FULL HOUSE Turning Data into Audiences - Creative New Zealand

VISION
By developing one-to-one customer relationships that
recognise the behaviours and attitudes of an individual,
the Sydney Symphony will create deeper relationships
resulting in increased commitment and value for
both parties.
IMPLEMENTATION
Doidge believes that important elements to a
successful implementation process are:
•
•
•
people – a team where enthusiasm is as important
as technical ability;
CEO commitment – such a major organisational
change needs to chaperoned from the top;
board consultation and cross-company buy-in.
VENDOR ANALYSIS
A thorough analysis of the four short-listed vendors was
conducted with two-day comprehensive sessions with
each vendor. The vendor was required to upload 500
fictitious accounts and then execute a variety of detailed
case studies or simulations. The vendors were scored
against a matrix of requirements.
SYSTEM TRANSFER
Once the selection of a vendor had been made, the task
was to install the software and import existing customer
data and set up new systems and processes. The data
transfer of 85,000 names involved more than a million
rows of data. The fact is that no time is ever a good time
to embark on such a complex project.
Aaron Curran, Marketing Manager – CRM, recommends:
•
•
•
•
•
Hire an IT project manager to assist you through the
process.
Do loads of preparation in advance of any change.
Develop a plan for cultural change to adopt CRM
through the whole organisation.
Develop business rules and document them.
Work closely with the system vendor.
RESULTS
Just over a year later Sydney Symphony reports a
variety of improvements, including:
•
•
•
•
•
360-degree customer view accessible from every
desk in the organisation;
online subscriptions – live to their ticketing/
CRM system, Tessitura, for renewals and new
subscriptions;
online single ticket sales – 300% year-on-year
growth;
online account management – customers can
manage their own details;
more effective interaction with customers at key
points in the lifecycle – e.g. churn management, upsell
/cross-sell opportunities.
2. PEOPLE NOT ‘BUMS ON SEATS’, CUSTOMERS NOT ‘PUNTERS’
21