Sports Sales & Sponsorships - needs to be done tonight before midnight
iamprimetime
Ch6.pptx3FglobalNavigation3Dfalse.pptxCustomer Service & Retention
Chapter 6
When & Why
Intense competition
Create and sustain a relationship
Renew relationship
Once initial term of agreement expires
Retention
Aftermarketing
Customer Relationships
Emotional attachment & team performance fluctuations
Emphasis on preselling
Increase the number of touchpoints
Create new value
Define value customers want
Consider lifetime value of customer
Relationship Marketing
Technology
Permission marketing
Email alerting
Suggestions based on previous purchases
Helpful but not intrusive
Print tickets at home
M-commerce (via mobile device)
Smart tickets
Tickets encoded with supplemental purchases (food, parking…)
Frequent fan programs
Bar code tracking of attendance
Coupons to frequent attendees
Cumulative points
Scope/partnerships
Cannot be all things to all people
Nontraditional partnerships
Ticketmaster
Four P’s
Product
Developed in conjunction with consumer
Loge suites
due to lack of club seat inventory
Compensate for location with services
Initially hard to set (business set up)
Preferred lounge, replays, golf memberships…
Price
Features the customer wants and associated cost of flexibility and options
Cost vs. location
Cost vs. value (amenities)
Higher price per event (opponent, day of the week)
Reinforce benefit of season ticket
Opportunity to resell unused tickets
Promotion
How and how often
personalization
Placement
Influence distribution by Incentivization (special online fares)
Variety of options for price, access, convenience
Relationship Manager
Customer Service manager
Retention Specialist
Membership Coordinator
Fan Experience Manager
Surpassing expectations
Creating memorable experiences
Satisfaction feedback
Customer Service
Industry leader (Disney)
Magic Marketing Formula
Customers as Guests
Unfamiliar with layout
Need assistance to enjoy experience
If all goes well, will return
Might have a special need or concern
Customer Service
Everyone is part of the organization
Everyone a problem solver
Regular communication
Customer Service Program
Know your customer
Lifestyle, geography, interest in product, use
Customer profiles
Suggestion box
Organization view
Vision & resource limitations
Know those affected by modifications or customer input
Example: exchange dates for unused tickets (box office manager)
Customer Service Program Continued
What customers want –compatible?
Depends on supply, demand and fan interest curve (flex book)
Provide free parking, bring your own food
In response to customer complaints
Deliver the vision
Personal account representative
Four touch points with season ticket holders in season, 1 out of season
Guest relations/customer care
Assist casual occasional fan
Provide on-site solutions
NBA season ticket holders – higher risk of not renewing in year 1 than after 3 or more years
Exclusive event for rookie season ticket holders
Education
Excitement
Exclusivity
Extracting information
Effectiveness
Touch point management
Two way interaction
Does not include email or voice mail
Rookie Season Ticket Holder
Exclusive event for rookie season ticket holders
Education
Full usage, happier, more likely to renew
Tours, food sampling
Excitement
Interaction with team
Exclusivity
Special tricks of the trade
Create a community of season ticket holders
Extracting information
Feedback form to receive gift
Effectiveness
Track renewal of attendees/nonattendees
Customer Service Program Continued
Right people
Listening skills
Knowledgeable about product
Interest in helping customer, empathy, patience
Respect customers time
Nordstrom
Give employee freedom to make decisions
Do what it takes to satisfy customer
Lifetime value
Last & grow and expand
Interactive, individualized contract
Customer database
For segmenting
High current or high future value
To target communication efforts
To personalize customer service
CRM (manage database info to maximize relationships)
Collect customer level data
Surveys, bar code data, frequent fan programs
Differentiate customers
Segment based on relationship strength
Innovative programs
Include lifestyle survey as application
Develop targeted offers, incentives
Trademark
Establish an identity
Distinctive to the target market
Reflect personality of the organization
Reflect needs/wants of customers
Reflect nature of the service
Be reliable
Call people by name (personalize)
Recognize repeat customers
Know your products
Trustmarks
Lovemarks
Customer Expectations
Level of performance expectance
Based on previous experience, word of mouth sources, endorsement, reputation, advertising
If no previous experience
May have unrealistic expectations
May find product less rewarding
Need to create an expectation (example: Starbucks)
Certainty of receiving that level
Customer Expectations Continued
Return on investment of time and money
Entertainment
combine with day to day requirements
Example: REI (Combine shopping & entertainment)
Experience
Combine service & interaction
Questing
Added features, experimentation, redesign
Radar ball (willing to pay 6x price of regular ball)
Grounded in emotion
