PowerPoint of the speech I gave last Wednesday 24th August at Australian Marketing Institute: Marketing Week, Coming Together 2011" Conference. It’s a case study of my background in marcomm & tech, and how I worked with some very smart people to help create the Melbourne Sports and Aquatic Centres Digital Strategy, Network of Websites and worked through the operational and change management issues associated with a large scale organisation wide digital program of works.9

1. Analogue to Digital Colin Yeung, Digital Market Square 24th August 2011

2. Analogue to Digital You will have heard a lot of opinions and visions of the digital economy. I'm here to talk about practical matters. Using a case study of the Melbourne Sports and Aquatic Centre, we’ll cover how you might combine some or all of these concepts into a community marketing approach

3. Tonight Background Case Study How to move forward

4. Setting the Scene

5. Propeller Head & Marketer I have been at the front line working with clients in the digital marketing and technology space for 15+ years. I've learnt enough to understand these very different disciplines and apply my varied experiences in retail, automotive and digital within the rapidly evolving online world.

6. Experience Hospitality FMCG Automotive Digital MarComm

7. You are Experienced A blend of backgrounds Marketing aligned Profit driven Outcomes focused

8. You also Have Families & Friends Hopes, aspirations & dreams Every single one of you belongs to different communities: Cycling Club, Golf Club, Choir, CFA, Football, Car Club, Wine Club, Knitting Group, Gardening, Walking, Bird watching, Pets Australian Marketing Institute

9. CMO Magazine “Marketers battle regularly with the other departments in their organizations. Marketing vs. Technology is a cage match between ignorant marketing people who expect technological miracles immediately and the propeller-heads who talk only about the benefits of some coding philosophy that no one this side of the Klingon empire really understands.” February 1st 2005 http://www.cmomagazine.com/read/020105/main_event.html

10. Practical matters:Facts & Figures

12. 5 locations Melbourne Sports and Aquatic Centre MSAC Institute of Training State Athletics Centre Lakeside Stadium State Netball and Hockey Centre

15. 10 indoor basketball courts

16. 10 squash courts

17. 18 table tennis tables

18. 19 badminton courts

19. 2 Pilates / Yoga studios

20. Swim school with 2,500+ enrolments

21. Fitness Centre 2,300+ members

24. MSAC Figures 350+ staff on payroll Administration Instructors: Gym, Swim School Facility maintenance & upkeep Events management Tenants 30+ Sporting Organisations Retail

26. MSAC Community By any definition, MSAC has a thriving community, matched by facilities targeted at servicing this groups diverse needs.

27. Practical matters:The problem

28. February 2009 Problems 3 separate websites – 3 hosting bills 2 different technologies .NET, MySQL/PHP online, numerous offline Proprietary licensing fees ongoing What this meant Infrastructure costs were significantly more expensive than it should have been Administrative and talent overhead was expensive and restrictive Lack of service and insight into the business was stifling growth

30. Documented business process and rules

31. Introduced network navigationMSSRM 2009

32. MSAC & SNHC 2009

34. Administrative load on call centre was predominantly focussed on addressing these enquiries

35. Store relied on foot traffic to generate sales

38. Offline – staff & call centre

39. Mis-aligned branding across facilities

40. Data – setup to track processing rates and transaction efficiency.

42. Digital

44. People focused club environment

45. Inefficient club management

46. Manual processes were at their limit

47. Errors, volume, scheduling

49. 3 Phases Engagement – websites and mobile app Conversion – eStore Relationship building – community wide membership management

50. Engagement – Phase 1 Organisational Digital Strategy Network of MSAC websites Considered view of SSCT, SNHC, MSAC & MSSRM 5 year outlook and planning focus Incorporating organisation processes Phased approach

51. Engagement – Phase 1 MSSRM Branding New brand & corporate identity Introduced thinking around uniting the organisations brand

53. Introduction of promotional and cross promotional communications

54. Website Analytics

55. Network Navigation

57. Conversion - Phase 2 Mobile & Desktop Widget Integration Program of Works Online Booking MSAC Club Online Online eStore Streamlining offline work processes

59. Venue Multimedia - Virtual Tours & Web Cams

60. Staff Intranet

61. Targeted communications using Web as the primary channel for segmented audience – measurable and readily adaptable, efficient & low cost

66. Reduction in print collateral and waste due to mismatched brand messaging

67. Mobile

68. 21% mobile m.msac.com.au – and climbing!

69. Reduction in phsyical queues for membership bookings

72. Improvement in attrition rate to offline processes

73. Physical follow up on re-registrations decreased

74. eStore

75. Able to sell product online, widening the market

76. Recommender Enginefor product

79. Aggregating the data and offering specific reporting and insight into the demographics across the community

81. Engagement Strategy Mobile CMS Surveys Rapid Publishing Conversion Recommender Engine Video eStore Relationship Membership Management Coreeo eDM Social Media Analytics

82. Help! What do I do?Community Guide

84. August 3rd 2011 http://www.chiefmartec.com/2011/08/marketing-technology-landscape-infographic.html

86. 11th January 2011 http://www.realstorygroup.com/Blog/2083-New-Subway-Vendor-Map-for-2011

88. improve traffic and customer engagement rates?

90. Help you to build the visibility of your brand?

92. Acquisition & Retention

93. What digital should be about for business Listening to your community Interacting with them Gaining an understanding what your community wants/needs What is the most efficient way to deliver this? In person, by post, online? What ELSE can you deliver above and beyond what your competitors are delivering?

94. What is well executed digital? To your community It offers Engagement Convenience Value Information Ease of use To your organisation it should offer…..

96. Structure around how your business is presented

97. A unified platform where

98. ALL marketing and corporate communications activity offline becomes targeted online; it becomes more cost effective because of the reduction in the “scattergun” approach to doing things.

99. Increase efficiency and effectiveness

100. Increase in the community “self serving” their information and interacting with you – Giving you DATA

101. What’s at stake? “Australian e-Commerce market worth $A26.86 billion in 2010. Growth currently at 10% each year and forecast be worth $A36.8 billion by 2013.” Source: Frerk-MalteFeller, PayPal Australia MD, November 2010 citing the quarterly Forrester review of private market size evaluation commissioned by eBay.

102. Our world is changing: Mobile http://blog.flurry.com/bid/63907/Mobile-Apps-Put-the-Web-in-Their-Rear-view-Mirror *86,000 apps, 500 million sessions/day

104. ALL community members

105. Conduct dialogue

106. Listen; Discuss

107. Contribute

108. Collaborate

110. And think about the Market Think about how your community interacts Take the approach that: Markets have been at the centre of communities for millennia Now we have made them Digital

112. Summary Have a focus on identifying your community participants internal & external to the organisation, the services and information they are looking for A Considered community approach has a digital strategy that encompasses all points of the organisation

113. Closing Thought Forrester “Such a close alignment of IT and marketing will require the introduction of hybrid marketing and IT professionals: specialists in their primary field who are fully versed in how to operate in the other field,""By collaborating with Marketing, CIOs shift the IT discussion away from the unrelenting drive to reduce the cost of IT and instead can focus on how to use technology to increase revenue and competitive advantage." August 10th 2011 http://www.forrester.com/rb/Research/emergence_of_customer_experience_management_solutions/q/id/60178/t/2

114. Thank-you Questions warmly welcomed Colin Yeung1800 DM SQUARE colin.yeung@dmsq.com.auwww.digitalmarketsquare.com