Our client is a well-known Canadian-owned, live entertainment company that has a presence in over 40 countries. Their revenue exceeds $800 million US a year.
Although our client was capturing multiple sets of customer data across its organization, unfortunately, the information was scattered and not centralized. This made it difficult if not impossible to analyze and gain proper insights on the lifecycle of the customer.
The current CRM system that stored most of the customer data was well behind today’s standards and was unable to support the MarTech team’s current as well as future needs.
Furthermore, current data capture was poor. Due to the nature of their business, the client did not always sell their tickets through their own channels and various POS systems were used across different sites, making it difficult to capture customer and purchase information in a consistent manner.
The objective was to define a customer-centric technical architecture that would allow better customer insights to be delivered to the MarTech team. This would set the stage for a personalized customer experience that could be executed in real-time across channels.
Relation1’s approach consisted of a series of 4 on-site client workshops that allowed stakeholders of the MarTech team to participate. The workshop subjects/themes included:
● Strategic Alignment ● Technology ● Governance and Organizational Processes ● Prioritization
Participation was high and included everyone from the VP of Marketing and Digital, Director of CRM, Director of Online Experiences, Director of Digital Marketing, Director of Business Intelligence, through to the Director of IT and others.
This approach made for better preparation, participation and decision-making in each workshop. And we could ensure the stakeholders and business units were aligned with the objectives, strategy, tactics and processes that were to be put in place. This was essential in our process to fulfilling the architectural needs.
The final deliverable to the client included:
● A recommendation of the appropriate architecture based on the information captured throughout the workshops that would be implemented. ● An action plan to implement the architecture. ● A high-level governance structure to ensure the new procedures and processes set up would be followed by the different stakeholders.
To achieve success, the organization needed to collaborate in a new way to be able to create the foundation for an effective personalized fan experience. By consolidating the data in one central system, we could help them implement processes that would allow for continuous data updates and refreshes.
Our process facilitated key decision-making while ensuring every key stakeholder had a say. When the new transformative architecture was proposed, it was welcomed and accepted by all team members.
The client teams are now currently following our plan and steps and are starting to build the architecture proposed. This newly defined architecture will net a number of benefits including:
● A replacement for the current CRM system ● More accessible, real-time and available fan data ● Improved, flexible and automated business processes allowing for personalization at scale.