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Digital Maturity AssessmentTM of the Sports and Entertainment Industry

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The assessment which was conducted for the Sports and Entertainment Alliance in Technology (SEAT) conference held in San Francisco this past July 19-22, 2015, was completed by digital and technology leaders from the National Hockey League, the National Basketball Association, Major League Soccer, Major League Baseball, National Football League as well as college sports and venues. SEAT is the largest Sports and Entertainment technology conference held annually in the U.S. and Europe.

The survey demonstrated that:
• The majority of the teams and venues have a strong digital strategy but only 13% said there is an enterprise digital vision, owned and communicated by the Executive team.
• 69% say there is a high level of partner integration to improve customer service and fan experience but many teams (58%) are still struggling with platform integration and legacy systems.
• The current inability to have a single view of the fan/ customer is as a key barrier to improved business performance for many organizations.

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Digital Maturity AssessmentTM of the Sports and Entertainment Industry

  1. 1. @StratfordMgrsDT #DigitalMaturity #Seat2015 SPORTS AND ENTERTAINMENT DIGITAL MATURITY ASSESSMENTTM Conducted as part of the Sports and Entertainment Alliance in Technology Conference held in San Francisco July 19 – 22, 2015
  2. 2. @StratfordMgrsDT #DigitalMaturity #Seat2015 Introduction /Evolution of Digital What we call “digital” today goes well beyond the typical responsibilities of IT teams. Digital defined as channels being used to access and enable transactions and interactions at any time on any platform and device. Digital has become a significant driver for the bottom line in terms of cost savings and revenue uplift. Therefore, what we call "Digital Maturity" has evolved from being able to leverage digital technology only in customer and marketing channels to leveraging digital and technology holistically across the enterprise.
  3. 3. @StratfordMgrsDT #DigitalMaturity #Seat2015 The Challenges In light of this: • Who drives the digital agenda? How do you coordinate the resources across the organization? • Who is responsible for performance when responsibilities crosses the entire organization? • How do you prioritize what to do first? • How do you develop a long term road map yet remain nimble, and adopt a test and learn mentality?
  4. 4. @StratfordMgrsDT #DigitalMaturity #Seat2015 What is the Digital Maturity AssessmentTM ? • As part of the SEAT 2015 conference, Stratford Managers Corporation gave participants from the pro sports, college, ticketing and venue industries access to the Digital Maturity AssessmentTM online. • The assessment is based on a survey evaluating an organization’s digital readiness against five key dimensions that have been proven to drive digital performance: 1. Strategy: Enterprise vision, opportunity assessment, channel strategy 2. Customer Experience: Customer insight, ownership of customer experience 3. Technology and Data: Systems, analytics, platform and partner integration 4. Operational Processes: Processes supporting execution of strategy 5. People and Culture: Skills, behaviors required to capitalize on digital opportunities
  5. 5. @StratfordMgrsDT #DigitalMaturity #Seat2015 What is the Digital Maturity AssessmentTM ? Those five performance drivers are evaluated against four stages of maturity to provide a Digital Maturity ScorecardTM back to the organization. STAGE 1 Ad Hoc STAGE 2 Emerging STAGE 3 Advanced STAGE 4 Optimized Five Dimensions 1. Strategy 2. Customer Experience 3. Data and Technology 4. Operations/Manageme nt 5. People and Culture Non-existent or ad hoc Not understood Not consistent Not organized Not formalized Intuitive decision making vs. data driven Not documented Occurs when necessary Evaluated occasionally Somewhat repeatable Consistent and Documented Predictable Evaluated often Well managed Understood Continuous and effective Integrated Proactive Usually automated Always evaluated
  6. 6. @StratfordMgrsDT #DigitalMaturity #Seat2015 Who Participated 64% 12% 23% 80 Professional sports teams from the NHL, NFL, MLS, NBA, PGA, MLB, as well as college teams and venues. *The group included a few ticketing organizations not shown in this sector breakdown
  7. 7. @StratfordMgrsDT #DigitalMaturity #Seat2015 Output / Benefits Participating organizations received their personalized scorecard analyzed against the group’s average as well as: • Immediate insight into digital strengths and weaknesses across different parts of the business compared against industry standards • A blue print to take back to the rest of the executive team for what actions to take for short term rapid gain and longer term performance
  8. 8. @StratfordMgrsDT #DigitalMaturity #Seat2015 Findings /Highlights
  9. 9. @StratfordMgrsDT #DigitalMaturity #Seat2015 • From a total possible score of 72 (which would mean the organization is in the 4th level of maturity, optimized across all dimensions) the industry average was 43.5 • The digital maturity scores of individual organizations ranged from the lowest at 25 to the highest at 65
  10. 10. Top 4 Challenges: 1. Lack of enterprise vision and executive buy-in 2. Collaboration 3. Appropriate funding and resources 4. Customer data and insight
  11. 11. @StratfordMgrsDT #DigitalMaturity #Seat2015 Enterprise Vision Ad Hoc 4% Emerging 29% Advanced 54% Optimized 13% • The majority (54%) say certain departments leading the way. There is collaboration amongst the teams and resources are set aside but strategy is not necessarily fully aligned. • 29% say there is a basic digital strategy in place with some executive support and funding is by department. • Only 13% said there is an integrated enterprise digital vision, owned and communicated by the Executive team with dedicated annual funding.
  12. 12. @StratfordMgrsDT #DigitalMaturity #Seat2015 Customer Experience Everyone indicated that customer experience (CX) is a priority, however the degree to which it is managed collaboratively and measured varies greatly: • 6% say there is no clear ownership of the CX • 38% say CX is on the agenda of certain departments but managed in siloes • 39% say CX is part of enterprise vision and cross functional teams are in place • 17% can say that the CX is being proactively measured and monitored.
  13. 13. @StratfordMgrsDT #DigitalMaturity #Seat2015 Customer Journey/Channels Major efforts are underway to understand and map the customer journey (experience) across digital channels. This requires a strong data and analytics strategy. • Although 30% indicate they have a cross-channel strategy in place with cross-departmental collaboration, only10% say the role of each channel in the path to purchase is currently understood. • And only 5% indicate the customer experience is currently consistent and seamless across channels and platforms.
  14. 14. @StratfordMgrsDT #DigitalMaturity #Seat2015 Engagement /Listening Ad Hoc 6% Emerging 38% Advanced 46% Optimized 10% • The majority (46%) indicate that the value of social media is understood across the organization and that some objectives and KPIs are in place along with a cross functional team. • 38% report that they have a social media presence but it’s not yet tied to business outcomes. • 10% report having a full social business strategy in place with shared tools, real-time engagement with customers, clear policies and objectives tied to business outcomes.
  15. 15. @StratfordMgrsDT #DigitalMaturity #Seat2015 Technology Governance When it comes to technology governance and oversight, there is quite a bit of divide: • 47% say technology assets are known, however governance is not always clear, there is project based budgeting as required. • The other half (53%) report governance is firmly established, there is collaboration and sharing of resources across the organization with dedicated annual budget. • Many (58%) are struggling with platform integration and legacy systems but 37% have a forward facing road map to deal with this. • Not surprisingly for the sports and entertainment industry, 69% say there is a high level of partner integration to improve customer service and fan experience.
  16. 16. @StratfordMgrsDT #DigitalMaturity #Seat2015 Data and Analytics Ad Hoc 3% Emerging 37% Advanced 51% Optimized 9% • The majority (51%) report that the value of data is recognized and an enterprise strategy is being formed, data is being mapped and integrated where needed. • 9% have already accomplished this; data is secure, accurate and integrated. The velocity of data-driven decision-making has progressed to weekly or daily. • 37% say that data is analyzed and shared manually; there are recognized gaps in data and accuracy.
  17. 17. @StratfordMgrsDT #DigitalMaturity #Seat2015 Operational Processes Ad Hoc 8% Emerging 56% Advanced 21% Optimized 15% • The majority (56%) indicate that project planning is being done in siloes; there is recognition for the need to further align efforts and resources. • 21% say that large initiatives at the enterprise level are agreed upon but only 15% report that a fully integrated digital road map is in place with strong Executive alignment.
  18. 18. @StratfordMgrsDT #DigitalMaturity #Seat2015 Operational Efficiency Ad Hoc 8% Emerging 44% Advanced 42% Optimized 6% • Only 8% say that there is little to no integration between physical and digital channels used to serve the fan/customer. • 44% say that technology is being leveraged for core customer services (e- commerce, ticket exchanges etc.) and another 42% report there is a proactive plan to transition to a digital-first approach. • Only 6% can report that all steps in the customer value chain are fully optimized based on the value to the customer and the business.
  19. 19. @StratfordMgrsDT #DigitalMaturity #Seat2015 People and Culture/Skills Ad Hoc 6% Emerging 51% Advanced 32% Optimized 11% • The majority (51%) indicate they have limited resources and for the most part, junior staff are assigned to digital channels; there is no proactive plan for training and education. • 32% say there is senior level oversight of the digital strategy with yearly education and training budget. • Only 10% indicate there is C-suite oversight and know-how and that training is proactively mapped against the goals of the digital strategy.
  20. 20. @StratfordMgrsDT #DigitalMaturity #Seat2015 Internal Engagement/Collaboration • 40% say they have basic tools such as a simple intranet to help with internal collaboration but it is largely supporting one-way communications. • Another 40% say digital tools and technology are proactively used to facilitate information sharing and workflows but only 11% say these tools are currently leveraged to fully engage the staff in the enterprise digital strategy. • Not surprisingly, 74% indicated that innovation is encouraged within their organization and new ideas are welcomed but only 18% said a “test and learn, fail fast” mentality is an accepted mode of operating.
  21. 21. @StratfordMgrsDT #DigitalMaturity #Seat2015 Building Blocks What will have the most impact in raising your organization’s Digital IQ? Organizations that are deriving the most value from digital channels have common building blocks which contribute to their high level of digital maturity…
  22. 22. @StratfordMgrsDT #DigitalMaturity #Seat2015 Six Game Changers 1. Agree on an enterprise vision with full Executive participation. • Without an agreed upon vision for where the organization is headed, followed by full staff engagement, all other points below will be a challenge. The first step in the visioning process is to understand your starting point /current state. 1. Prioritize projects. Align resources. • Build an integrated road map (2-3 year focus) • Pick one or two focus areas and make big strides vs. making small steps in multiple direction. This allows for progress much more quickly and at scale.
  23. 23. @StratfordMgrsDT #DigitalMaturity #Seat2015 Six Game Changers 3. Invest in data and analytics to drive customer insight. • Almost anything can be measured. The right question is rather what is meaningful? What do we need to know about our customers in order to drive more value both for them and the business. 4. Strive to understand the entire consumer journey. • Study behaviors and expectations throughout every stage of the customer lifecycle / fan experience. • It’s not enough to meet the basic expectations. We must now anticipate and plan for the next need. (This requires a solid data and analytics strategy, hence point 3 above.)
  24. 24. @StratfordMgrsDT #DigitalMaturity #Seat2015 Six Game Changers 5. Collaboration /Test and Learn • Agree on a governance model. How will decisions be made and how will we coordinate resources to meet our agreed-upon goals? • Adopt a test and learn mentality. Although digital strategy requires a long term road map, it’s also a journey where change is not the exception but the norm. Start small with pilot projects. 6. Build and invest in digital skill sets. • Digital is the new normal. It is inherent in every job and should not be isolated. Develop or recruit digital talent across the organization, not just in marketing.
  25. 25. @StratfordMgrsDT #DigitalMaturity #Seat2015 Wrap Up If you did not participate in the Digital Maturity AssessmentTM for SEAT and would like to assess your organization’s readiness or to discuss how we can help to develop your enterprise digital vison and road map, please contact: Isabelle Perreault Vice President, Digital Transformation Stratford Managers Corporation Isabelle.Perreault@stratfordmanagers.com www.stratfordmanagers.com

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