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Analogue to Digital  Colin Yeung, Digital Market Square 24th August 2011
Analogue to Digital You will have heard a lot of opinions and visions of the digital economy.   I'm here to talk about practical matters. Using a case study of the Melbourne Sports and Aquatic Centre, we’ll cover how you might combine some or all of these concepts into a community marketing approach
Tonight Background			 Case Study How to move forward
Setting the Scene
Propeller Head & Marketer I have been at the front line working with clients in the digital marketing and technology space for 15+ years.   I've learnt enough to understand these very different disciplines and apply my varied experiences in retail, automotive and digital within the rapidly evolving online world.
Experience Hospitality FMCG Automotive Digital MarComm
You are Experienced A blend of backgrounds Marketing aligned Profit driven Outcomes focused
You also Have Families & Friends  Hopes, aspirations & dreams Every single one of you belongs to different communities: Cycling Club, Golf Club, Choir, CFA, Football, Car Club, Wine Club, Knitting Group, Gardening, Walking, Bird watching, Pets  Australian Marketing Institute
CMO Magazine “Marketers battle regularly with the other departments in their organizations. Marketing vs. Technology is a cage match between ignorant marketing people who expect technological miracles immediately and the propeller-heads who talk only about the benefits of some coding philosophy that no one this side of the Klingon empire really understands.” February 1st 2005 http://www.cmomagazine.com/read/020105/main_event.html
Practical matters:Facts & Figures
5 locations Melbourne Sports and Aquatic Centre  MSAC Institute of Training State Athletics Centre Lakeside Stadium State Netball and Hockey Centre
Albert Park ,[object Object]
10 indoor basketball courts
10 squash courts
18 table tennis tables
19 badminton courts
2 Pilates / Yoga studios
Swim school with 2,500+ enrolments
Fitness Centre 2,300+ members
Crèche– peak 70 children,[object Object]
MSAC Figures 350+ staff on payroll Administration Instructors: Gym, Swim School  Facility maintenance & upkeep Events management Tenants 30+ Sporting Organisations  Retail
MSAC Community By any definition, MSAC has a thriving community, matched by facilities targeted at servicing this groups diverse needs.
Practical matters:The problem
February 2009 Problems 3 separate websites – 3 hosting bills 2 different technologies .NET, MySQL/PHP online, numerous offline Proprietary licensing fees ongoing What this meant Infrastructure costs were significantly more expensive than it should have been Administrative and talent overhead was expensive and restrictive Lack of service and insight into the business was stifling growth
[object Object]
Documented business process and rules
Introduced network navigationMSSRM 2009
MSAC & SNHC 2009
February 2009 Problems Manual Forms for applications No online timetables No e-store No ability to manage content on site What this meant ,[object Object]
Administrative load on call centre was predominantly focussed on addressing these enquiries
Store relied on foot traffic to generate sales
Reliant upon service provider. Problematic during times of peak visitation load,[object Object]
Analogue to Digital Analogue ,[object Object]
Offline – staff & call centre
Mis-aligned branding across facilities
Data – setup to track processing rates and transaction efficiency.
Not really oriented towards what data was being gathered and how best to use it. ,[object Object]
Digital
Problems Summarised ,[object Object]
People focused club environment
Inefficient club management
Manual processes were at their limit
Errors, volume, scheduling
Needed to evolve to a digital system,[object Object]
3 Phases Engagement – websites and mobile app Conversion – eStore Relationship building – community wide membership management
Engagement – Phase 1 Organisational Digital Strategy Network of MSAC websites  Considered view of SSCT, SNHC, MSAC & MSSRM 5 year outlook and planning focus Incorporating organisation processes Phased approach
Engagement – Phase 1 MSSRM Branding  New brand & corporate identity Introduced thinking around uniting the organisations brand
Engagement – Phase 1 Brand & Network ,[object Object]
Introduction of promotional and cross promotional communications
Website Analytics
Network Navigation
Consistent look & feel across web properties,[object Object]
 Conversion - Phase 2 Mobile & Desktop Widget Integration Program of Works Online Booking  MSAC Club Online Online eStore Streamlining offline work processes
Relationship - Phase 3 ,[object Object]
Venue Multimedia - Virtual Tours & Web Cams
Staff Intranet
Targeted communications using Web as the primary channel for segmented audience – measurable and readily adaptable, efficient & low cost
Social Media, Tailored eDM, Analytics,[object Object]
Value Engagement - Phase 1  ,[object Object]
Reduction in print collateral and waste due to mismatched brand messaging
Mobile
21% mobile m.msac.com.au – and climbing!
Reduction in phsyical queues for membership bookings

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Analogue to Digital: Organisation wide adoption of Digital

  • 1. Analogue to Digital Colin Yeung, Digital Market Square 24th August 2011
  • 2. Analogue to Digital You will have heard a lot of opinions and visions of the digital economy. I'm here to talk about practical matters. Using a case study of the Melbourne Sports and Aquatic Centre, we’ll cover how you might combine some or all of these concepts into a community marketing approach
  • 3. Tonight Background Case Study How to move forward
  • 5. Propeller Head & Marketer I have been at the front line working with clients in the digital marketing and technology space for 15+ years. I've learnt enough to understand these very different disciplines and apply my varied experiences in retail, automotive and digital within the rapidly evolving online world.
  • 6. Experience Hospitality FMCG Automotive Digital MarComm
  • 7. You are Experienced A blend of backgrounds Marketing aligned Profit driven Outcomes focused
  • 8. You also Have Families & Friends Hopes, aspirations & dreams Every single one of you belongs to different communities: Cycling Club, Golf Club, Choir, CFA, Football, Car Club, Wine Club, Knitting Group, Gardening, Walking, Bird watching, Pets Australian Marketing Institute
  • 9. CMO Magazine “Marketers battle regularly with the other departments in their organizations. Marketing vs. Technology is a cage match between ignorant marketing people who expect technological miracles immediately and the propeller-heads who talk only about the benefits of some coding philosophy that no one this side of the Klingon empire really understands.” February 1st 2005 http://www.cmomagazine.com/read/020105/main_event.html
  • 11.
  • 12. 5 locations Melbourne Sports and Aquatic Centre MSAC Institute of Training State Athletics Centre Lakeside Stadium State Netball and Hockey Centre
  • 13.
  • 14.
  • 19. 2 Pilates / Yoga studios
  • 20. Swim school with 2,500+ enrolments
  • 22.
  • 23.
  • 24. MSAC Figures 350+ staff on payroll Administration Instructors: Gym, Swim School Facility maintenance & upkeep Events management Tenants 30+ Sporting Organisations Retail
  • 25.
  • 26. MSAC Community By any definition, MSAC has a thriving community, matched by facilities targeted at servicing this groups diverse needs.
  • 28. February 2009 Problems 3 separate websites – 3 hosting bills 2 different technologies .NET, MySQL/PHP online, numerous offline Proprietary licensing fees ongoing What this meant Infrastructure costs were significantly more expensive than it should have been Administrative and talent overhead was expensive and restrictive Lack of service and insight into the business was stifling growth
  • 29.
  • 32. MSAC & SNHC 2009
  • 33.
  • 34. Administrative load on call centre was predominantly focussed on addressing these enquiries
  • 35. Store relied on foot traffic to generate sales
  • 36.
  • 37.
  • 38. Offline – staff & call centre
  • 40. Data – setup to track processing rates and transaction efficiency.
  • 41.
  • 43.
  • 44. People focused club environment
  • 46. Manual processes were at their limit
  • 48.
  • 49. 3 Phases Engagement – websites and mobile app Conversion – eStore Relationship building – community wide membership management
  • 50. Engagement – Phase 1 Organisational Digital Strategy Network of MSAC websites Considered view of SSCT, SNHC, MSAC & MSSRM 5 year outlook and planning focus Incorporating organisation processes Phased approach
  • 51. Engagement – Phase 1 MSSRM Branding New brand & corporate identity Introduced thinking around uniting the organisations brand
  • 52.
  • 53. Introduction of promotional and cross promotional communications
  • 56.
  • 57. Conversion - Phase 2 Mobile & Desktop Widget Integration Program of Works Online Booking MSAC Club Online Online eStore Streamlining offline work processes
  • 58.
  • 59. Venue Multimedia - Virtual Tours & Web Cams
  • 61. Targeted communications using Web as the primary channel for segmented audience – measurable and readily adaptable, efficient & low cost
  • 62.
  • 63.
  • 64.
  • 65.
  • 66. Reduction in print collateral and waste due to mismatched brand messaging
  • 68. 21% mobile m.msac.com.au – and climbing!
  • 69. Reduction in phsyical queues for membership bookings
  • 70.
  • 71.
  • 72. Improvement in attrition rate to offline processes
  • 73. Physical follow up on re-registrations decreased
  • 75. Able to sell product online, widening the market
  • 77.
  • 78.
  • 79. Aggregating the data and offering specific reporting and insight into the demographics across the community
  • 80.
  • 81. Engagement Strategy Mobile CMS Surveys Rapid Publishing Conversion Recommender Engine Video eStore Relationship Membership Management Coreeo eDM Social Media Analytics
  • 82. Help! What do I do?Community Guide
  • 83.
  • 84. August 3rd 2011 http://www.chiefmartec.com/2011/08/marketing-technology-landscape-infographic.html
  • 85.
  • 86. 11th January 2011 http://www.realstorygroup.com/Blog/2083-New-Subway-Vendor-Map-for-2011
  • 87.
  • 88. improve traffic and customer engagement rates?
  • 89.
  • 90. Help you to build the visibility of your brand?
  • 91.
  • 93. What digital should be about for business Listening to your community Interacting with them Gaining an understanding what your community wants/needs What is the most efficient way to deliver this? In person, by post, online? What ELSE can you deliver above and beyond what your competitors are delivering?
  • 94. What is well executed digital? To your community It offers Engagement Convenience Value Information Ease of use To your organisation it should offer…..
  • 95.
  • 96. Structure around how your business is presented
  • 98. ALL marketing and corporate communications activity offline becomes targeted online; it becomes more cost effective because of the reduction in the “scattergun” approach to doing things.
  • 99. Increase efficiency and effectiveness
  • 100. Increase in the community “self serving” their information and interacting with you – Giving you DATA
  • 101. What’s at stake? “Australian e-Commerce market worth $A26.86 billion in 2010. Growth currently at 10% each year and forecast be worth $A36.8 billion by 2013.” Source: Frerk-MalteFeller, PayPal Australia MD, November 2010 citing the quarterly Forrester review of private market size evaluation commissioned by eBay.
  • 102. Our world is changing: Mobile http://blog.flurry.com/bid/63907/Mobile-Apps-Put-the-Web-in-Their-Rear-view-Mirror *86,000 apps, 500 million sessions/day
  • 103.
  • 109.
  • 110. And think about the Market Think about how your community interacts Take the approach that: Markets have been at the centre of communities for millennia Now we have made them Digital
  • 111.
  • 112. Summary Have a focus on identifying your community participants internal & external to the organisation, the services and information they are looking for A Considered community approach has a digital strategy that encompasses all points of the organisation
  • 113. Closing Thought Forrester “Such a close alignment of IT and marketing will require the introduction of hybrid marketing and IT professionals: specialists in their primary field who are fully versed in how to operate in the other field,""By collaborating with Marketing, CIOs shift the IT discussion away from the unrelenting drive to reduce the cost of IT and instead can focus on how to use technology to increase revenue and competitive advantage." August 10th 2011 http://www.forrester.com/rb/Research/emergence_of_customer_experience_management_solutions/q/id/60178/t/2
  • 114. Thank-you Questions warmly welcomed Colin Yeung1800 DM SQUARE colin.yeung@dmsq.com.auwww.digitalmarketsquare.com

Notas del editor

  1. What is digital?
  2. Wikipedia – useful and balanced, on the whole, viewpoint.A great springboard for getting a rapid learning of the language and reference point to pursue more authoritive works.