Fanalytics Drive Ticket Sales
Wednesday, April 5, 2017
XLIVE attendees discuss their data-driven world
REPORTING FROM BEVERLY HILLS — XLIVE held their annual data & analytics summit, April 4-5, at Paley Center for Media, Los Angeles, and the consensus among the speakers, panelists and attendees was that the advent of mobile technology has produced a wealth of data that gives the marketers their best tools yet for ticket sales and fan retention.
“The biggest metrics for us is how recently the fan interacted with us and the genre they were exploring,” said Mike Leopando, director, business analytics, Milwaukee Bucks. “With these two components we know exactly who to target, when to target them and what genres to push at them.”
“We used to have one lead score for every product,” said Kyle Burkhardt, business intelligence, Los Angeles Kings. “But the industry is moving toward having a different score for different products. Creating different scores allows us to push single ticket holders into mini-packages and flex plan holders into season ticket buyers.”
Arri Landsman-Roos, director, business analytics, Jacksonville Jaguars, discussed how the data he was getting from AEG was helping turn amphitheater goers into Jaguar fans. “We looked at the data and it suggested that pregame concerts might be a way to get people who didn’t consider a Jaguars game into the Jaguar stadium. A lot those fans craved the ‘experience,' not just a particular music event, and we’re trying to tap into that segment.”
Burkhardt found that having data that tells him who came to a Kings hockey game and also went to a Los Angeles Galaxy soccer game helps him micro-target fans. “It’s all about the data points telling us more and more about each fan, individually,” he said.
The avalanche and breadth of data available today is staggering and knowing when and how to widen the data collected is as vital as the data itself. “We all struggle with how to keep the data from going stale,” said Leopando. “If you have data from several years ago, trying to market to that person today is nearly impossible. Update your markers at least every six months and flow the new information through your data warehouses as often as possible.”
Data is being used as a way the sales people approach the market. “Trying to get people while they are still engaged or likely to buy is the best way to make a sale and the data we collect is the best way to know when that customer is ripe,” said Burkhardt.
Email appears to be out-of-date, replaced by mobile engagement. “I am beginning to think email is not the best way to reach customers anymore,” said Evan Weinstein, partner, Steez Promo. “We’re now in a social media driven system. I’m seeing emails opened by only 35 percent of the recipients.”
“It’s less about emails being antiquated and more about these broad emails not working,” said Burkhardt. “You can do so much better with segmentation and targeting a particular buyer at a particular time.”
Weinstein suggested responding and replying to every single social media post. “Our interaction is up 300 percent since we started doing that,” he said. “We’ve become pushers of content across social media platforms. We need to give them value so they come back and give me value. By going on Instagram or running a contest I can give them value.”
THE 360 VIEW
Multiple touchpoints and multiple platforms make it difficult to get a 360 degree view of the customer, said Mark Meyerson, VP & GM, Vendini. “Food and beverage data and other segments that the buyer touches are all part of the puzzle. Putting all the data together in one place can be challenging.”
“Optimizing per caps needs the data from all the touchpoints,” said Burkhardt. “So we’ve centralized the data at one source and have it pushed out to the individual departments. Using the centralized data approach, the executives can see the buy-in and they can use the data and adapt from it and it also gets them to reinvest in the data.”
Landsman-Ross thinks the 360 data concept is overrated. “I want as much data as I can get,” he said. “But 55 percent of our revenue is from tickets; 40 percent from sponsorships and only five percent comes from food & beverage. The investment required to know what a fan buys at the concession stand is not as helpful as focused data explaining why a fan suddenly stopped buying tickets.”
Weinstein said data mining can produce data models that can identify someone who is 80 percent like the model and then be marketed to. “Finding fans who are similar to other fans based on data helps us pinpoint who to promote to and how.”
SECONDARY AND TERTIARY MARKETS
Burkhardt said most of their single-game tickets are sold through StubHub. “We have very few tickets available for single-game sale on primary,” he said. “So we have a deal with StubHub that allows us to identify that buyer who is going to multiple games and then we can get them into our pipeline. If we can get them to buy a mini-plan, we can then get them into a 11-game package, or a half-season package.”
“It an interesting relationship between all the secondary ticketers and there’s a lot of promise in getting those fans into the funnel,” said Meyerson.
By reducing the number of secondary ticket platforms the Bucks work with, Leopando is able to get solid weekly reports. “It can be tough to get the data from a long list of secondary ticket sellers and we went down to only three which made getting the data a lot easier,” he said.