published
 by Marvel Comics. It could also be considered a surf board
 for big waves, an annual journal featuring high-quality,
 diverse poetry, and a music website where people can
 purchase music (downloads) and apparel. Local tie =
 Nonexistent.

 Todd "Parney" Parnell, Vice President and COO of the
 Flying Squirrels: "Rhinos are big, strong, rough and they
 overcome elements in the toughest of climates. Rhinos live
 long happy lives, plus Richmond Rhinos sounds cool. No one
 has ever done Rhinos and the merchandise possibilities
 are endless" (Rovell, 2009a, [paragraph] 14).

Rock Refers to people or animals that move from rock to rock
Hoppers while crossing the James River in Richmond (VA). This
 activity is viewed locally as a distinct practice of
 Richmonders. Also, it is a species of penguin. Local tie =
 Strong.

 Chuck Domino, Chief Executive Manager of the Flying
 Squirrels: "The James River has many exposed rocks that
 both humans and animals use to cross the river. Thus, the
 options for the logo and multiple mascots are seemingly
 endless. Besides all of that, it just sounds good"
 (Rovell, 2009a, [paragraph] 13).

Source: This information was obtained through the search engine
Note: feature of Encyclopedia.com. Local tie was determined by
 the authors through the examination of the proposed name
 and its physical, sociological, historical, and cultural
 significance(s) within Richmond, Virginia.