Chiba Jets Funabashi's New President Speaks: What He Wants to Achieve with the "Innovation Partner" Program

Last time, we explained the current state of Japanese basketball and the new relationship between sports teams and companies through the "Innovation Partner" program. This time, we present a conversation between Mr. Seiya Tamura, who became President of Chiba Jets Funabashi in July 2020, and Mr. Masahide Kakei of Dentsu Inc. Centered on the relationship between sports, business, and companies, they discussed the background behind the creation of the "Innovation Partner" program and the future they aim for.

Bringing Fresh Air to the Team Amid the Pandemic

Kakei: Mr. Tamura, you previously handled sports business at Mixi, Inc., the parent company of Chiba Jets Funabashi (hereafter Chiba Jets). Could you tell us about your career path leading up to becoming President of Chiba Jets?

Tamura: After joining Mixi, I gained experience in advertising sales and content development. Starting in 2013, when the smartphone game app "Monster Strike" (hereafter "MonStr") was released, I served as the head of marketing. After overseeing domestic and international marketing and serving as president of XFLAG STORE, I became head of the Sports Business Division in November 2019. That same month, the Chiba Jets operating company formed a capital alliance with the Mixi Group, and I became involved in team operations as an outside director. I then assumed the role of president in July 2020.

Kakei: What was the background behind the change in president?

Tamura: The biggest factor was the impact of the novel coronavirus. Considering the Chiba Jets' plan to build a 10,000-seat arena during the pandemic, it became necessary to deepen the collaboration with Mixi, leading to a significant change in the management structure.

Kakei: How do you plan to leverage the expertise you gained at Mixi in the sports business?

Tamura: There are two main approaches. The SNS "mixi" originally used an invitation-only system, rapidly growing its user base through a mechanism where people invited others. Viral marketing—spreading word-of-mouth about products or services via the internet—is a core strength of Mixi, and "Monster Strike" has also gathered approximately 50 million users worldwide. We want to apply this know-how to attract fans to the team, energize the Chiba Jets and related content, and ultimately boost the B.League and the entire sports industry.

The second approach involves boosting enthusiasm by bridging the real and online worlds. Mixi hosts an annual event called "XFLAG PARK," drawing over 40,000 attendees over two days. While "Monster Strike" fans regularly enjoy interacting on SNS, attending the event lets them experience firsthand, "Wow, there are so many passionate users!" This tangible sense of community fuels their motivation to keep playing the game. They make new friends and find reasons to love the content even more. We want to apply this know-how to team management.

Kakei: For the Chiba Jets, the emphasis has been on the real-life experience of coming to the arena. Does this mean you're now looking to further increase fan enthusiasm online as well?

Tamura: Thanks to our PR efforts, Chiba Jets currently has the most Twitter followers in the B.League. While information dissemination has been our main focus so far, we're considering ways to deepen the connection between players and fans and increase interactive content that both sides can enjoy. We want to put even more effort into our fan marketing initiatives.

Kakei: "XFLAG PARK" is an event with extremely high entertainment value, right? What are your thoughts on the entertainment aspect of sports business?

Tamura: I believe it's crucial to create spaces where even those unfamiliar with the sport can enjoy themselves for a whole day, thereby broadening the fan base. At "XFLAG PARK," we aimed to create events enjoyable even for non-Monster Strike fans. We've done shows featuring collaborations with famous artists and circus-like stages. Even if you don't know Monster Strike, seeing popular artists or performers doing backflips gets anyone excited, right?

I believe this approach can be applied to sports too. We're already investing heavily in creating extraordinary spaces through techniques like projection mapping. Going forward, I want to challenge us to develop mechanisms that attract even more people, driving growth across the entire sports industry.

We want to create pioneering examples that drive the sports industry forward alongside major corporations.

Kakei: Regarding the relationship between sports and general corporations, what challenges do you perceive?

Tamura: We've built excellent relationships with local businesses. Currently, the Chiba Jets are supported by approximately 300 sponsor companies and are projected to have top-tier revenue within the B.League. Engaging the local community increases our fan base, creating a positive cycle.

Chiba Jets is a team rooted in the community, and our commitment to valuing the region will never change. Simultaneously, as a B.League team, it's crucial for Chiba Jets to take a central role in pursuing pioneering initiatives. Therefore, we also aim to collaborate with partners operating on a national and global scale.

Kakei: As new partnership models, we've outlined three approaches: "Activation," "POC," and "R&D." What do you think can be achieved?

Tamura: For Activation, we could encourage app downloads at the venue. For example, when giving away merchandise to attendees, we could have them download a simple game and offer plush toys to those with high scores. This drives app downloads and creates an environment conducive to year-round direct marketing.

For POC, it could serve as a testing ground for new corporate technologies. For instance, streaming a dedicated camera angle that continuously follows one player during a match. This could also lead to new spectator experiences.

Regarding R&D, I believe player data could be utilized. Rather than just providing data, it would be ideal if this could also contribute to team strengthening.

Kakei: What kind of companies would you like to collaborate with?

Tamura: Companies that can work with us to develop initiatives that properly collect data and build on it for the future. Also, Chiba Jets fans are notably many women and families. We could contribute in various ways, such as developing products that lead to purchases, or collecting data on fans arriving by car to the arena to help solve local issues like traffic congestion and parking shortages.

We could also collect data on player nutrition and conditioning to benefit general consumers. Coming from an IT background myself, I'm eager to actively pursue innovative initiatives leveraging data.

Kakei: Compared to baseball or soccer, basketball offers a much closer proximity to the players, right? Couldn't we also consider initiatives that leverage this unique characteristic of basketball?

Tamura: Unlike baseball or soccer, the B.League allows people other than players—like performers such as cheerleaders or customers who entered and won a campaign—onto the court during halftime. Regarding activation initiatives, I believe we can explore a broader range of possibilities compared to other sports.

Kakei: As we explored new partnership models, we've been discussing this with you for about six months. What kind of initiatives do you envision undertaking with Dentsu Inc.?

Tamura: With 30 home games annually, we want to develop initiatives with partner companies that solve problems and test hypotheses over the long term. Therefore, we want Dentsu Inc. to facilitate relationships with companies where the focus is on medium-to-long-term outcomes rather than one-off effects. This will help us maximize project results by creating new experiential value and analyzing new marketing data.

Kakei: Finally, what do you hope to achieve for the B.League and the sports industry moving forward?

Tamura: In the short term, our goal is digital efficiency. While the sports industry has many analog elements, we want to use digital technology to simplify processes and reduce the burden on fans and partners.

Mid-to-long term, I want to realize initiatives that update the sports experience itself. Advances in technology like VR and 5G should enable spectator experiences that overturn conventional notions. This will help grow the fanbase and promote Japanese sports globally.

Kakei: As a planner at Dentsu Inc., I feel we need to move beyond sponsorship solely focused on exposure. We must design deeper metrics than just reach (advertising coverage). Or, we should design sponsorships as one initiative to drive the business. I believe that kind of planning is what's needed now. In my role connecting teams and partner companies, I want to provide new value alongside companies that share Tamura's vision.