Corporate sponsorships had been purchased in the past fifteen years at each available opportunity, with minimal regard for specific consumer need and interests in individual markets. Sponsorship fees were skyrocketing, yet there was a valid concern that the relevancy of the sport to the target market was waning, putting the cost/benefit ratio in serious question.

Baseball play group research allowed the sponsor to prioritize the sports interests of the target market, identify emotional trigger points among consumers involved with baseball, and pre-test opportunities whereby a sponsor could provide a linkage between the brand, the sport, and the fans needs and emotions. Perhaps most importantly, the sponsor realized that baseball is more appropriate as a site-based program rather than as a media sponsorship.

In cities where baseball was a low priority, low passion activity for consumers, contracts were let go. By cutting the overall fees paid to various rights holders, the sponsor was able to provide a deeper sponsorship commitment in those markets where baseball still generated a reasonable level of enthusiasm. The funds formerly spent in weak baseball markets were then directed toward implementing sponsorship activations that provided a high level of on-site entertainment, greater interaction with the consumer, and expanded opportunities for experimental branding.