Ticket Marketing, Sales and Service Presentation · Targeted Email Lists NCAA Email Campaign...

EAUSOS Partner Meeting 1

Ticket Marketing, Sales and Service Presentation


Current Trends in Ticket Marketing and Sales Globally

Premium Seating: • Suites/Boxes

o Oversupply and decline in demand o Change in the companies buying - fractionalization o Increase in demand for “bunker suites” and all-inclusive experiences o Avoidance of conspicuous consumption o Buyers don’t want mezzanine-level clubs, they want lower bowl prime

seating locations and “bunker” style, temperature-controlled clubs, loge, and ledge suites etc.

Full Session Passes / Season Ticket Sales:

• Full Plans o Becoming an endangered species – lack of time is a bigger issue than

money o Specialized Service and Retention staff o “Money cannot buy” experiences

• Partial / Mini Plans o Need “full-menu” of plans including flex-books o Secondary Market clearly hurting season ticket sales

Group Tickets:

• Requires significant staffing of a year-round specialized staff


Who Do Corporate Buyers Give Their Tickets To?


“Changing of the Guard” with Corporate Ticket Buyers

Growing Industries for Corporate Ticket and Hospitality Spending:

Attorneys/Legal Services

Insurance

Business/Management Consulting Services

Accounting, Auditing & Bookkeeping

Telecommunications

Beer, Ale, Wine & Liquor Distributors

Doctors Offices / Clinics

Shrinking Industries for Spending:

Banks and Financial Institutions, Bank Holding Companies & Credit Unions

Television, Radio & Newspaper

Investment Companies and Brokers

General Contractors & Home Builders

Real Estate Developers, Agencies & Property Managers

Car Dealers

Mortgage Brokers & Loans

Title Companies

Subcontractors – Framing, Roofing, Plumbing, Heating & Air Conditioning


Current Trends in Fan Life Cycle of Interest


Fan Trends for Professional Team Sports

Full Session / Season Ticket Holders:

Aging STH base

Wanting more partial plans / plan sharing

Young fans more into participation than spectatorship

Greater use of mobile devices while spectating – demanding more content and interactivity at the event

Group Leaders:

Want more “Fan Experience Packages” [FEP’s]

On-line booking for groups (Group Ticket Manager or Group Ticket Window)

Individual Game Tickets:

More value and experiences (post-game / event concerts etc.)

Overall:

Greater use of Secondary Market

Increased “no-shows” due to time constraints


Current Attendance and Gate Receipt Trends Globally

NFL - essentially flat (+0.03%), small gate receipt increase

NHL – revenue is up 3 to 4% based on price increases, ticket sales are currently down 1% year on year

NBA – flat on attendance, up 3% in gate receipts

MLB – announced attendance up 0.3%

MLS – season ticket sales up 7%, attendance up slightly, gate receipts are up 2%

NCAA – generally attendance is down 3 to 5% for both Football and Men’s Basketball, gate receipts are flat or declining, student attendance is down significantly

CFL – Announced attendance is slightly up but ticket sales have been down 3/5% each year for the past 3 seasons

EPL – [English Premier League Soccer] - attendance up 3.2%, gate receipts up slightly


Communicate

Close

Capture Retain Avid Fans

Grow Casual Fans

Acquire New Fans

Market Analysis

Performance Analysis

Fan Relationship Management Philosophy


MARKET RESEARCH: Know Your Fan and Prospects

Do you really know who your fans are?

Most local radio stations spend an average of $1M per annum on market research to identify what content/music their listeners want to listen to

Current Buyers and Ticket Users:

Who is buying/coming

Why are they buying

Who do they attend with

What do they like

What do they not like

What will it take to get them to attend more games

Non-Buyers (those who might buy):

Who are most likely to buy

Why are they not coming currently

What will it take to get them to buy


STRATEGY: Retain Full Event Pass Holders

“NEXT-PRACTICES THAT INCREASE SEASON TICKET HOLDER/ MEMBER RETENTION” (Future Best-Practices):

Personal Customer Service Representatives

• Personal introduction and superb service

• Minimum 4 contacts per year, including in-seat visits

New Season Ticket Holder Orientation

• Breakfast or lunch at stadium/arena

• Personal connection with players/coaches/staff

• Behind the scenes tour and explanation of all benefits

At-Risk Season Ticket Holder Proactive Program

• Breakfast or lunch with the coach and team personnel

Loyalty and Recognition Program

• STH special recognition / Fan Hall of Fame / Plaques on

• Concourses / Special Merchandise


STRATEGY: Grow Casual Fans Into Avid Fans

“NEXT-PRACTICES THAT CREATE REVENUE GROWTH”:

Understanding the Fan Interest and Attendance Frequency Escalator

A Full-Menu of Season Ticket Plans and Group “FEP’s”

Moving Mini-Plan Holders Up to Partial Plan Holders

Moving Partial Plan Holders Into Full Plan Holders

Converting Individual Game Ticket Buyers Into Mini-Plan Holders

Getting Group Attendees To Come Back To Another Game


STRATEGY: Acquire New Fans Intelligently

“NEXT-PRACTICES THAT CREATE NEW FANS”:

Identifying those prospects who are not currently attending who are most likely to attend for the first-time.

Youth and Adult Sport Participants and their families

Schools and Grade / Middle school students

Community groups, particularly those with youth membership and involvement

Local employers, particularly those with more than 1,000 employees

Service organizations / Unions and Associations


TACTICS: Capture Fan Contact Data

KNOW EVERYONE WHO BUYS OR USES TICKETS, AND WHO “TOUCHES” YOUR PRODUCT:

The goal is to work with warm leads only – people who have already “sampled” your product in person:

Capture Essential Data - First Name, Last Name, Mobile Phone # and Zip

Code (plus email address whenever possible)

Clean and de-duplicate the information

Check prior ticket purchase history and involvement with the product

Append data (whenever the service capability has been purchased)

Separate the “leads” into TARGET SEGMENTS and score it for sales

propensity


TACTICS: Communicate the Most Appropriate Offer

CREATE A FULL MENU OF PLANS AND MATCH THEM TO THE APPROPRIATE SEGMENT:

Develop a full menu of products and ticket promotions to be offered to fans. Aspire calls this “the Product Ladder”.

The prospects background is then matched to the most appropriate offer.

• For example: If the prospect was a suite or club seating guest, then the most appropriate offer will most likely be a premium seating experience, meal and perhaps preferred parking. If the prospect was a group attendee from a church group and mining shows they have a family, then the offer should be the “modern family” plan.

Develop and create their own e-marketing campaigns to highly targeted

segments of their data-base

Evaluate the effectiveness of these efforts in-house so that they can be re-

targeted immediately.


TACTICS: Close the Sales

DIRECT SALES THROUGH THE FAN RELATIONSHIP MANAGEMENT CENTER (FRMCSM)

A personal touch follows the use of the latest cutting-edge technology (CAPTURE and CONNECT), ideally in the form of an outbound call designed to be made within 48 hours of the prospect receiving the e-marketing message.

• The call priority is those who opened/ clicked-through and posted a message on a social network site first, then those who clicked-through, and then those who just opened the email. Those who did not open the email are re-targeted with another email.

The staff must be trained in Next-Practice outbound sales calling techniques, and inbound customer service skills.

Using the staff in the Fan Relationship Management Center (FRMCSM) to build a personal relationship and CLOSING the sale.

• Not to be confused with the typical 'Inside Sales' function, The Aspire Group’s FRMC offers our clients a new way to “love their fans”.


PERFORMANCE ANALYTICS: Measure ROO and ROI

Must Measure the return on objectives (ROO) and return on investment (ROI).

Through follow up calls after the initial email is sent out to communicate the targeted offer, Aspire’s sales consultants are able to produce four times the amount of revenue than without an email campaign.

Targeted Email Lists NCAA Email Campaign

Strategy

• The Aspire Group launched an email blast campaign to cost effectively reach a targeted database of potential customers through the Men’s NCAA tournament.

Tactics

• Two email blasts were sent between to a total of 10,717 potential customers residing in the thirteen surrounding states of the venues.

• Our email marketing analytics targeted the leads for the Sales Consultants

• The follow up to the campaign was executed using The Aspire Group’s 24:48:48SM marketing philosophy

Results

• Almost $50,000 was generated from that one campaign using relationship-based phone sales techniques (this does NOT include any on-line sales driven directly to NCAA.com) resulting in an ROI of 9,500%. In addition, the return on investment was 136% above the industry average.


E-Marketing: Revenue Generation Source

Email Campaign Overview for the Premier College Series at Fed-Ex Field (September 2012)

West VA vs. JMU Generated From Email

Followed by Call Generated without

Email Total

% of Revenue Generated from Email plus Calling

Total Orders 16 5 21 76.19%

Total Seats 38 18 56 67.86%

Total Revenue $4,511.00 $1,647.00 $6,158.00 73.25%

VT vs. Cincinnatti

Total Orders 24 5 29 82.76%

Total Seats 90 17 107 84.11%

Total Revenue $7,437.00 $1,235.00 $8,672.00 85.76%

Total Orders 40 10 50 80.00%

Total Seats 128 35 163 78.53%

Total Revenue $11,948.00 $2,882.00 $14,830.00 80.57%

Generated Revenue Source

Generated from EmailFollowed By a Call

Generated without Email


The Aspire Group LLC

1320 Ellsworth Industrial Blvd., Suite A200

Atlanta, GA 30318

(404) 389-9100

Bernie Mullin, PhD Chairman & CEO

[email protected] Cell: 404.579.5511

Contact Information:

Ticket Marketing, Sales and Service Presentation · Targeted Email Lists NCAA Email Campaign...

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