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It’s a Data-Driven World

It’s a Data-Driven World. Peter Hill, CEO, Billy Casper Golf. Data – What’s the Big Deal?. The Goal of Marketing. Goal of marketing… Reach consumers at moments that most influence buying decisions “Reach” = engage = connect “Moments” = timing “Influence” = trust, fulfill a need, etc

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It’s a Data-Driven World

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  1. It’s a Data-Driven World Peter Hill, CEO, Billy Casper Golf

  2. Data – What’s the Big Deal?

  3. The Goal of Marketing • Goal of marketing… • Reach consumers at moments that most influence buying decisions “Reach” = engage = connect “Moments” = timing “Influence” = trust, fulfill a need, etc “Buying decision” = transaction

  4. “50% of My Marketing Works” • Data tells us which parts of are programs work • Data allows us to get to know our customers • Data tells us what our customers want • Data tells us how our customers prefer to talk to us • Data tells us how are customers want us to talk to them

  5. The Basics – Data Collection • You can’t analyze data you don’t have • Data collection is the cornerstone to Big Data strategy • Data collection must be designed in the normal Customer Journey • If collection is not natural to the customer experience, it will have a negative effect Casino Vs. Radio Shack? • “EVERY interaction with a customer is an opportunity to collect data

  6. The Basics #2 – Data Access • If you can’t access data, you can’t analyze it either • Access must be timely • Key is to determine only essential data • Too much data can be paralyzing • Start with 5 questions you must know about your customers (who, when, what, why and how) • Once answered, how can the answers to these questions be acted upon

  7. The Basics #3 – Talk to Your Customers • Data provides baseline understanding of customer behavior, but only part of the story • Design customer interactions to confirm your interpretation of the data (or clarify areas you can’t interpret) • Surveys and focus groups are infinitely more valuable when based on data

  8. The Basics #4 – Data + Creativity • Data does not eliminate creativity in the marketing process • Data provides the gameplan but creativity drives the connection • Revisiting the goal of marketing – connecting, timing, engaging and transacting are the results of the creative process – data informs each of those steps in the process.

  9. The Motherlode of Data • Our Strategy • We are in the early days of pursuing our mission to make the world more open and connected. We have a significant opportunity to further enhance the value we deliver to users, developers, and advertisers. • Key elements of our strategy are:

  10. Facebook IPO May 2012– Strategies? • 1. ? • 2. ? • 3. ? • 4. ? • 5. ? • 6. ?

  11. Facebook IPO - Strategies • Expand Our Global User Community. • Build Great Social Products to Increase Engagement • Provide Users with the Most Compelling Experience • Build Engaging Mobile Experiences • Enable Developers to Build Great Social Products Using the Facebook Platform. • Improve Ad Products for Advertisers and Users.

  12. Where Mistakes are Made A Price Product Place Target market Promotion

  13. Data: ‘Average’ Daily-Fee Course 2012 BCG Customer Capture

  14. Collect Customer Data 2012 BCG Customer Capture

  15. Collect Transaction Data 2012 BCG Customer Capture

  16. Who Initiates Reservations? 2012 BCG Customer Capture

  17. Who Will Return Next Year? 2012 BCG Customer Capture

  18. Survey Your Customers Why Don’t You Play Golf More Often? 2006 2012

  19. Survey Your Customers What Would Motivate You To Play More Golf? 2006 2012

  20. Survey Your Customers What Changes Do We Need To MakeFor You To Play More Golf Here?

  21. Survey Your Customers How Likely Play 9 Holes If <2 Hours? How Likely Play 3-6 Holes If <2 Hours?

  22. Survey Your Customers What Type of Golfer Are You?

  23. Segment Your Customers How Do You Program For Them?

  24. Survey: Decision Making Factors This data shows the percentage of golfers who play your course who rate these criteria for deciding where to play as ‘extremely important’ or ‘very important.’

  25. Data: How Local is ‘Local’?

  26. Data: Golf IS Local

  27. Data: It’s Local Everywhere

  28. Segment Your Customers New Customers

  29. Segment Your Customers Top 250 Customers

  30. Segment Your Customers Lost Customers

  31. Segment Your Customers • Committed • Social • Casual • Utilitarian • High-Touch

  32. “Max”Committed Golfer “Earl”Social Golfer “Ted”Utilitarian Survey: Meet the People…… • Committed = Max and Maxine • Social = Earl and Pearl • Casual = Jim and Jane • Utilitarian = Ted • High-Touch = Thurston

  33. Customer Strategy BCG’s customer strategy addresses the fundamental questions of “Where to Play” and “How to Win” Which segments .. What is the relative attractiveness of each customer segment? Is the required i… • Relevant and robust fact base for decision-making • Real choices about where to focus • Prescriptive action for how to win within chosen customer segments • Clear implications for allocation of scarce resources Where to Play Which segments … How can BCG drive profitable growth through an upgraded customer experience? How can BCG improve its performance in high priority segments? How to Win How can we …

  34. Segment Focus – “Where to Play” BCG Customer Segment Portfolio Upgrade skills - recognition, remembering and relationships Upgrade skills and services – pampering and personalization 4.0 “Earl” Social Golfer $31.3MM Invest in course and flawless mechanics of the experience • Based on judgment and analysis of financial attractiveness and strategic fit, the leadership team has chosen to focus their customer experience investments on 3 segments: • Social Golfers “Earl” • Committed Golfers “Max” • I Want It Alls “Alex” 3.5 “Alex” I Want It All $29.5MM “Max” Committed Golfer $21.3MM 3.0 Financial Attractiveness “Jim” Casual Golfer $23.2MM Ignore 2.5 2.0 “Ted” Utilitarian $16.3MM Ignore 1.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2 3.3 3.4 3.5 3.6 Strategic Fit See Appendix for segment sizing and scoring analysis

  35. “Max”- Committed Golfer (Core) “Max” • Averages 44 rounds per year • Plays 6 rounds per year at BCG courses (14% share) • Tends to have the lowest scores • Plays the game for the challenge and competition • Most likely golfer to initiate the decision to play • Where to play is driven primarily by the playing experience (e.g., conditions, pace of play, challenge) not by the clubhouse (e.g., grille, pro shop) • Has a greater tendency to describe self as obsessed with golf • Most interested in “Guaranteed Pace of Play” service concept; less interested in instruction, comfortable lounge and other ancillary service concepts • Drives further and is willing to drive further than average to get to the course he wants to play

  36. Understand Your Loyalty

  37. APR by Day by Customer Type

  38. Utilization by Hour by Customer Type

  39. Survey Data

  40. Survey: Preferred Booking Channel By Age Group

  41. Survey

  42. Younger golfers skew to TPYs and older golfer skew to a course’s website.

  43. Does this surprise you?

  44. Presenting Pricing!! –(What can we learn here)

  45. Tee Time/Sheet Utilization % • Time of Day • Day of Week • Golfer Segment (pub,mem,card,league,etc) • Booking Window (Days Out) • Booking Channel (call, in-person, online) • Revenue Per Hour • Individual Golfer Play History

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