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Wolters Kluwer UK Ltd. Wolters Kluwer Shares Data to See Opportunities SILVER n ot long ago Wolters Kluwer saw business start to decline as a result That wasn’t always the case. Turner says at first organizing the of internal competition. The U.K.–based healthcare publisher data was challenging to say the least. “We [asked], ‘How many data blamed its acquisition strategy, which resulted in siloed data and a lack sources are there?’ and they said ‘Four or five.’ The four or five of transparency. “We were competing against our own products and turned into 70,” he says. obviously that’s not the best position to be in if you’re Another challenge was resistance from employees. The trying to convince the customer that we have a highcompany overcame opposition through education that “We’re developing, quality service,” says Michael Turner, head of manageincluded workshops, seminars, and breakfast meetings to building, and ment information services. demonstrate the value data sharing as a customer strategy understanding He recommended a customer management framewould bring to the organization. In addition employees our data.” work to ensure the uniformity of all information. The are now rewarded for their performance around specific strategy was introduced in 2005 and governed by a customer-focused goals. customer management team from key areas of marketing and business Sharing data, Turner explains, gets employees to think differently systems. But its real impact hit in 2007 when the company began optiabout customers. And it’s working. To date, the company has realized mizing the system by adding a SAS portal and analytics software from an ROI of £2.25 sterling to every £1 sterling spent. “Now we have a JMP to the existing infrastructure to analyze the data and dynamically more central data view and we no longer walk into situations blind,” link statistics with interactive graphics to better visualize the data. he says. “The data is much more specific than the more generic view of “We’re developing, building, and understanding our data,” Turner says. the world where the data is rubbish.” —MD Stratford Shakespeare Festival Stratford Shakespeare Festival Builds an Enterprise BRONZE w ith four stages, 800 performances, 1,000 employees, 550,000 customers, and an annual revenue of $53 million, the Stratford Shakespeare Festival in Ontario, Canada, is not your ordinary local Elizabethan production. As such, in recent years the 56-year-old festival could no longer operate with constraints that prevented it from delivering extraordinary customer care. Lisa Middleton, director of audience development and analytics for the festival, says that prior to 2004 departments operated separately, data lived in silos, and communications were irrelevant. With numerous limitations, in 2003 Stratford embarked on an 18-month restructuring period to rebuild an enterprise that yields patron involvement and engagement. “We took a huge amount of time and asked, ‘How are we going to interact with the customers and what data do we want to collect?’” Middleton says. During that time the organization deployed Tessitura Performance Arts CRM software, which links all data and provides employees with access to that data. Information on customers is collected through the contact center and in surveys and tracked through the CRM system. A dedicated customer service coordinator responds to a range of customer issues within 48 hours and is empowered to make offers if necessary. The organization also launched various segmentation models using SAS, with the goal of responding to customers’ individual needs. There are predictive models around member giving, behavior, and value. During 2007 and 2008 the festival introduced a seat-pricing segmentation model to tailor pricing on an individual performance basis, as well as an event-trigger discount strategy, based on a patron’s purchase history. Middleton says the plan for 2009 is to start calculating customer lifetime value. Organizational changes accompanied the new technologies. CRM, marketing, ticket sales, accommodation booking, fundraising, and group sales moved under the audience development department and operate on a single database. This allows for a single contact point for patrons and consistent marketing output. As a result of these changes, Middleton says, overall membership revenue has increased from $4.6 million in 2004 to $6.2 million in 2007, a spike of 35 percent. “Everything we do here is about the customer,” she says. “That’s ingrained from day one.” —MD September/October 2008 21 http://www.1to1media.com/View.aspx?ItemID=30794 http://www.1to1media.com/View.aspx?ItemID=30794

Table of Contents Feed for the Digital Edition of 1to1 Magazine Demo

1to1 Magazine Demo Contents 1to1media.com Editor's Note Feedback Putting Care in Patients' Hands Loyalty at Work Redefining the Contact Center Agent Introducing Enterprise 2.0 Cigna Dental Drills for Loyal Customers On the Beat 19 Ways to Succeed Miami Heat Schools Its Staff on Sales and Service Marketing Lends a Helping Hand More Than Meets the Eye Customer Service by Committiee Textron's Business Soars by Tracking Customer Loyalty Resources Contact Center Agent as Trusted Advisor Mastering Global CRM Face to Face with Don Peppers and Martha Rogers, Ph.D.

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