The document provides recommendations for implementing a CRM system at Bloomington Braves to increase revenue and enhance the customer experience. It recommends integrating an in-house ticketing system with a rewards program to collect customer data. A strategic marketing plan would utilize this data for targeted campaigns. Future implementation of a mobile app could uniquely identify customers. The roadmap involves a 5 quarter rollout. Costs are estimated at $1.35M USD but would generate over $165M in additional revenue over 5 years with relatively low ongoing costs. Risks and next steps to ensure success are also outlined.

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