transition to a new crm, organisational and human aspects salle pleyel – cité de la musique...

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!

24 November 2012 Salle Pleyel/Cité de la musique - Opera Europa 2

Salle Pleyel / Cité de la musique

Salle Pleyel / Cité de la musiqueTwo houses

24 november 2012 Salle Pleyel/Cité de la musique - Opera Europa 4

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



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


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


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


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


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


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


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


THE CHANGEa complete change


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


Ticketing, CRM, Business Intelligence and Access control are all linked together.



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.


THE CHANGEfor the marketing team


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


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


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


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


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


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


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


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

too24 november 2012 Salle Pleyel/Cité de la musique - Opera Europa 27

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


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


transition to a new crm, organisational and human aspects salle pleyel – cité de la musique...

Documents

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outlinethe salle pleyel

dpouillement salle pleyel

new crm

story of change

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marketing teamthe change

audiencesthe organisation