Community

1. Community Chapter 12

2. Community Community The concept of community means an open partnership between management and customers where the customers feel a sense of belonging to the organization. Value in brand communities is interactively co-created by companies and consumers, rather than merely exchanged between them.

3. Community What is like to be a part of a community?

4. Social bonds, personal rapport, & trust You learn to be tolerant and exhibit goodwill to those in the community—and you communicate more freely about problems. If you really enjoy a community, why is it hard to leave? Why are you willing to work through problems in your own community, rather than just leave? Community

5. Community Model

6. A) always be available when a customer needs them, B) never be too busy or distracted to respond to customer requests, C) always be willing to help customers, D) provide prompt service, and E) perform their jobs in a timely manner. Actions: Add employees Schedule employees Train employees Control employees What is the difference between reactive and proactive service? How would you describe excellent responsive service quality? What do you look for in good customer service? What happens in a service encounter after a fan experiences poor service? How does this influence the rest of the visit? For the last bad service you received, what could they have done to prevent it? Customer Service

7. What is the source of the majority of service failures? Why do you think organizations fail to empower employees? What might stop you from doing so if you were a manager? Employee Empowerment • employees’ unwillingness to effectively address the situation. • Trust is the key to everything…. Fear is the crippling agent…

8. Give an example of a possible customer service problem a team might have with a season ticket holder, group sales, a suite owner, or a sponsor and how the team could employ the 4 A’s of proactive service. Proactive Service • Anticipate the customers’ needs, • Accept responsibility for solving problems before they happen, • Act to prevent problems, and • Ante-up before being asked.

9. Evaluate the Compadres Rewards Club: Provides a feeling of participation and interaction? Will fans anticipate future awards? Will fans have a sense of belonging? Are the rewards highly desirable by “true” fans? Will fans feel valued not targeted? Membership Rewards Programs 2006 Compadres Rewards 10  POINT REWARD 10 POINT REWARD$5 off any available Padres Ticket priced $12 or more for Sunday through Thursday games+ 30  POINT REWARD Compadres Club Limited Edition Jake Peavy Poster presented by Golden State Graphics 50  POINT REWARD One free Movie Pass to UltraStar Cinemas* 70  POINT REWARD Compadres Club Pin Trading Lanyard and two vintage Compadres Club Pins to start trading 100  POINT REWARD Compadres Club 10th Anniversary "Frequent Friar" Cap presented by Hornblower Cruises & Events 150  POINT REWARD 2005 NL West Division Champion "Frequent Friar" Pin Limited Edition 200  POINT REWARD An Invitation to the Compadres Club Early Entry Event** on September 20, 2006 and a Compadres Club Vintage Collector Baseball 250  POINT REWARD Compadres Club 10th Anniversary T-Shirt SEASON TICKET CUSTOMER REWARDS300  POINT REWARD An Invitation to the Compadres Club Season Ticket Customer Field Day** for you and a guest on September 23, 2006 400  POINT REWARD Compadres Club Season Ticket Customer Cap plus a Silver Star Member Pin 500  POINT REWARD Compadres Club 10th Anniversary Limited Edition "Frequent Friar" Pin Set 600  POINT REWARD $50 Gift Certificate compliments of the Cohn Restaurant Group* 700  POINT REWARD Compadres Club Season Ticket Customer Batting Practice Event** on November 11, 2006 800  POINT REWARD 2006 Gold Star Member Rawlings Bat autographed by a Padres player plus a Gold Star Member Pin

10. Membership value represents the additional attributes added to a service for those who have extended relationships with the team. Membership in the community must represent clear value from an external perspective relative to competition and relative to non-members. Membership Value As we read through the fan opinion of the Chicago Bears tailgating policies on the next three slides, answer: • How could Chicago provide membership legitimacy? • How could the team increase relational and informational switching costs through their policies?

11. Bears Tailgating I'd like to be able to say "Chicago Bears Tailgating-The Best Tailgating in the NFL", but unfortunately I can't.  Not because we Bears tailgaters don't throw an awesome party--we do--but fans tailgate in Chicago almost in spite of the organization rather than because of the organization's support.  Unfortunately for Bear fans, Green Bay is the model for how tailgating should be supported and encouraged by an organization. That's the first thing that must be noted when discussing Chicago Bears tailgating.  Despite the organization's claim that they love the tradition and support Bears tailgaters, the reality in my mind is that they don't and would rather you come into the stadium hungry and sober to eat their bad, overpriced food and drink their expensive beer. Below is a discussion on the facts of Bears tailgating, how to navigate the scene, and what pitfalls you'll be faced with if you'd like to have a few drinks and some food in the Museum Campus parking lots.  Excerpted from: http://www.bearshistory.com/tailgating/index.aspx.

12. Bears Tailgating The Brutal Facts • Don't get me wrong, there is nothing like pulling into the parking lot before a Bears game on a beautiful September morning on Chicago's lakefront. Green Bay's organization manages their tailgating phenomenally, and encourages it as a part of the gameday experience. But Lambeau's ambience can not compare to Chicago's picturesque lakefront.  The following are things to know if you'd like to tailgate before a Bears game: • The only way to be guaranteed a parking spot will be available whenever you'd like to arrive is if you have a parking pass for the South Lot, Waldron Deck or North Garage.  And the only way to get a pass is to be a season ticket holder and win a lottery in the offseason.  But yet, there is still a catch with the Bears--the lottery you would apply for does not differentiate between tailgating lots (South, Waldron) and non-tailgating lots (North Garage).  So even if one were to win this lottery, they may be stuck paying for non-tailgating passes.

13. Bears Tailgating So that leaves cash parking for anyone without a pass, which includes our group.  In 2004, the Bears banned canopies, open fires and deep fryers from the lots, so in order to get one of the extremely limited number of grass spots where you are able to use a canopy to block wind, plan on getting there before 7 a.m. Cash parking lots are at the Field Museum, the Adler Planetarium, Burnham Harbor and 31st Street.  The current cost (2005) to park a car is $35, RVs and buses are $75.  Be prepared to change plans on the fly, because the Bears/city/General Parking change the availablity of lots each week without notifying fans in any way.  Meaning if you parked in Burnham Harbor one week and liked it, you may plan on parking there with a group the next week and find it blocked until 10 a.m. Good luck if you can navigate all the Bears' restrictions and still have a good time.  We always do, after shedding the stress of getting things set up.

14. Membership value represents the additional attributes added to a service for those who have extended relationships with the team. Membership in the community must represent clear value from an external perspective relative to competition and relative to non-members. Membership Value As we read through the fan opinion of the Chicago Bears tailgating policies on the next three slides, answer: • How could Chicago provide membership legitimacy? • How could the team increase relational and informational switching costs through their policies?

15. Customization • Customization implies the creation of products and services for individual customers. • Customers want control over what they do. • Customer preferences for communication methods vary—act accordingly. What can we learn from Disney?

16. Website Community • Content is King. • Fans must feel a part of the community. • Maintaining freshness by continuously updating, making it easier to use, and improving the physical appeal of the firm’s website is an effective part of developing community. • Websites expand geographic boundaries. What can we learn from the Phoenix Suns?

17. Management Partnering means that value is interactively co-created by management and fans who together are united in their goal to serve the welfare of the community. The team must assume the role of community initiator. A social constellation is a link between the fans, the team, and other fans that provides the fan with a consciousness that each belongs. Management Partnering • The fan’s level of participation during the exchange determines the level of the fan’s satisfaction with the service and the community • Operational benevolence reflects an “underlying motivation to place the consumer’s interest ahead of self-interest…that is operationalized in visible behaviors that unambiguously favor the consumer’s interest, even if a cost is incurred in the process. • “We’re partners.” Within the community concept, teams should be more production-focused (viz., the product is a strong community) with fans as actors in the co-creation of value. • Management can develop a community level partnership by facilitating open lines of communication between fans. How can teams build a social constellation via management partnering? What concrete actions can be taken by management to partner with fans?

18. We were born to unite with our fellow men, and to join in community with the human race. ~Cicero