Brand Experience: Ticketmaster Case Study Insights
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Some 87% of Ticketmaster’s business comes from online channels – so nailing the experience for its 20m unique users a month is vital if they’re to attract new prospects and drive more value from existing customers. Hear from Tina Mermiri about how they’re tracking and analysing data in digital to drive a better online experience for customers.
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Brand Experience: Ticketmaster Case Study Insights
- 1. Brand Experience: Ticketmaster Case Study Tina Mermiri, Head of Research & Digital Analytics, Ticketmaster
- 2. DIGITAL ANALYTICS Improved reporting focus on Darren’s MFX mobile dashboard and latest update to Product KPI report, which is now a lot more useful for wider stakeholder group (got 10 new contacts to be added to dist. list in a day) Improved data marketing channels on Adobe Analytics – include a sense of how we were misrepresenting data and also what kind of reports and KPIs we’ll be encouraging marketers to pull on regular basis kick-started discussion with FR for m. tracking iOs and Android app tracking – v. short update working on GAP contract/ plans – v. short update RESEARCH Brand tracker: keeping it fresh – new brands & refined questions Cust-sat: quarterly CX deck and debrief with recommendations and action-points Partnerships: AMEX and LN sponsorship evaluations THE CONTEXT
- 4. TOP MARKETING CHALLENGES AHEAD… 1. BUSY MARKETPLACE: Communicate a clear consumer value 2. 30% TICKETS UNSOLD: Connect customers with outstanding inventory 3. MAKE IT EASY: Deliver a personalised and frictionless experience 4. MEASURE AND IMPROVE: Understand paint points and identify opportunities
- 5. MARKETING - WHAT WE DO CONVERT OPTIMISEENGAGE, RETAIN CLIENT PRODUCT SALES ACQUIRE INVOLVE CLIENTS Become a better online retailer, with clear USP, & engaging content Provide research and measurement to improve performance Sell more tickets by increasing lifetime customer value Support client sales teams with product marketing assets Reach more prospects and turn them into customers Drive client adoption of our marketing services B2CB2B
- 6. DIGITAL ANALYTICS Improved reporting focus on Darren’s MFX mobile dashboard and latest update to Product KPI report, which is now a lot more useful for wider stakeholder group (got 10 new contacts to be added to dist. list in a day) Improved data marketing channels on Adobe Analytics – include a sense of how we were misrepresenting data and also what kind of reports and KPIs we’ll be encouraging marketers to pull on regular basis kick-started discussion with FR for m. tracking iOs and Android app tracking – v. short update working on GAP contract/ plans – v. short update RESEARCH Brand tracker: keeping it fresh – new brands & refined questions Cust-sat: quarterly CX deck and debrief with recommendations and action-points Partnerships: AMEX and LN sponsorship evaluations OUR BRAND/ OUR DATA
- 7. 3 STATS SETTING THE SCENETRENDS 87% Of our business is online: Brand= experience DIGITAL 60%+ More than half of traffic to our sites is via mobile, and it’s increasing MOBILE 90% Of the data we have now didn’t even exist a year ago DATA SCIENCE
- 9. AUDIENCE
- 10. AUDIENCE
- 11. CUSTOMER JOURNEY NL TM TICKET DATA This is Lisa She created a Ticketmaster account on the 20th March 2010 She recently went to see Amber Arcades Browsing Emails Purchases Metrics
- 12. CUSTOMER JOURNEY NL TM TICKET DATA Emails Purchases MetricsBrowsing Lisa has visited ticketmaster.nl over 287 times And viewed more than 500 pages She browses on mobile but purchases on desktop She regularly checks the Paradiso & Melkweg listings She has browsed many festival pages but only purchased Le Guess Who? Festival
- 13. CUSTOMER JOURNEY NL TM TICKET DATA Browsing Purchases MetricsEmails We have sent Lisa 352 emails (since March 2010) She engages most with targeted campaigns Opening 28% and clicking though 30% of the time She purchased Amber Arcades tickets after clicking through from Ticket Alert
- 14. CUSTOMER JOURNEY NL TM TICKET DATA 2010 Atari Teenage Riot – Paradiso 2011 Atari Teenage Riot – Paradiso A Place to Bury Strangers – De Effenaar 2013 Sigur Ross – AFAS Live Fuck Buttons – Melkweg 2015 Le Guess Who? Festival 2016 A Place to Bury Strangers – De Effenaar Amber Arcades - Paradiso Browsing Emails MetricsPurchases
- 15. CUSTOMER JOURNEY NL TM TICKET DATA Browsing Emails Purchases Metrics Lisa usually travels ~75km to events There is a 97% chance her next purchase will be a concert And a 3% chance it will be an arts event She is most likely to purchase in the middle of the sales window And make the purchase in the evening She only purchases pairs of tickets
- 16. Consumers’ expectations of service, relevancy and timeliness is higher than ever… TRENDS
- 17. Not at all positive Not very positive Somewhat positive Very positive Purchased Not purchased Comp. 9 Comp. 8 Comp. 7 Comp. 6 Comp. 5 Comp. 4 Comp. 3 Comp. 2 Comp. 1 Ticketmaster BRAND STRENGTH Favourability Favourability by purchase TM customers are 3x more likely to be positive overall than non-customers
- 18. 0% 5% 10% 15% 20% 25% 30% 1 2 3 4 5 6 7 8 9 10 BRAND STRENGTH Net Promoter score Net promoter score (NPS) = [promoter – detractor] Detractors: 24% Passives: 35% Promoters: 37% Brand NPS Ticketmaster 14 Comp. 1 7 Comp. 2 -2 Comp. 3 8 Comp. 4 8 Comp. 5 10 Comp. 6 13 Comp. 7 10 Comp. 8 3 Comp. 9 5
- 19. 0% 10% 20% 30% 40% 50% 60% Market-leader Reliable Global Customer-centric Engaging Innovative Transparent Cool Ticketmaster Ticketline SEE Tickets Ticketfactory Axs.com Functional BRAND STRENGTH Brand characteristics Emotional +30% increase in “brand I value” +19% increase in “brand I understand”
- 20. % % % % % % % % % 2013 2014 2015 2016 Reliable Customer-centric Innovative Transparent BRAND STRENGTH Functional personality characteristics Reliable Customer-Centric Innovative Transparent
- 21. % % % % % % % % % 2013 2014 2015 2016 Market-leader Global Engaging Cool BRAND STRENGTH Emotional personality characteristics Market-leader Global Engaging Cool
- 22. GLOBAL ENGAGING COOL MARKET-LEADER INNOVATIVE TRANSPARENT RELIABLE CUSTOMER-CENTRIC - 20% - 15% - 10% - 5% 0% 5% 10% 15% - 20% - 15% - 10% - 5% 0% 5% 10% 15% 20% Performance Importance BRAND STRENGTH TM: Performance vs. importance
- 23. DIGITAL ANALYTICS Improved reporting focus on Darren’s MFX mobile dashboard and latest update to Product KPI report, which is now a lot more useful for wider stakeholder group (got 10 new contacts to be added to dist. list in a day) Improved data marketing channels on Adobe Analytics – include a sense of how we were misrepresenting data and also what kind of reports and KPIs we’ll be encouraging marketers to pull on regular basis kick-started discussion with FR for m. tracking iOs and Android app tracking – v. short update working on GAP contract/ plans – v. short update RESEARCH Brand tracker: keeping it fresh – new brands & refined questions Cust-sat: quarterly CX deck and debrief with recommendations and action-points Partnerships: AMEX and LN sponsorship evaluations CUSTOMER SATISFACTION
- 24. CUST-SAT: KEY METRICS Base: 31755 Scores: Customer Satisfaction (CSS), Net Promoter (NPS) & Customer Effort (CES) 59 64 60 60 61 60 61 62 61 61 61 63 59 0 4 -2 -2 0 -3 -3 -2 -5 -4 0 2 -7 44% 54% 51% 51% 52% 49% 52% 51% 52% 52% 48% 52% 47% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% -20 -10 0 10 20 30 40 50 60 70 80 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec CSS NPS CES
- 25. 18% 17% 14% 11% 9% 9% 7% 7% 6% 3% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% INTERNATIONAL OVERVIEW Base: 31755 Visit reason Top 5 barriers to purchase:Purchase Tickets 68% Browse for event ideas 10% Research a specific event 12% Getting ready for the event 4% Other 6% 47% didn’t purchase Tickets were unavailable/sold out 32% Other 23% Website error/error message 16% Inability to select seats 8% Ticket prices 5%
- 26. INTERNATIONAL OVERVIEW Base: 31755 Data Source: TM/ Qualtrics Survey Customer Satisfaction Features/ Drivers 0% 20% 40% 60% 80% 100% Look & Feel Navigation Site Performance Search
- 27. Visitor segmentation CX – QUARTERLY REPORTS Event type Device type
- 28. DIGITAL ANALYTICS Improved reporting focus on Darren’s MFX mobile dashboard and latest update to Product KPI report, which is now a lot more useful for wider stakeholder group (got 10 new contacts to be added to dist. list in a day) Improved data marketing channels on Adobe Analytics – include a sense of how we were misrepresenting data and also what kind of reports and KPIs we’ll be encouraging marketers to pull on regular basis kick-started discussion with FR for m. tracking iOs and Android app tracking – v. short update working on GAP contract/ plans – v. short update RESEARCH Brand tracker: keeping it fresh – new brands & refined questions Cust-sat: quarterly CX deck and debrief with recommendations and action-points Partnerships: AMEX and LN sponsorship evaluations CUSTOMER-CENTRIC
- 29. RESALE ALTERNATIVES PLATINUM PAPERLESS PERSONALISED In-demand areas dynamically priced Primary ticket option Credit card swiped and verified for entry Only the fan who bought the ticket can attend Names printed on tickets with strictly enforced ID checks Only the fan who bought the ticket can attend
- 31. Uses Ticketmaster technology to get tickets into the hands of true fans before the general onsale We use our unique data and algorithms to identify and block bots and brokers from purchasing in the presale Our goal is to make it easy for fans to get tickets without worry or frustration and Verified Fan is part of our ongoing effort to improve the fan experience
Editor's Notes
- This is who we are, how we operate – our remit for TM international, managed from the London office
- Competitors – increasingly fragmented market with new entrants trying to carve a niche and take piece of ticketing pie… blurring of primary/ resale purchasing, but depends on the market.. On top of that we’ve got to account for lots of market differences – market position, platform, consumers, exclusive vs. allocations, outlets, weather.. AND we sell lots of types of events, so sometimes not easy to sell out, and as we are a scale and margins business, that is important and we need to look at the long tail (as well as the big popular and profitable events) So we need to make it easy for people to both discover relevant events through personalised communications AND to transact/ convert smoothly on our site and to encourage repeat business So constantly monitoring our performance and identifying how we can improve is important, as we want to stand for sthing across the board, have competitive advantage to really become a choice for our customers
- So like most marketing departments, this is how we try to address these issues to ensure we provide a good brand experience in a digital economy
- TM is ecommerce – we are digital, therefore brand = experience In UK, 97% of our tickets are on digital platforms, and of those 73% are on mobile (vs. 87% and 66% across international) And because our business is mostly digital, we are lucky to have a lot of very rich (or big) data to play around with – we’ve got a couple of very smart analysts and data scientist who create models, propensity scores and conduct a lot of behavioural analysis, which powers a lot of our marketing
- Here's some quite impressive numbers – for the eagle-eyed amongst you, you’ll notice that they’re not the same as in the first slide I shared (cos this includes NA)… but the marketing magic and ability to sell tickets effectively comes when you merge these nubmers with the personlised and tailored comms using the very specific data we have on all of our customers.
- The key for ticketing now is data – as a marketer I specifically mean audience data. And not just what the group of 50k rock fans predominately looks like here…
- … but what every single ticket buyer in the crowd looks like.
- So this is Lisa – it’s a fake photo, but the data is real
- So we can see what she does on our website
- How she engages with our email comms
- What she’s purchased
- And what she’s likely to purchase
- And because this is the case, we also want to understand the bigger picture, and take a step back and gauge what people think about our brand, how we fare against our competitors and what we should be investing in, to really deliver a strong brand experience in the digital economy
- So, here we see we’re doing better than comps, and experience is good on the site But though the experience is good and people are happy to have bought their tickets, those who haven’t purchased are not as positive.. Could be one of two reasons: Tried and failed, therefore dissatisfied (experience) which we’ll cover later Brand reputation
- But ppl aren’t recommending so where is growth going to come from and how do we differentiate from other brands?
- What is our competitive advantage and where do we need to step up?
- Trend reversal after plateau, on the back of marketing and product initiatives on both functional
- And emotional chars.
- FOCUS ON CUST-CENTRICITY
- And the things you can only understand from asking your audience – what is the purpose of their visit and how can we make it better? And reporting monthly, we see it it’s gone up or down, but our business is seasonal and very much driven by big onsales, so we know when a big event sells out in seconds (which it often does), people will be dissatisfied, but purely because there’s more demand than supply and there’s nothing we can (really) do about it. So what can we actually affect and improve?
- And the things you can only understand from asking your audience – what is the purpose of their visit and how can we make it better? And reporting monthly, we see it it’s gone up or down, but our business is seasonal and very much driven by big onsales, so we know when a big event sells out in seconds (which it often does), people will be dissatisfied, but purely because there’s more demand than supply and there’s nothing we can (really) do about it. So what can we actually affect and improve?
- And the things you can only understand from asking your audience – what is the purpose of their visit and how can we make it better? And reporting monthly, we see it it’s gone up or down, but our business is seasonal and very much driven by big onsales, so we know when a big event sells out in seconds (which it often does), people will be dissatisfied, but purely because there’s more demand than supply and there’s nothing we can (really) do about it. So what can we actually affect and improve?
- More actionable – ppl can own it and make an impact.. Created CX working (across product, marketing, tech and contact centre) to take forward.. This data is also used by product team when they’re considering launching new product features, working on their personas etc. etc. Visitor segmentation: how satisfaction, likelihood to return and NPS differs between first time vs. return visits; reason for visit (discovery vs. purchase vs. follow-up); detractors vs. promoters Satisfaction lower amongst first-time visitors All metrics significantly lower for those visiting to purchase, driven by those who have not succeeded in making a purchase Event type: looking at onsite experience by events people are shopping for (i.e. major genre categories and ad-hoc vs. ongoing events) Those interested in family and attraction events are more likely to have issues with their visit and conversion, possibly because nature of purchase usually includes more (and more diverse) ticket types (e.g. mix of adult/ children/ disabled etc.) Device type: understanding difference in experience by device type Tablet visitors have a worse experience, particularly for HOST, despite having similar visitor motivations to other visitors, with site performance (including website errors) more likely to be barrier to purchase than on desktop
- And in addition to this, we know from other studies and further research, that sell-out events for which tickets appear on resale sites immediately are a big frustration. So again, we’re thinking, how can we accommodate all customers and provide as many alternatives as possible?
- Initiatives developed internally across departments to accommodate all customers and meet all their needs.
- And then we test to see if they work, how they can improve etc.
- More on the horizon with more research understanding the potential size and type of audience etc.