Using Research to Make Smart Decisions RRC Associates SANY / PSAA - - PowerPoint PPT Presentation

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Using Research to Make Smart Decisions RRC Associates SANY / PSAA - - PowerPoint PPT Presentation

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Using Research to Make Smart Decisions RRC Associates SANY / PSAA Fall Expo September 2012 Presentation Outline Lies, Damn Lies, and Statistics Why Do Research? Using Consumer Information How to display and visualize

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SANY / PSAA Fall Expo

September 2012

Using Research to Make Smart Decisions

RRC Associates

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Presentation Outline

  • Lies, Damn Lies, and Statistics

 Why Do Research?  Using Consumer Information

  • How to display and visualize information
  • How to implement strategies based on research

 Beyond Net Promoter Score  Benchmarking  Other data sources

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Customer Research

  • Why do customer research?

 To answer questions  To identify and celebrate successes  To reveal weaknesses and make improvements  To benchmark your results against historical

and industry norms

 To understand visitor dynamics  To confirm (or refute) a “gut feel”  For reliable information in master planning,

advertising, economic impact, tourism grants, market share calculations, etc.

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Using Maps to Display Information

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Using Maps to Display Information

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Using Maps to Display Information

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Using Maps to Display Information

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Community rooms Chintimini Senior Center Osborn Aquatic Center Neighborhood parks Natural areas Trails Dog off leash areas Skate park Fenced dog park Park shelter Athletic fields Tennis courts

2.0 2.5 3.0 3.5 4.0 4.5 5.0 2.5 3.0 3.5 4.0 4.5 5.0

Importance of each facility to your household (average rating) How well needs are currently being met (average rating)

MIDPOINT OF RATINGS SCORES (3.4) MIDPOINT OF RATINGS SCORES (3.6) Higher Importance/ Higher level of needs being met Higher Importance/ Lower level of needs being met Lower Importance/ Lower level of needs being met Lower Importance/ Higher level of neds being met 2 2 5 5

Importance-Satisfaction Grid

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Implementing Research

  • Examples of Implementation

 National level strategies  State level efforts  Resort examples

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National Strategies

  • Consumer research is used extensively in

national-level strategies

 Learn to Ski/Snowboard  Model for Growth  Helmet legislation  Lobbying efforts  Demographics  National economic analysis and impact

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National Example: NSAA

  • Data used to develop, measure, and refine

Model for Growth

 What can we do to increase visits?  Measuring size of groups: beginner, core,

revival

 Measuring rates

  • f conversion,

participation, retention

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National Example: NSAA

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State Level Research

  • Accurate, representative data is critical for

many state level functions

  • Economic Impact of Snowsports

 Utah, North Carolina, Colorado, New York,

Pennsylvania, California, Wisconsin, & others

  • Grant applications for state tourism

funding

  • Advertising and promotional efforts

 Market specific ad placement  Messaging  Competitive advantages

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State Example: Ski NH

  • Partnership with Visit NH

 Where to target  What message

  • Proximity
  • Grooming
  • Value

 Timing of promotion

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Resort Level Research

  • Consumer and other data can be used for

strategic improvements and tactical shifts

Marketing Advertising Demographics Customer service Products and Pricing Yield and profit margin Competition

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Resort Example: Resort X

  • Fresh look at advertising strategies
  • Took very disciplined look at key markets,

including state, market area, and ZIP code

  • Drilled into consumer research data to

understand the specific customer mix in each of these geographies

  • Developed tiers of markets and ZIP codes

using a variety of inputs

  • Use of data provided an objective ranking
  • f the markets
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Resort Example: Resort X

  • Objective look led to different hierarchy

Market Proxim ity High W ealth Visitor Rank* Overnight Visitor Rank* Day Visitor Rank* STAY- Tier 1 Central CT X 1 2 2 ABC County X 2 1 4 tied Boston 3 4 3 Long Island X 4 3 4 tied STAY- Tier I I Northern NJ X 5 5 XYZ County X 7 6 5 DAY VT/ NH X 6 1 OTHER – 123 City

* Source: RRC Visitor Research Summary 2011/2012 Report

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Social Media Influence

  • How do you

know how influential your social media efforts are, especial- ly compared to traditional media and your web site?

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Facebook Fatigue?

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http://www.theonion.com/articles/number-of-users-who-actually-enjoy-facebook-down-t,29503/?ref=auto

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Season Pass Renewal

  • Increasing the renewal rate has a lot to do

with knowing your customer’s behavior

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Season Pass Migration/Renewal

Resort Pass Migration Report

2011/12

Mutli-card 11/12 M.C. RR% Season Pass 11/12 Season Pass RR% Nothing 11/12 TOTAL 866 6,702 Multi-card purchasers 10.11 1,457 258 29.8% 188 2.8% 1,043 Season Passholders 10.11 8,869 103 11.9% 4,556 68.0% 4,260 Spring Passholders 10.11 2,022 31 3.6% 459 6.8% 1,538 New 11/12 Passholders (never had pass) 1,743 26.0% New Mutli-card Purchasers 608 70.2% 10/11 Passholders who renewed 4,556 68.0% 10/11 Multi-card Purchasers who upgraded to 11/12 Pass 188 2.8% 10/11 Spring Passholders who upgraded to 11/12 Pass 459 6.9%

2010/11

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Liftopia Research/Result Example

Result/Action: Increased focus on multi day products overlapping with Friday Increased variability in pricing between Saturdays and Sundays Data/Research: In many cases Fridays have higher demand than Sundays

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Mountain Collective

  • Another example of a joint ticket/ pass

designed with consumer research inputs

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Beyond Net Promoter

  • Is Net Promoter really “the one number

you need to grow”?

  • More detailed research can help you

understand the dynamics of factors that impact NPS

How likely are you to recom m end this resort to a friend or colleague?

Extrem ely Likely Neutral Extrem ely Unlikely

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Beyond Net Promoter

  • Net Promoter has many problems

1) Doesn’t explain WHY a customer would or would not recommend the company 2) Not a predictor of growth or profitability, as claimed 3) Too much focus on it to the exclusion of other equally important metrics 4) Measures intention, not behavior – consumers don’t always do what they say they will do. More important is who is ACTUALLY referring your ski area to their friends. 5) Doesn’t capture inherent differences across customer segments – which can be significant (i.e., Baby Boomers vs. Gen X, by ticket type, by equipment type, etc.) 6) Can obscure major flaws in terms of the number of detractors (NPS of 50 could be 55% promoters and 5% detractors, or 70% promoters and 20% detractors)

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18% 30% 27% 31% 42% 36% 41% 42% 43% 46% 49% 54% 78% 90% 74% 75% 78% 72% 75% 75% 75% 76% 77% 80%

61% 60% 47% 44% 36% 36% 34% 33% 32% 30% 28% 26% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Likelihood of Return Next Winter Overall Satisfaction with your Experience Today Overall Employee Service Overall Cleanliness of Resort Quality of Trail Grooming Lift Ticket Purchase Process Availability of Lockers Visibility of Slope Signage On-Mountain Trail Singage Cleanliness of Restrooms Snow Conditions Lift Ticket Value (Quality For Price Paid)

Percent Satisfaction Attribute

NPS of 7s and 8s (for individual attribute) NPS of 9s and 10s (for individual attribute) Difference

Beyond Net Promoter

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Benchmarking

  • Comparisons/Benchmarking
  • To prior
  • To goal
  • To industry norms

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Satisfaction Benchmarking

8.9 8.7 8.6 8.1 8.1 7.9 7.7 7.9 7.2 7.8 6.8 6.5 5.7 6.3 9.9 9.7 9.5 9.2 9.7 9.4 9.4 8.5 8.7 9.2 7.8 7.2 8.2 7.7

4 5 6 7 8 9 10

Lift operators (71 out of 91 resorts) Overall lesson experience (37 out of 58 resorts) Overall rental satisfaction (4 out of 66 resorts) Grooming (76 out of 96 resorts) Level of slope crowding (77 out of 85 resorts) Variety/number of trails (29 out of 82 resorts) Overall lunch experience (40 out of 80 resorts)

Average Rating (1=Extremely Dissatisfied, 10=Extremely Satisfied)

RRC Satisfaction Ratings Index, 2011-12 Season

Overall Attributes (1 of 2)

Average Minimum Maximum Resort ABC

Resort ABC

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Economic Benchmarking

$40.08 $5.53 $10.17 $2.11 $2.25 $0.00 $4.04 $64.18 $32.23 $4.29 $6.50 $1.57 $2.92 $4.80 $5.49 $57.82

24.3% 29.0% 56.4% 33.9%

  • 23.1%
  • 100.0%
  • 26.4%

11.0%

  • 120%
  • 100%
  • 80%
  • 60%
  • 40%
  • 20%

0% 20% 40% 60% 80% $0 $10 $20 $30 $40 $50 $60 $70

Revenue per Skier Visit

MOUNTAIN X Northeast 7,501 -20,000 VTF/H % Difference

  • Identify areas of strength and areas of
  • pportunity
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How’d We Do?

81,000,000 emails throughout 11/12 season 40 ski resorts (representative sample illustrated here)

2011/2012 Email Open Rates

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Opens by Day of Week

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Conclusions

  • Accurate and representative research is

critical for informed decision-making

  • Focus on the most important numbers
  • Displaying information in a compelling way

can help to make your point

  • Strategies and tactics based on research are

superior to gut feel decisions

  • Benchmarking can reveal areas of strength

and weakness in a variety of arenas

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THANK YOU