More than just a smile Building lifetime relationships by helping audiences to grasp what you stand

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More than just a smileBuilding lifetime
relationships by helping audiences to grasp what
you stand for and make it easier for them to love
you for it!
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The way we were

• Barbican brand added little value
• Silo approach to marketing, event led
• Customer NOT placed at the heart
• Customers bombarded death by mailshot
• Not communicating effectively and no customer
  intelligence to inform future actions

• High churn rates (8020)
• Barbican itself was abstract in the minds of
  people
• Hugely inefficient
• Absence of tools, rules and reports!
• Marketing function questioned low esteem within
  organisation

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Good at winning new customers
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bad at keeping them!
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The critical starting point

• BRAND

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Brand

• Values
• Attitudes
• Imagery
• Words
• Creative
• Brand drives the customer proposition
• Brand is what your customers buy into
• Brand should define the customer experience
• Everything you do should re-enforce your brand

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• If you dont know what you stand for, how can
  you expect your customers to?

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Defining your Brand

• 1. DISCUSS
• Brand workshops, evaluate current position
• 2. DEFINE
• Brand mapping, agreeing brand values
• 3. DELIVER
• How are your brand values going to be reflected
  in your customer service, your programme, your
  marketing etc

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TIP Running a brand workshop

• AGREE a list of potential brand values
• For the Barbican

• Get all stakeholders there
• what makes good brands?
• Analyse your current brand position
• Do you think the public understand this?

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Possible brand value dimensions
International Contemporary Remote Community Exciti
ng Leading Enlightening Excellent Diverse Experime
ntal Elitist Challenging
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Possible brand value dimensions
International Contemporary Remote Community Exciti
ng Leading Enlightening Excellent Diverse Experime
ntal Elitist Challenging
British Traditional Personal Individual Dull Follo
wing Entertaining Poor Homogenous Safe Populist Ea
sy
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Current programme
Current marketing
Future marketing
Future programme
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Entertainment
Current programme
Current marketing
Future marketing
Future programme
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Entertainment
West End Theatre
Royal Albert Hall
Southbank Centre
Sadlers Wells
Barbican
National Theatre
Mapping your brand against your competitors helps
you to find a point of differentiation
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Barbican Brand Values

• Leading
• International
• Excellent
• Diverse

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Bringing the Brand to life

• Brand Positioning Statement

First to bring you the worlds best arts and
entertainment
Leading
International
Excellent
Diverse
First
to bring you the
worlds
best
arts and entertainment
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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian

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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian
• Brand Visual Style

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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian
• Brand Style Guide
• Brand Guidelines

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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian
• Brand Style Guide
• Brand Guidelines
• Brand Benchmarking

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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian
• Brand Style Guide
• Brand Guidelines
• Brand Benchmarking

Benchmark agreed brand values Determine the most
compelling way to communicate these values Assess
the gap between actual customer perceptions and
desired perceptions Determine customer reaction
to proposed values, statements, identities Allow
for ongoing tracking
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Bringing the Brand to life

• Brand Positioning Statement
• Brand Guardian
• Brand Style Guide
• Brand Guidelines
• Brand Benchmarking
• Living the Brand

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Who are your customers?

• Audiences
• Artists
• Clients
• Local Residents
• Press
• Local Workers
• Visitors walking through or past the venue
• Staff

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Posters
Telesales
Friends
Booking a room
Brochures/ Leaflets
Attending events
Membership
Corporate Sales
Walking through barbican
Residents
Website
Booking tickets
PR
Direct mail
Eating at restaurant
Internal service
Press articles
Customer Events
Newsletters
Making enquires
Email Campaign
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Developing Barbican Experience
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Personal Action Plan
Describe a specific current situation that you
feel could be done differently
How will this change according to the Barbican
Customer Experience project?
How will you measure success?
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Now you have a brand, how do you go about
telling people about it?

• Is CRM just a gimmick?

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• Consistent product or service proposition,
  delivered profitably to the right customer over
  the lifetime of a relationship

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What is CRM?

• affects the entire organisation
• It places the customer at the heart
• long term relationship with high satisfaction
• personal experience
• long-term lifetime value

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The relationship between brand CRM
Consistent product and service proposition
delivered profitably to the right customer over
lifetime of relationship
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Customers what you need to know

• Who are our customers?
• What do we really know about them?
• Are we communicating with them in the right ways,
  through the right channels, at the right time and
  as cost effectively as possible?
• What are we actually saying about our brand when
  we do talk to them?
• Are they loyal to us?
• If they are loyal, are we treating them with
  respect?

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The harsh truth

• Not all customers are equal!
• You can and should give up on some of them!
• but which ones?

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CRM - getting tactical
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CRM getting tactical

• Current customer experience?
• Data
• Coding Segmentation
• Recency, Frequency Value (RFV)
• Testing
• Analysis

• Membership
• Key Performance Indicators
• Online, Triggered Digital marketing

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Online

• One of most important areas of development
• Allows potential for personalisation
• Enables more direct communication
• Triggered communications
• Targeted design yields better results
• Barbican online sales risen from 4 of business
  in 2001 to 72 of business currently
• 125,000 e-mail addresses

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Online

• New Website (2006)
• Developed with customer at heart
• Peripheral selling
• Personalisation
• Recommendations
• Utilised coding
• Engagement
• Promotions
• Customer reviews
• Clearer navigation
• Cross and up sell

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Video downloads

• Help communicate difficult or new subject areas
  more easily
• Help give a more tangible delivery of your brand
• Exploit new channels and target younger audiences

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CRM getting tactical

• Data
• Coding Segmentation
• Testing
• Analysis
• Membership

• Triggered marketing
• Key Performance Indicators
• Online
• New Audience Strategy

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New Audience Strategy
A consistent and managed relationship from the
point of first booking
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Proof of the pudding
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Visitor Prompted Values
First Time
1-2 Before
3 x Plus
1. Esoteric 2. Diverse 3. Educational 4.
Classical 5. Worthy Niche Contemporary
Quality Relevant Leading Exclusive Elitist Tradit
ional Professional Confident Progressive Pioneerin
g Ugly
1.Pioneering 2 Quality 3.Diverse 4.Classical 5.Es
oteric Leading Contemporary Relevant
Educational Exclusive Fun Exciting Professional P
rogressive Worthy Ugly International
1. Pioneering 2. Quality 3. Diverse 4.
International 5.Exciting Leading Contemporary Rel
evant Exclusive Fun Cool Educational Cutting
edge Professional Classical Confident Progressive
Worthy Ugly
Agree
Cool Traditional Niche Confident Lively Boring
Cutting edge Ordinary Elitist Bland
International Lively Cool Exciting Fun Boring
Cutting edge Ordinary Bland
Traditional Niche Lively Boring
Esoteric Ordinary Elitist Bland
Disagree
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CRM results

• Those visiting more than once increased by 28
  between 2004 2006

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CRM results

• There was a 31 increase in revenue generated by
  those customers coming back - up by an additional
  1.2 million
• Those attending 3-5 times generated 40 more
  revenue in 2006 than 2004
• Reliance on those visiting just once has
  decreased
• CHURN RATE DOWN - 58 repeat, 42 new (monthly)

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CRM results

• Those people receiving welcome packs are TWICE AS
  LIKELY to book a repeat visit within ONE month of
  their first visit (24 of them do this vs. 13 in
  control group)
• Audience retention has dramatically improved over
  5 year period
• Risen from 5 to 14 still attending after 5
  years
• 45 increase in positive comments and 14
  decrease in customer complaints received via
  formal channels in the last year
• 26 increase in bookings overall (2006 vs 2005)

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CRM results

• 60 reduction in number of items mailed for music
  and theatre
• 732,000 items in 04/05
• 295,000 items in 06/07

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CRM results
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Summary

• Brand is the lifeblood of your organisation
• Work collectively to define it and understand
  what it means
• Then own it and ensure it is driven across the
  organisation
• Stick with it people come and go but brands
  should remain!
• Think about all customer touchpoints and how
  these will positively or negatively affect your
  brand message
• Brands are what people buy into CRM is how the
  relationship becomes 2 way

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Summary

• Think about how you currently interact is it a
  positive relationship which shows you care and
  understand or is it a 1 way street?
• Think about the communications toolkit all are
  linked, small steps in one area can have
  significant impact elsewhere (coding, data
  collection, controlled mailings etc)
• Some customers will NEVER be your friends know
  which ones to give up on and why
• Lifelong relationships take time and need
  nurturing this will not all happen overnight.

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Thank you for listening

• www.barbican.org.uk