transition to a new crm, organisational and human aspects salle pleyel – cité de la musique...
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Salle Pleyel – Cité de la musiqueTransition to a new CRM,organisational and human aspects
Lucie BlotMarketing Manager
Salle Pleyel
For Opera Europa
Outline
1. THE SALLE PLEYEL / CITE DE LA MUSIQUEa. Two Houses: Salle Pleyel / Cité de la musiqueb. Our activities / our audiencesc. The organisation and its resources
2. TRANSITION TO A NEW CRM: OUR EXPERIENCE, « the big jump »a. The changeb. The change for the marketing teamc. The change for the sales teamd. Changes for other departmentse. Changes for the audience
3. BEST (and worst) PRACTICESa. WHY? Answer the question ‘’Why a change?’’b. What are my resources?c. Communicate and accompany the changed. Do not overestimate the capacity of the organisation to absorb
changee. Change the organisation too!
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Salle Pleyel / Cité de la musique
Salle Pleyel / Cité de la musiqueTwo houses
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Salle Pleyel, 1927Art deco styleLegendary landmarkPleyel family(piano makers)
Cité de la musique, 1995
Contemporary style
Christian de Portzamparc
Cité de la musiquevariety of activities
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Cité de la musiqueThe museum of musical instruments
Museum of musical instrumentsPermanent exhibition- 6000 instruments (1000 displayed)- 3,000-sq.m
Temporary exhibitions- Alternation between “musique savante” subjects and popular themes2012: Django Reinhardt, the swing of Paris / Music and cinema (March 2013)
- Two per year
240 000 visitors (in 2011)
Media- Media-library- Cité Live web : 1500 recorded concerts- www.citedelamusiquelive.tv
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Cité de la musiqueThe Concert Hall
CONCERT HALL- 1000 seats- 250 concerts / season- 1 season from September to July- Symphonic music, opera, recitals,
jazz, pop, rock, world music… - 135 000 audience members- 4500 season subscriptions
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Salle Pleyelthe symphonic concert hall
CONCERT HALL- 1934 seats- 250 concerts / year- 1 season from September to July- Symphonic, opera, chamber
music, recitals, jazz, pop/rock, world music…
- 365 000 audience members (in 2011)- 8500 season subscriptions
…
Our activities / our audiences
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476 concerts 250 000 visitors Museum 15 000 attendees Educational and family programmes 135 000 audience members Cité de la musique
concerts 365 000 audience members Salle Pleyel concerts
= 900 000 tickets / year
Salle Pleyel & Cité de la musique in 2011
The organisation and resources
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Total employees Cité/Salle Pleyel : 288
DG
FINANCE
ADMIN
HUMAN R.
ARTISTIC PLANNING / Production
STAGE CREW
MARKETING
TICKETING
COMMUNICATION
CREATIVE SERVICES
MUSEUM PEDAGOGY
PUBLISHING
33 30 21 58 55
19 LOGISTIC195
26
11
The marketing & com’ teams
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MarketingDirector
CommunicationDirector
TicketingManagment
Mktg & Business Development Managmentr
Sales team
Marketing team
X 10 X 9X 4 X 1
X 2
Database Developer
Marketing Anlysist
Admin. assistant
Personnal assistant
Creative services
&writing
Administrative assistants
Personnal assistant
Associate director
Fundraising & Sponsorships
Web&
Comunity managment
Press & Public relations
Sales team
X 6X 3X 5 X 3
X 3X 2
Project teamPersons involved in the change
Our former Data base system
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Segmentation module
Database
Concerts Database
Segmentation module
Client database
Websites
Online ticketing module
Accountancy Database
Transition to a new CRM :
our experience (« leap into the unknown »)
Context : IT projects
Nearly two-third of all major changes in organisations fail.
In terms of IT projects:
IBM survey – Oct 2008 – “Making the change work”1,500 change management executives
- only 41% of software projects succeed- 70% said: resistance to change = primary reason of failure
The Data Warehousing Institute (TDWI)- 40% of of the organisations with CRM projects were either experiencing difficulties or close to failure
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THE CHANGEa complete change
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360°
Closer to an ERP* than a simple CRM or ticketing system*Enterprise Resource Planning (embracing finance/accounting, manufacturing, sales and service,
customer relationship management)
Analysis Audit
2006 2009
201220112010
July-August
Requirements
Call for bills
CHOICE
Specifications
Sep 09-March 10
Oct 10
Nov - AprilApril-JulyApril-July
Tests
August 11
LAUNCH
Adjustments settings
evolutionsData migration
Today
75% of the implementation
processWere reached
THE CHANGEa complete change
Ticketing, CRM, Business Intelligence and Access control are all linked together.
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THE CHANGEa complete change
Customers are right at the heart of the operations.With an access to all the information needed e.g. latest communications, sales achieved per week or the success rate of your latest campaign.
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THE CHANGEfor the marketing team
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Efficiency : - Better customer insight - Campaign management : fidelity programs and
targeted campaigns- Reduction of traditional marketing costs : by using
online resources and exploring the e-marketing techniques
Major challenges and risks:- Technical complexity- Better planning
EVOL Next stage: - analysis, data mining
THE CHANGEfor the sales team
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Better customer service:- Before selling : better access to client information
(real time), faster response time- After selling : historic of sales and communication
campaigns (ex : useful when cancellations…)- Sale process and methodology
Major challenges and risks:- Complexity and rigidity (but necessary)- Processes become more rigorous discipline( information storage)
THE CHANGEfor the others departments
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High level of support necessary to accompany change
EVOL Next stage:- Intranet create open access to business
intelligence
The change had organisational implications on the other departments
THE CHANGEfor the audience
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Better customer service:- Meeting the customer expectations- Warmer welcome / faster reponse to demand- Personalised content (personal accounts)- Respect of privacy issues- Self-service and freedom
Major challenges and risks:Support to change (memos)
Resistance dependent on nature of audience
EVOLNext stage : - UX design
Generation gapDigital natives
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Best (and worst) practices
Best and worst praticesFirst, ask WHY ?
WHY : answer the question “Why a change” ?- The aims and the global strategy have to be perfectly
defined initially- Do not restrict it to a simplistic definition that could fit to
any project
Because : This is not a rhetorical question You will need to know perfectly the answer- Among your staff : people need to know and understand to
commit (and you will need their buy-in)
- During the implementation : IT project managers usually focus on the technical aspects and forget the global context and the business’s characteristics
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Best and worst practicesWhat my resources are ?
Inventory of your own resources : human and technical
identify your initial strengths and weaknesses
Inventory of the resources of the supplier resources of your own project team resources of the project team of the supplier
Do not overestimate the capacity of the supplier to adapt to your company and methods
Different professional codes andl jargons
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Best and worst practicesCommunicate and accompany the change
Communicate or fail
Employee involvement makes success more likely
answer the questions and concerns Involve the staff (you will need their support)
Offer training practices to employee and management
Technical training for the staff and teams (anticipate it if possible)
Be prepared to have to hold training programmes (every month for 1 year at least) Even more if the tool is in constant evolution !
CRM usage patterns must be constantly monitored
Make sure your top management is following you
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Best and worst practicesDo not overestimate the capacity of the organisation to absorb change
Ensure technical infrastructure can adapt to meet future challenges
Tackle complexity before it tackles
you
Be prepared to see your staff change
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Best and worst practicesChange the organisation too
The value chain changed the organisation might have to follow
Organizational changes are necessary to take full advantage of the technical upgrades
Some teams will work more and better together
Get the right skills : all over the organisation
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To conclude
Thank you for your attention
Bibliography
REALIZING BUSINESS BENEFITS THROUGH CRM: HITTING THE RIGHT TARGET IN THE RIGHT WAY1 © 2002 University of Minnesota - Dale L. Goodhue University of Georgia, Barbara H. Wixom University of Virginia, Hugh J. Watson University of Georgia
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