Your SlideShare is downloading. ×
0
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Accenture Case Competition 2010
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Accenture Case Competition 2010

2,983

Published on

2nd Place Winning Team

2nd Place Winning Team

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,983
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
82
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. High Performance. Delivered. Executing a CRM Implementation Bloomington Braves October 1, 2010 © 2010 Accenture. All Rights Reserved 1
  • 2. Agenda  Current State Analysis Bloomington Braves  Recommendations  Roadmap  Financial Implications  Risks/Mitigations  Next Steps Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 2
  • 3. Our Team Accenture Bill Vinayak Brian Bryan Falotico Hebbagil Rich Sacks Accenture Accenture Accenture Accenture Consultant Analyst Manager Senior Manager 4 Years Exp. 3 Years Exp. 6 Years Exp. 10 Years Exp. Systems Integration Database & ERP Marketing CRM Specialist Specialist Transformation Project Manager Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 3
  • 4. BB needs to increase revenue through enhancing the customer experience. BB’s Opportunities Recommendations Insufficient data about customers Integrate CRM software with and their “game day” experience Bloomington Braves reward card Create incentives to refer friends Flat attendance and revenue and attend more games Unable to distinguish ticket Utilize mobile technology to purchaser from game attendee 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 > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 4
  • 5. Through an innovative CRM system, BB can increase and reward loyal customers. 2 Rewards & Process Incentives Program Change Mgt 3 1 Strategic In-House Roadmap Marketing Ticketing System Costs Risks Next Steps 4 Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 5
  • 6. Implementing an in-house ticketing system gives control over acquired customer data. Benefits Delivered: • Own & control data about your customers • Mechanism to auto-enroll in Braves Card Web • No vendor management costs Front-End Implementation Steps • Create a change management advisory board • Vendor negotiations, purchase, and hire • Customize software to your needs • Development & test and ensure quality Source: http://www.getfast.co.uk/images/crm.jpg Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 6
  • 7. A reward program will enhances the customer experience and generate additional revenue. Customer Rewards Purchase barcode readers and install Kiosks • Free merchandize • Discounted tickets • Point for referring friends • Deals on memorabilia Purchase and distribute cards to customers • Game visit statistics • View & redeem points • Additional promotions • Free gifts and giveaways Integrate data into CRM system Benefits • Improved customer loyalty Maintain and support system • Accumulate useful data • Additional revenue opportunities Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 7
  • 8. CRM provides target marketing through the integration of acquired customer data. CRM Customer Information Target Marketing Demographic Data Predict User Purchases Purchase History Analyze Attendance Trends Forecast Sales Models Contact Information Market To Prospective Attendance Statistics Customers RFP Select and Install Integrate Data Maintain/Support Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 8
  • 9. Utilizing mobile technologies in the future can uniquely identify and track customer behavior. Growing market for cell Convenient for ticket phone applications holders Advantages Implementation Steps • Gather contact information from CRM Cell phone marketing • Send electronic tickets to select customers campaigns • Develop a mobile application that will tally customers’ points and rewards Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 9
  • 10. Using CRM the process for obtaining and enrolling new customers is streamlined. No Prospect Customers visit Market to potential Enroll in online/box office customers Braves Card? system End Process Yes No Customer Acquired How many User data is Stays in system, Repeat Capture user data reward points Card is generated updated and now this process is Purchase? awarded? tracked completed Yes Matriculated Incentives given Targeted How many based on marketing based Identify new Input to CRM reward points demographic and on CRM potential system to track awarded? amount of games information and ad customers repeat customer attended campaigns Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 10
  • 11. An effective change management process is imperative for the CRM system’s success  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 Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 11
  • 12. A secure, robust solution can be designed and implemented within five quarters. Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 5 Phase 1: • Identify Stakeholders Info • Form cross-functional teams Gathering • Understand existing systems, get user buy-in Phase 2: Design 1 In-House Pilot & • Vendor negotiation/acquire source code Ticketing Go-live • Solution integration development 3 Customer Relationship Management Pilot & 2 Strategic Marketing Go-live Phase 3: Implement & Testing • Integrate into CRM 4 Mobile App • User Interface Development • Quality/Assurance Phase 4: Evaluation & Improvement Project Management Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 12
  • 13. BB’s investment will drive significant and sustainable value at relatively low cost. Ticket System Rewards Marketing Mobile Tech Aggregate Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 13
  • 14. BB’s investment will drive significant and sustainable value at relatively low cost. Year 1 Task Costs Ticket System SimpleTick Software Product $7,000 Development (2 Staff | 2 Weeks) $7,400 Rewards Requirement Gathering (1 Week) $10,000 Testing (1 Week) $10,000 Marketing $34,400 Mobile Tech Aggregate Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 14
  • 15. BB’s investment will drive significant and sustainable value at relatively low cost. Year 1 Task Costs Ticket System 20,000 Season Tickets * ($0.075) $3,000 200,000 Individual Customers $15,000 Rewards Kiosk ($750 * 20) $15,000 Barcode Scanners ($100 * 30) $3,000 Marketing $36,000 Year 2 Mobile Tech Task Costs Replacement Season Tickets $500 Aggregate New Individual Customers $500 $1,000 Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 15
  • 16. BB’s investment will drive significant and sustainable value at relatively low cost. Year 1 Task Costs Ticket System Hardware/Software $200,000 Implementation $750,000 Rewards $1,060,000 Marketing Mobile Tech Aggregate Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 16
  • 17. BB’s investment will drive significant and sustainable value at relatively low cost. Year 1 Task Costs Ticket System Planning (2 | 1 Weeks) $10,000 Design & Pilot (3 | 3 Weeks) $27,000 Rewards Implement & Test (2 | 2 Weeks) $12,000 Quality Assurance (2 | 1 Week) $10,000 Marketing User Training (1 | 1 Weeks) $5,000 $64,000 Mobile Tech Aggregate Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 17
  • 18. BB’s investment will drive significant and sustainable value at relatively low cost. Technology Costs Total Costs Servers $30,000 Storage $10,000 $1,349,400 USD Ticket System Misc. Hardware $5,000 Rewards Customer Support $110,000 $155,000 Marketing Total Costs Ticket System $34,400 Mobile Tech Braves Card $36,000 CRM $1,060,000 Aggregate Mobile $64,000 $1,194,400 Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 18
  • 19. BB’s investment will drive significant and sustainable value at relatively low cost. 200,000,000 150,000,000 Dollars 100,000,000 50,000,000 New Revenue Old Revenue 0 2011 2012 2013 2014 2015 Year Year New Old Difference 1 $ 81,851,843 $71,799,862 $ 10,051,981 2 $ 97,632,878 $76,466,853 $ 21,166,025 We anticipate 14% 3 $ 114,376,917 $81,437,199 $ 32,939,718 4 $ 131,556,330 $86,730,617 $ 44,825,713 customer growth in Year 1 5 $ 148,513,941 $92,368,107 $ 56,145,834 after implementation Total $ 165,129,271 Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 19
  • 20. Defined, actionable steps can be taken to minimize implementation risks. Action Items 1 Implementation Risks Careful software selection and deployment Redesign faulty processes Inadequate Planning 2 Corporate strategy Flawed Implementation integration Complete understanding of customers Conflicting Organizational Views 3 Information sharing Adapting to changes Standardized security policy Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 20
  • 21. In order to ensure success there are certain vital factors to monitor and evaluate.  Continuously monitor performance to evaluate CRM system’s success Create a baseline after the first year of implementation Identify what processes have improved and which need further analysis/investigation  Encourage an open communication work environment Promote collaboration between business functions Sharing of information between departments Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 21
  • 22. Accenture consistently delivers growth by aligning marketing with corporate objectives. Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 22
  • 23. Through an innovative CRM system, BB can increase and reward loyal customers. In-House Rewards & Strategic Mobile Ticking System Incentives Marketing Technology More Customers & Increased Loyalty Generate additional Enhance the customer revenue experience Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 23
  • 24. Appendix Current State > Recommendations > Roadmap > Costs > Risks & Mitigation > Next Steps 24
  • 25. Appendix B Bloomington Braves Attendance and Ticket Sale Records, 1977 - 1997 Average Home Actual Number of Percentage SeasonTick / Season Individual Anticipated Game Annual Tickets of people that season et Sales Accounts Price Revenue Ticket Sales Revenue Total Rev Total Revenue Attendance Attendance Purchased show up tickets*81 1977 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 25
  • 26. Ticketing System Customers visit online/box office Capture user data Make purchase system Automatic Input to CRM enrollment in system for data Braves Card analysis Program 26
  • 27. Rewards Program Braves card for Reward Points to Monitor customer interested be redeemed by purchase behavior customers customers Input to CRM User Incentives to system to target increase loyalty repeat customers 27
  • 28. Strategic Marketing Targeted Identify Determine marketing potential new future trends campaigns customers to drive sales strategy User data from CRM system 28
  • 29. Mobile Technology Uniquely identify Scan mobile data about Mobile applications barcodes attendees for smartphones Mobile CRM system marketing initiatives 29
  • 30. Ticket Sales Trend 30

×