Accenture Case Competition 2010

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© 2010 Accenture. All Rights Reserved

Executing a CRM Implementation

Bloomington BravesOctober 1, 2010

High Performance. Delivered.

2

Current State Analysis

Recommendations

Roadmap

Financial Implications

Risks/Mitigations

Next Steps

Bloomington Braves

Agenda

Current State

> Recommendations > > >Roadmap Risks & Mitigation

Costs Next Steps>

3

Our Team

Accenture

BillFalotico

VinayakHebbagil

BrianRich

BryanSacks

AccentureConsultant

4 Years Exp.

Systems IntegrationSpecialist

AccentureAnalyst

3 Years Exp.

Database & ERPSpecialist

AccentureManager

6 Years Exp.

MarketingTransformation

AccentureSenior Manager

10 Years Exp.

CRM Project Manager

Current State


Costs Next Steps>

4

BB needs to increase revenue through enhancing the customer experience.

Insufficient data about customers and their “game day” experience

BB’s Opportunities

Flat attendance and revenue

Unable to distinguish ticket purchaser from game attendee

Integrate CRM software with Bloomington Braves reward card

Recommendations

Create incentives to refer friends and attend more games

Utilize mobile technology to uniquely identify customers

The Bloomington Braves need to implement a relationship marketing strategy in combination with a CRM system to better

understand and reach out to their customers.

Current State


Costs Next Steps>

5

Through an innovative CRM system, BB can increase and reward loyal customers.

In-HouseTicketing System

Rewards &Incentives Program

Strategic Marketing

1

2

3

4

Roadmap

Risks

Costs

Next Steps

Change Mgt

Process

Current State


Costs Next Steps>

6

Implementing an in-house ticketing system gives control over acquired customer data.

Current State


Costs Next Steps>

• Own & control data about your customers• Mechanism to auto-enroll in Braves Card• No vendor management costs

• Create a change management advisory board• Vendor negotiations, purchase, and hire• Customize software to your needs• Development & test and ensure quality

Implementation Steps

Benefits Delivered:

WebFront-End

Source: http://www.getfast.co.uk/images/crm.jpg

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A reward program will enhances the customer experience and generate additional revenue.

Current State


Costs Next Steps>

• Improved customer loyalty• Accumulate useful data• Additional revenue opportunities

Purchase barcode readers and install Kiosks

Purchase and distribute cards to customers

Integrate data into CRM system

Maintain and support system

Benefits

Customer Rewards

• Free merchandize• Discounted tickets• Point for referring friends• Deals on memorabilia• Game visit statistics• View & redeem points• Additional promotions• Free gifts and giveaways

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CRM provides target marketing through the integration of acquired customer data.

Current State


Costs Next Steps>

Target Marketing

Predict User PurchasesAnalyze Attendance Trends

Customer Information

Demographic DataPurchase History

Contact InformationAttendance Statistics

Forecast Sales ModelsMarket To Prospective

Customers

RFP Select and Install Integrate Data Maintain/Support

CRM

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Utilizing mobile technologies in the future can uniquely identify and track customer behavior.

Current State


Costs Next Steps>

• Gather contact information from CRM• Send electronic tickets to select customers• Develop a mobile application that will tally

customers’ points and rewards

Implementation Steps

Advantages

Convenient for ticket holders

Growing market for cell phone applications

Cell phone marketing campaigns

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Using CRM the process for obtaining and enrolling new customers is streamlined.

Current State


Costs Next Steps>

Acq

uire

d C

usto

mer

Mat

ricul

ated

Pro

spec

t

Customers visit online/box office

system

Capture user data

Market to potential customers

Enroll in Braves Card?

Yes

No

End Process

How many reward points

awarded?Card is generated

User data is updated and now

tracked

Repeat Purchase?

Yes

No

Stays in system, this process is

completed

Input to CRM system to track repeat customer

How many reward points

awarded?

Incentives given based on

demographic and amount of games

attended

Targeted marketing based

on CRM information and ad

campaigns

Identify new potential

customers

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An effective change management process is imperative for the CRM system’s success

Current State


Costs Next Steps>

Identify the major stakeholders • Marketing, sales and customer service

Get senior management sponsorship• Emphasizing the benefits of a properly implemented

CRM system to all employees

Ensure the organization’s resources can be leveraged to support the implementation

Incorporate employee training programs • Encourage vendor and partner participation

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A secure, robust solution can be designed and implemented within five quarters.

Project Management

• Identify Stakeholders • Form cross-functional teams• Understand existing systems, get user buy-in

• Vendor negotiation/acquire source code • Solution integration development

• Integrate into CRM • User Interface• Quality/Assurance

Current State


Costs Next Steps>

Phase 1:

Mobile App Development

Quarter 3 Quarter 4 Quarter 5Quarter 2

Phase 3: Implement & Testing

In-House Ticketing

Quarter 1

Customer Relationship Management

Strategic Marketing

Phase 2: Design1

3

2

4

Pilot &Go-live

Pilot &

Go-live

InfoGathering

Evaluation & Improvement

Phase 4:

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BB’s investment will drive significant and sustainable value at relatively low cost.

Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Current State


Costs Next Steps>

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Task Costs

SimpleTick Software Product $7,000

Development (2 Staff | 2 Weeks) $7,400

Requirement Gathering (1 Week) $10,000

Testing (1 Week) $10,000$34,400

Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Current State


Costs Next Steps>

Year 1

15


Task Costs

20,000 Season Tickets * ($0.075) $3,000

200,000 Individual Customers $15,000

Kiosk ($750 * 20) $15,000

Barcode Scanners ($100 * 30) $3,000$36,000

Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Current State


Costs Next Steps>

Year 1

Task Costs

Replacement Season Tickets $500

New Individual Customers $500$1,000

Year 2

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Task Costs

Hardware/Software $200,000

Implementation $750,000$1,060,000

Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Current State


Costs Next Steps>

Year 1

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Task Costs

Planning (2 | 1 Weeks) $10,000

Design & Pilot (3 | 3 Weeks) $27,000

Implement & Test (2 | 2 Weeks) $12,000

Quality Assurance (2 | 1 Week) $10,000

User Training (1 | 1 Weeks) $5,000$64,000

Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Current State


Costs Next Steps>

Year 1

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Ticket System

Rewards

Marketing

Mobile Tech

Aggregate

Total Costs$1,349,400 USD

Technology Costs

Servers $30,000Storage $10,000Misc. Hardware $5,000Customer Support $110,000

$155,000

Total Costs

Ticket System $34,400

Braves Card $36,000

CRM $1,060,000

Mobile $64,000$1,194,400

Current State


Costs Next Steps>

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0

50,000,000

100,000,000

150,000,000

200,000,000

2011 2012 2013 2014 2015

Dol

lars

Year

New Revenue

Old Revenue

Year New Old Difference 1 $ 81,851,843 $71,799,862 $ 10,051,981 2 $ 97,632,878 $76,466,853 $ 21,166,025 3 $ 114,376,917 $81,437,199 $ 32,939,718 4 $ 131,556,330 $86,730,617 $ 44,825,713 5 $ 148,513,941 $92,368,107 $ 56,145,834

Total $ 165,129,271

Current State


Costs Next Steps>

We anticipate 14% customer growth in Year 1

after implementation


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Defined, actionable steps can be taken to minimize implementation risks.

Action Items

Careful software selection and deployment

Redesign faulty processes

Corporate strategy integration

Complete understanding of customers

Information sharingAdapting to changes

Standardized security policy

1

2

3

Inadequate Planning

Implementation Risks

Flawed Implementation

Conflicting Organizational Views

Current State


Costs Next Steps>

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In order to ensure success there are certain vital factors to monitor and evaluate.

Current State


Costs Next Steps>

Continuously monitor performance to evaluate CRM system’s successCreate a baseline after the first year of

implementation

Identify what processes have improved and which need further analysis/investigation

Encourage an open communication work environmentPromote collaboration between business functions

Sharing of information between departments

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Accenture consistently delivers growth by aligning marketing with corporate objectives.

Current State


Costs Next Steps>

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Through an innovative CRM system, BB can increase and reward loyal customers.

More Customers &

Increased Loyalty

In-House Ticking System

Generate additional revenue

Enhance the customer experience

Rewards & Incentives

Strategic Marketing

Mobile Technology

Current State


Costs Next Steps>

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Appendix

Current State


Costs Next Steps>

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SeasonTicket Sales

/ Season Accounts Price Revenue

Individual Ticket Sales Revenue Total Rev

Anticipated Total Revenue

Average Home Game

Attendance

Actual Annual

Attendance

Number of Tickets

Purchased

Percentage of people that

show up season

tickets*811977 19,343 6,555 250.00 4,835,750.00 916,233 3,380,900 8,216,650 11,503,310 22,000 1,782,000 2,483,016 71.77% 1,566,783 3.69$ 1978 19,173 6,523 266.25 5,104,811.25 910,234 3,577,083 8,681,894 12,154,652 22,000 1,782,000 2,463,247 72.34% 1,553,013 3.93$ 1979 20,385 6,838 283.56 5,780,294.16 910,754 3,811,770 9,592,064 13,428,890 22,500 1,822,500 2,561,939 71.14% 1,651,185 4.19$ 1980 23,044 8,944 301.99 6,958,997.79 923,305 4,115,479 11,074,477 15,504,267 27,000 2,187,000 2,789,869 78.39% 1,866,564 4.46$ 1981 24,494 8,924 321.62 7,877,676.70 1,010,049 4,794,764 12,672,441 17,741,417 29,000 2,349,000 2,994,063 78.46% 1,984,014 4.75$ 1982 24,305 8,942 342.52 8,324,989.09 934,384 4,723,890 13,048,879 18,268,431 23,000 1,863,000 2,903,089 64.17% 1,968,705 5.06$ 1983 19,398 7,502 364.79 7,076,110.57 923,748 4,973,676 12,049,787 16,869,702 22,000 1,782,000 2,494,986 71.42% 1,571,238 5.38$ 1984 19,305 7,505 388.50 7,499,927.57 954,034 5,470,632 12,970,559 18,158,783 22,000 1,782,000 2,517,739 70.78% 1,563,705 5.73$ 1985 17,234 6,949 413.75 7,130,548.85 923,005 5,636,731 12,767,279 17,874,191 22,000 1,782,000 2,318,959 76.84% 1,395,954 6.11$ 1986 17,005 6,937 440.64 7,493,127.37 987,234 6,420,856 13,913,984 19,479,577 22,000 1,782,000 2,364,639 75.36% 1,377,405 6.50$ 1987 14,508 6,375 469.28 6,808,377.59 923,058 6,393,688 13,202,066 18,482,892 22,000 1,782,000 2,098,206 84.93% 1,175,148 6.93$ 1988 14,800 5,946 499.79 7,396,860.18 868,038 6,403,402 13,800,263 19,320,368 21,500 1,741,500 2,066,838 84.26% 1,198,800 7.38$ 1989 14,008 5,200 532.27 7,456,095.04 810,748 6,369,532 13,825,627 19,355,878 20,000 1,620,000 1,945,396 83.27% 1,134,648 7.86$ 1990 17,369 6,521 566.87 9,845,997.58 917,002 7,672,582 17,518,580 24,526,012 23,000 1,863,000 2,323,891 80.17% 1,406,889 8.37$ 1991 17,829 6,509 603.72 10,763,697.96 899,075 8,011,555 18,775,253 26,285,354 23,000 1,863,000 2,343,224 79.51% 1,444,149 8.91$ 1992 19,148 6,700 642.96 12,311,402.90 899,740 8,538,617 20,850,019 29,190,027 23,500 1,903,500 2,450,728 77.67% 1,550,988 9.49$ 1993 22,345 7,659 684.75 15,300,798.37 899,024 9,086,390 24,387,188 34,142,064 23,000 1,863,000 2,708,969 68.77% 1,809,945 10.11$ 1994 23,533 8,501 729.26 17,161,713.03 835,045 8,988,342 26,150,055 36,610,077 24,000 1,944,000 2,741,218 70.92% 1,906,173 10.76$ 1995* 26,021 9,246 776.66 20,209,563.40 535,028 6,133,323 26,342,886 36,880,041 30,000 2,430,000 2,642,729 91.95% 2,107,701 11.46$ 1996 13,007 4,576 827.15 10,758,697.50 800,295 9,770,550 20,529,248 28,740,947 20,000 1,620,000 1,853,862 87.39% 1,053,567 12.21$ 1997 14,238 5,223 880.91 12,542,414.60 810,057 10,532,564 23,074,978 32,304,970 21,000 1,701,000 1,963,335 86.64% 1,153,278 13.00$ 1998 20,025 7,403 938.17 18,786,864.23 930,000 12,878,079 31,664,943 44,330,920 24,225 1,962,225 2,552,025 76.89% 1,622,025 13.85$ 1999 20,025 7,403 999.15 20,008,010.40 930,000 13,715,154 33,723,164 47,212,430 24,225 1,962,225 2,552,025 76.89% 1,622,025 14.75$ 2000 20,025 7,403 1,064.10 21,308,531.08 930,000 14,606,639 35,915,170 50,281,238 24,225 1,962,225 2,552,025 76.89% 1,622,025 15.71$ 2001 20,025 7,403 1,133.26 22,693,585.60 930,000 15,556,070 38,249,656 53,549,518 24,225 1,962,225 2,552,025 76.89% 1,622,025 16.73$ 2002 20,025 7,403 1,206.92 24,168,668.66 930,000 16,567,215 40,735,884 57,030,237 24,225 1,962,225 2,552,025 76.89% 1,622,025 17.81$ 2003 20,025 7,403 1,285.37 25,739,632.12 930,000 17,644,084 43,383,716 60,737,203 24,225 1,962,225 2,552,025 76.89% 1,622,025 18.97$ 2004 20,025 7,403 1,368.92 27,412,708.21 930,000 18,790,949 46,203,658 64,685,121 24,225 1,962,225 2,552,025 76.89% 1,622,025 20.21$ 2005 20,025 7,403 1,457.90 29,194,534.24 930,000 20,012,361 49,206,895 68,889,654 24,225 1,962,225 2,552,025 76.89% 1,622,025 21.52$ 2006 20,025 7,403 1,552.67 31,092,178.97 930,000 21,313,165 52,405,344 73,367,481 24,225 1,962,225 2,552,025 76.89% 1,622,025 22.92$ 2007 20,025 7,403 1,653.59 33,113,170.60 930,000 22,698,520 55,811,691 78,136,367 24,225 1,962,225 2,552,025 76.89% 1,622,025 24.41$ 2008 20,025 7,403 1,761.07 35,265,526.69 930,000 24,173,924 59,439,451 83,215,231 24,225 1,962,225 2,552,025 76.89% 1,622,025 25.99$ 2009 20,025 7,403 1,875.54 37,557,785.93 930,000 25,745,229 63,303,015 88,624,221 24,225 1,962,225 2,552,025 76.89% 1,622,025 27.68$ 2010 20,025 7,403 1,997.46 39,999,042.01 930,000 27,418,669 67,417,711 94,384,796 24,225 1,962,225 2,552,025 76.89% 1,622,025 29.48$ 2011 22,828.50 2,127.29 48,562,836.91 1,060,200.00 33,289,006 81,851,843 114,592,580 27,616.50 2,236,937 2,909,309 76.89% 1,849,109 31.40$ 2012 25,567.92 2,265.56 57,925,751.86 1,187,424.00 39,707,127 97,632,878 136,686,030 30,930.48 2,505,369 3,258,426 76.89% 2,071,002 33.44$ 2013 28,124.71 2,412.83 67,860,018.31 1,306,166.40 46,516,899 114,376,917 160,127,684 34,023.53 2,755,906 3,584,268 76.89% 2,278,102 35.61$ 2014 30,374.69 2,569.66 78,052,593.06 1,410,659.71 53,503,737 131,556,330 184,178,862 36,745.41 2,976,378 3,871,010 76.89% 2,460,350 37.93$ 2015 32,197.17 2,736.69 88,113,572.30 1,495,299.29 60,400,369 148,513,941 207,919,517 38,950.13 3,154,961 4,103,270 76.89% 2,607,971 40.39$ 2016 34,129.00 2,914.57 99,471,411.77 1,585,017.25 68,185,976 167,657,388 234,720,343 41,287.14 3,344,259 4,349,466 76.89% 2,764,449 43.02$ 2017 36,176.74 3,104.02 112,293,276.75 1,680,118.29 76,975,149 189,268,425 264,975,796 43,764.37 3,544,914 4,610,434 76.89% 2,930,316 45.82$

Appendix B Bloomington Braves Attendance and Ticket Sale Records, 1977 - 1997

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Customers visit online/box office

systemCapture user data Make purchase

Input to CRM system for data

analysis

Automatic enrollment in Braves Card

Program

Ticketing System

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Rewards Program

Braves card for interested customers

Monitor customer purchase behavior

Reward Points to be redeemed by

customers

User Incentives to increase loyalty

Input to CRM system to target

repeat customers

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Strategic Marketing

User data from CRM system

Targeted marketing campaigns

Determine future trends to drive sales

strategy

Identify potential new

customers

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Mobile Technology

Scan mobile barcodes

Uniquely identify data about attendees

Mobile applications for smartphones

CRM system Mobile

marketing initiatives

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Ticket Sales Trend

Accenture Case Competition 2010

Business

Transcript of Accenture Case Competition 2010