the brave new world of customer … · the brave new world of customer relationship management...
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THE BRAVE NEW WORLD OF CUSTOMER RELATIONSHIP MANAGEMENT
TECHNOLOGY
Eugene Carr, Moderator Presenters: Steven Roth, Ruth Davidson, Brian P. Sayre
November 13, 2020
Today’s Agenda
• Introduction Eugene Carr
• CRM Overview Steven Roth
• Playhouse Square Case Study Brian P. Sayre
• ArtsEmerson Case Study Ruth Davidson
• Summation Eugene Carr
• Q&A All
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CRM Defined
An enterprise-wide approach that supports the collection, analysis, and interpretation of market information to help an organization understand, measure, and change, customer behavior
CRM Founding Principles
• Customers should be managed as important assets
• Not all customers are equally desirable
• Customers vary in their needs, preferences, and buying behavior
• By better understanding their customers, companies can tailor their offerings to maximize their overall value
Source: Baran, Galka, Strunk
Hilton CRM – Owning the Customer Experience
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Post-StayGuest Profile Mgr.
Online Profile
Pre- Arrival
Arrival
In Stay
Departure
At the Hilton Family of Hotels we are passionate
about taking care of our Best Guests
Regardless of where or how guest chooses to make a
reservation, we know who they are and how they would
like to be treated
Before our guests arrive, we can communicate and
welcome them
Upon the guest’s arrival, we can serve and recognize them the way
they choose
During the guest’s stay, we can ensure accommodations will include their preferences and
exceed their expectations
Upon departure, we can expedite check-out
according to the guest’s needs
After a visit, we want to know about the guest’s
experience so that we can better serve them in the
future
Opportunities To Manage (And Maul) The Customer Experience
• Web application
• Telemarketing
• Video
• Brochure / printed collateral
• Mailing
• Mass media
• Program
• Secondary ticketing source
• Kiosk
• Social Networking
• 1:1 interaction
• Venue
• Survey
Loyalty Program
Entertainment
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Illustrative Subscription ROI Analysis
= renewal = acquisition
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Arts Marketing Contact Calendar – Illustrative Example
Number of Contacts (mail, telemarketing, events, performances)
Subscription Development
July 2 0
August 4 1
September 4 2
October 2 2
November 3 4
December 2 3
January 2 2
February 0 5
March 2 3
April 2 4
May 3 3
June 3 2
TOTAL 29 31
CRM = PPT
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copyright pending Robert Galka
Data Flow Environment
DataWarehouse
Sources
Datamart
DataprepReporting
200120001999
Jan Feb Mar
Statistics
Campaign Mgmt
Legal
Other Disciplines
Survey
Responses
Other
ReturnAddress
CustomerAddressAddress 22222
CouponRedemption
POS TransactionsOperationalData Store
Rule-basedProcessing
Data
PreperatIon
Communicationto Consumer
TM
Web
Data Mining &Reporting
Accounting/Financial
People
Process
Technology
CRM Takeaways
• People, Process, Technology
• Understand the customer experience from the customer’s point of view
• Recognize the value of your data
• Turn data into actionable information
• Segment vs. average
• ROI
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ArtsEmerson: The World On Stage - A Startup
• Startup arts organization in a city crowded with alternatives
• Located in historic theater district, primarily associated with highly commercial work
• Part of Emerson College, school of communication and arts with strong ties to Hollywood film and TV production
• Mission: – To fill a void in the Boston cultural landscape
by hosting first-class theatre, film, and music from all over the world
– To build Emerson’s brand
• 4 venues, capacities from 150 – 1250– 3 venues in newly opened
Paramount Center, which also includes 500-bed dorm, faculty offices, offices, studios, and full scene shop
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Zero to Sixty in…1 second?
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Time from hire of senior team to 1st performances – 9 months
Desire to explode on arts scene as major player
• Announced with 18 theatre projects in first season
• Film (4 titles) each weekend
• Concerts appx once/mo.
• Multiple artist residencies– Building sets for
professional companies
– Providing rehearsal/workshop space
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Constraints
• No time for extensive research or market testing
• Extremely limited staff and budget– No fundraising, IT, or web support
– Limited marketing resource
• Presenting model based on short runs (often just a Wed – Saturday engagement)– no time for word of mouth to generate in response to
reviews
• And, of course… No Audience Base
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Goal #1: Engage an Active Arts Audience
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Starting with an audience of
How to:• Incent multiple purchases,
return/repeat purchase• Incent advance purchase• Facilitate connection/Inspire
referrals/Inspire donations
Designing for CRM from the start: MEMBERSHIP
• Need customer intelligence – To understand our audience and their needs/interests
– To drive/test engagement strategies
• How to get customer info with no audience base?
• Engagement model with low barrier to entry: Membership– Costs $60 – includes free ticket valued up to $79 - incents ANY
buyer to become a member
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– Every buyer who pays >$60 for a ticket is subsequently offered a FREE membership
– Other single ticket buyers and those who receive comps receive an upsell offer
– Includes real, behind- the-scenes access
Designing for CRM from the start: TECHNOLOGY
• Systems/technology infrastructure - chose SINGLE, integrated solution:– Ticketing
– Web
– “good-enough” development solution
– Flexible data capture and segmentation potential
– Strong “notes” functionality
– Hosted
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ArtsEmerson: Lessons Learned
• What’s working:– Membership – quickly developing customer database will
support evolving CRM strategies
• What’s not:– Systems – implemented too much, too fast.
• Poor online ticketing flow is driving sales to phone
• Immature email tool is limiting our e-comms effectiveness
– Planning – Did not have time to establish what we needed to know in order to:
• Help us communicate with and meet the needs of our patrons?
• Improve our communications and marketing?
• Refine and target programming?
• Refine and target ticketing and sales models?
– Training – particularly for box office staff
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Next Steps
• Review customer notes, purchase patterns, and interactions
• Develop surveys to solicit additional intelligence, integrate into purchase and follow up communications flow
• Create CRM teams that include Box Office, Marketing, and Development staff
• Develop routine reports, review processes, and report-out forums
• Train box office staff on their role in tracking and implementing our CRM program
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PlayhouseSquarePlayhouseSquare
CRM CASE STUDYCRM CASE STUDY
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Why CRM?Why CRM?
• Integrate Telesales, Group Services, Guest Services and Subscription Services into one Customer data base
• Track, analyze and measure guest behavior, patterns, and sales opportunities.
• Start Date: January 200923
Phase One: Guest ServicesPhase One: Guest Services
• Cases are created for phone calls, emails, and comments from our website with integrated form in the CRM.
• Each case is then examined every month– This allows us to
find opportunities for improvements and/or better communication . 24
Phase Two: SubscriptionsPhase Two: Subscriptions• CRM is used in Subscription
Services to track guest behavior– Activities are opened for all
subscribers. These activities range from exchanges to comments/complaints.
• CRM and Staffing– Inbound and outbound calls
are tracked in order to determine the staffing needs for that particular time of year/ particular show.
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Phase Three: Groups and TelesalesPhase Three: Groups and TelesalesCRM and Selling-All inbound andoutbound calls arelogged in the CRM
as a lead in specificCampaigns
-We upload callinglists and createcampaigns. These calls are thenassigned tooperators daily.
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Phase Three: Groups and TelesalesPhase Three: Groups and Telesales
• Benefits– We have found by using
the CRM to replace paper, leads are being taken more seriously. Calls are being made and follow up can be assigned and tracked.
– Reasons why guests do not buy are being tracked in the CRM so we can measure, and in the future pull “smarter”, more targeted list to use.
– We are also able to find any strengths or weaknesses with the operators based on response patterns.
• Guest History is at the operators fingertips.
– Any outside lists are also imported into the CRM as new leads/campaigns.
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Phase Four: Organizational IntegrationPhase Four: Organizational Integration
CRM’s Integration to all departments.
• We have created an EVENT BASED portal in the CRM system.
• All events at PlayhouseSquare contain the following
– Sales reports– Information
sheets– Marketing surveys– Front of house
information– Food and
beverage totals– Development
sales/comments
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Phase Four: Organizational IntegrationPhase Four: Organizational Integration
– All cases relating to the show are kept in the event group– This allows for quick reference and historical archive 29
Phase Four: Organizational IntegrationPhase Four: Organizational Integration
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What have we learned?What have we learned?
• Take your time. Do not try to do it all at once.
• Plan your roll out of CRM in phases.
• Create a chart that lists all the functionality you would like to utilize in your CRM. (Included features you may not even have yet).
– This allows you to build your systems with the “bigger picture” in mind. It is like a puzzle that you are putting together.
• Invite key members of each department to be involved in the planning and building of the CRM. This will help you with the roll out of all phases. It also creates “buy in” and excitement.
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•Summary
•Questions