THE BRAVE NEW WORLD OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY

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1 THE BRAVE NEW WORLD OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY Eugene Carr, Moderator Presenters: Steven Roth, Ruth Davidson, Brian P. Sayre November 13, 2020

2 Today s Agenda Introduction CRM Overview Playhouse Square Case Study ArtsEmerson Case Study Summation Q&A Eugene Carr Steven Roth Brian P. Sayre Ruth Davidson Eugene Carr All 2

3 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 3

4 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 After a visit, we want to know about the guest s experience so that we can better serve them in the future Upon departure, we can expedite check-out

5 Hilton CRM Owning the Customer Experience After a visit, we want to know about the guest s experience so that we can better serve them in the future Upon departure, we can expedite check-out according to the guest s needs Post-Stay Departure Guest Profile Mgr. At the Hilton Family of Hotels we are passionate about taking care of our Best Guests Online Profile Regardless of where or how guest chooses to make a reservation, we know who they are and how they would like to be treated During the guest s stay, we can ensure accommodations will include their preferences and exceed their expectations In Stay Arrival Pre- Arrival 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 5

6 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

7 Loyalty Program

8 Entertainment 8

9 Illustrative Subscription ROI Analysis = renewal = acquisition 9

10 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

CRM = PPT Return Address Customer Address Address 22222 Process People Technology Sources Survey Responses Data Flow

Operational Data Store Rule-based Processing Data Warehouse Campaign Mgmt Accounting/Financial Mail a ti Coupon

11 CRM = PPT Return Address Customer Address Address Process People Technology Sources Survey Responses Data Flow Environment Data Mining & Reporting D at a Datamart Statistics Jan Feb Mar POS Transactions P re p er Operational Data Store Rule-based Processing Data Warehouse Campaign Mgmt Accounting/Financial Mail a ti Coupon Redemption o n Web Dataprep Reporting Other TM Legal Other Disciplines copyright pending Robert Galka Communication to Consumer 11

12 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 12

ArtsEmerson: The World On Stage - A Startup Startup arts organization in a city crowded with alternatives Located in historic theater district, primarily

13 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 venues in newly opened Paramount Center, which also 500-bed dorm, faculty offices, studios, and full scene shop includes offices, 13

14 Zero to Sixty in 1 second? Time from hire of senior team to 1 st performances 9 months 14

15 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 15

16 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 16

17 Goal #1: Engage an Active Arts Audience Starting with an audience of How to: Incent multiple purchases, return/repeat purchase Incent advance purchase Facilitate connection/inspire referrals/inspire donations 17

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

18 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 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, behindthe-scenes access 18

19 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 19

20 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 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 20

21 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 21

22 PlayhouseSquare CRM CASE STUDY 22

23 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

Phase One: Guest Services Cases are created for phone calls, emails, and comments from our website with integrated form in the

24 Phase One: Guest Services Cases are created for phone calls, s, 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

25 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. 25

26 Phase Three: Groups and Telesales 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. 26

Phase 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.

27 Phase 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. 27

28 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 28

29 Phase Four: Organizational Integration All cases relating to the show are kept in the event group This allows for quick reference and historical archive 29

30 Phase Four: Organizational Integration 30

31 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. 31

32 Summary Questions

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