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TEAR DOWN THE SILOS WITH CRM: DRAMATICALLY IMPROVE YOUR MARKETING,
SALES, AND PATRON EXPERIENCE Eugene Carr, Founder & President, Patron Technology, New York
Steven Roth, Adjunct Lecturer in Marketing, Boston University Graduate School of Management; President, The Pricing
Institute, Weston, MA
Bryan Sayre, Director of Ticket Services, Playhouse Square, Cleveland, OH
Jack Wright, Director of Marketing and Communications, Celebrity Series of Boston
November 15, 2011
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Today’s Agenda
• Introduction • CRM Overview, Steven • CRM in the Arts, Gene • CRM @ The Celebrity Series, Jack • CRM @ Playhouse Square, Brian • Q&A
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CRM Defined
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An enterprise-‐wide approach that supports the collec3on, analysis, and interpreta3on
of market informa3on to help an organiza3on understand, measure, and
change, customer behavior
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Managing The Customer Experience - Expectations
Customer expectation
of treatment
Actual treatment
High
High Low
Low
Measuring customer satisfaction
Disappointed Satisfied
Satisfied Delighted
Actual treatment delivered - Treatment expected
= Experience Quality
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What Are They Talking About?
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“Confusing”
“Stressful”
“Insensitive”
“Manipulated”
“Trapped”
“Victimized”
“Chaos”
“Defeated”
“Loss of Control” “Vulnerable”
“Stress”
“Enemy”
“Quality of Life”
“Unwelcome advances”
“Fight back”
“Forfeited trust” “Partner” “Honesty”
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Opportunities to Manage (and Maul) the Customer Experience
• Outbound – Brochure/letter – Email – Mail – Mass/electronic media – Program
• Customer interface – Web – Telemarketing – Kiosk – Survey – Social networking – Secondary ticket
source
• 1:1 interaction – Box Office – Front of house/
stadium – Venue amenities
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Data: Beware of Averages
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Balancing Your Customer Portfolio
Best Paying Customer
Best Marketing Customer
Premium Seats No promotional
discounts Happy to pay
• Frequent referrals • Buys discount
tickets • Sees everything
Source: Seth Godin
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Calculating the Value of Membership
2009-2010 data Member Non-Member
Avg price paid /ticket $16.86 $11.60
Value of 155,000 member tickets
$2,613,300 (Membership Fees)
$1,798,000 (ticket equivalent)
Average store spend $49 $35
Value of 25,176 member transactions $1,232,624 $881,160
Total additional income $1,166,764
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Collaborative Service Customer Basic Needs:
• Control – in control customers become “expert users,” which leads to repeat engagement and long-term loyalty
• Ownership – deeper engagement with service/brand establishes an emotional connection
• Enrichment – going beyond the transaction to a growth experience, which leads to advocacy
• Value - collaborative/DIY experiences = empowering moments vs. compromises
Self Service
Standard Service
“You’re on your own”
“No, we don’t have that”
“My Pleasure”
Limited Service
Full Service
Collaborative Service
“Yes, you can do that here”
Limited Service
Full Service
Self Service
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Focusing On The “R” in CRM
From To Managing customers as economic
assets Understanding customers as people
From To Focusing on building loyal
relationships with highest-value customers
Managing a comprehensive relationship across the entire
spectrum of customers
From To Having a one-sided, opportunistic
relationship philosophy Developing a perspective that
recognizes the contributing roles companies and customers play
Source: “Putting the Relationship Back in CRM,” Fournier and Avery
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Process
Technology
People
CRM
The Keys to CRM Success
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Understand the Customer • 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
How to Get There
Manage the Customer Experience • View the relationship through the
eyes of the consumer
• Make the relationship unique & valuable vs. trivial & useless
• Appreciate all customers – Tiering ok, but need a baseline
that applies to all
• Get out into the field – Experience what your
customers experience
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Eugene Carr Founder, CEO
Patron Technology New York
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Patrons Value a “Connection” “When I feel like an arts organization knows me personally…”
69% say this MATTERS
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Patrons Value a “Connection” “When I feel like an arts organization knows me personally…”
50% say they are more likely to attend
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How to make them feel more personally
connected?
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CRM
CRM is a philosophical paradigm shift that is enabled by new technology, but goes beyond the technology itself.
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Transactions
Relationships
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Arts & Theater Depend on Patron Loyalty
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puts
PATRONS
at the
CENTER
of your world
Customer Relationship Management
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E-marketing Ticketing
Fundraising Subscriptions
Tasks & Calendars
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E-marketing Tasks & Calendars Ticketing
Fundraising Subscribers
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How does CRM change your
business?
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1. Combats CHURN head
on
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2. Treat every patron as if you know them
personally
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2. Capture all interactions with
patrons… wherever they are
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3. Enable collaboration &
teamwork
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CRM makes everyone more efficient
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4. Eliminate “institutional memory-loss”
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Thank You
Eugene Carr
Twitter: @genecarr
www.patrontechnology.com www.thefifthwall.com
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Jack Wright Director of Marketing and Communications Celebrity Series of Boston Boston, MA Twitter: @wrightjack1
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What is “Celebrity Series of Boston?”
• Independent, non-profit, multi-disciplinary performing arts presenter in Boston, MA
• Founded in 1938
• Core business is classical music, we also present dance, jazz, spoken word, folk music, etc.
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A closer look …
• 8-12 venues ranging from 250 to 3600 seats
• Between 50,000 and 80,000 tickets sold/year
• 7 marketing & box office staff, implementation team of 6
• Tradition of high-level customer service
• Ø = In-house IT personnel (really)
• 40-50 mostly 1-night engagements
per year
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Our marketing efforts were a bit behind the times
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Our World Before CRM
• Non-hosted ticketing system = Vulnerable
• Web interface = Inadequate
• Most online ticketing fees = Out the door
• Promotions/special offers = Labor intensive
• Patron communications = Hard to manage
• Sales data = Hard to compile (very)
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CRM: From the Stone Age to the Information Age in one hectic summer
• Greatly improved list building and granular patron communications
• Improved web ticketing: The Big Shift
• Mobile box office: mobile customer service
• Revenue Management: The Adjustable house
• You want data? We’ve got data
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The Takeaway or “Call the board and tell them it was worth the money”
• Efficiency
• Improved customer communications & service
• Revenue enhancement
• Access to better information for making decisions, large and small
• PlayhouseSquare CRM CASE STUDY
WHY CRM?
Integrate Inside Sales, 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 2009
Re-Start Date(Inside Sales): March 2011
PHASE 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 .
PHASE ONE: GUEST SERVICES(STATS)
We had 1595 Guest Service Cases in 2010: 308 of these case were actionable cases
256 of the 308 cases were Complaint cases 135 cases regarding “Programming”
104 cases regarding “unhappiness with shows” 12 cases regarding “Star performers not
performing” 63 cases regarding “ Rescheduled shows”
23 cases regarding “Front of House/Redcoats”
Majority of Cases came to us via:
Email = 36% Web = 34% Phone = 21%
Majority of case were logged in: October = 14% November= 13% August= 13%
PHASE 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.
PHASE THREE: GROUPS AND INSIDE SALES CRM and Selling -
All inbound and outbound calls are logged in the CRM as a lead in specific
Campaigns
-We upload calling lists and create
campaigns. These calls are then assigned to
operators daily.
PHASE THREE: GROUPS AND INSIDE SALES
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.
PHASE 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
PHASE FOUR: ORGANIZATIONAL INTEGRATION
All cases relating to the
show are kept in the event group
This allows for quick reference and historical
archive
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.
QUESTIONS
Brian P Sayre Director of Ticket Services
PlayhouseSquare 1501 Euclid Ave, Suite 200
Cleveland, Ohio 44115 216.348.5310
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Q & A
Thank you • Steven • Gene • Jack • Brian
