2. Digital Transformation, you, your members
and your suppliers

3. Industry:
• Digital transformation
• Innovation & collaboration
• Marketing transformation
Members:
• Demand from members
• Demand to suppliers
• Digital journeys (if time)
2x Breakout sessions
Overview
Overview

4. About bigwave…
Currently working with over
200 clients and over 400
leisure facilities.
Predominantly Leisure &
Cultural Trusts, Local
Authorities, Universities and
private operators
Full service marketing
agency working nationally

5. A selection of our clients

6. DIGITAL
TRANSFORMATION

7. Digital transformation refers to the changes
associated with the application
of digital technology in all aspects of human
society.
Digital transformation may be thought as the
third stage of embracing digital technologies:
digital competence→ digital literacy → digital transformation.

8. Source: Detaf Le Grand, Flickr

9. Disruption…

10. INNOVATION

11. COLLABORATION

12. Disruption…

13. MARKETING
DISRUPTION/TRANSFORMATION

14. Digital transformation in
marketing
• Mobile / responsive web
• Mobile apps
• E-marketing - automation
• SMS - automation
• Social media
• Digital advertising / PPC
• Search engine optimisation
• Digital content
• Digital training needs

15. CampaignsIntegrated campaigns

16. Digital transformation
@BigWaveMedia…
Structure & systems
• New staffing
• In-house training
• External training
• Workflow systems
• Cloud drives
• New equipment
• Cloud conferencing & webinars
• Cloud based artwork proofing
• On Demand edit to print
• Internal & external social media

17. Where is the Sport & Leisure sector
and what opportunities are there?

24. Crowd funding

25. DEMAND FROM MEMBERS

26. Everything,
Now!

27. Realtimecomms

28. Ondemand

29. Engagement

30. WORKSHOP
Where/how has your organisation
digitally transformed?

31. DEMAND TO SUPPLIERS
OR NEW TO MARKET
(including start ups)

32. 3D print

33. Robots &
Sensors

34. Betatesting/Concepts

36. WORKSHOP
What could digitally transform:
Your members
Your organisation
The sport & leisure sector

37. • Collaboration
• Listening to demand
• Driving the demand
• Delivering to an ‘on demand’ society
• Focused on collection or use of data
Transformation

38. DIGITAL JOURNEYS

39. Stimulus
ZMOT
----------------------------
Pre-purchase
First moment
of truth
----------------------------
In centre /online
Second moment
of truth
----------------------------
Experience
The zero moment of truth (ZMOT)
Digitaljourneys

40. Stimulus

41. ZMOT
-----------------------
Pre-purchase

42. First moment
of truth
----------------------------
Online
In centre Online

43. Second moment of
truth
----------------------------
Experience

44. ----------------------------
In centre /online

45. Multi-device journey
First moment
----------------------------
Purchase
Stimulus
ZMOT
----------------------------
Pre-purchase
& Reducing friction

48. Carl Bennett
Founder/Director at
amber Health Insight Ltd
Expert Advisor - Commissioning Support for Local Authorities (cCLOA & Sport England)
Elected Trustee & Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing
Intervention Design
@CSBenno & @AmberHILtd

49. Some of the things we are going to cover
Identifying Valid, Reliable & Current ‘Local’ Data, Information & Priorities
Evidence Identification & Building – Standing out from the crowd
Horizon scanning for The Emerging Issues

50. Who said:
“Anyone who has never made a mistake has
never tried anything new”
“Insanity: doing the same
thing over and over again and
expecting different results”
results”

51. Who Said?
“Individuals less suited to the environment are less likely to survive…”
“A struggle for survival ensues…”
“Individuals in a population vary significantly from one another”

52. On the Origin of Species by Means of Natural
Selection, or the Preservation of Favoured Races
in the Struggle for Life
Charles Darwin 1859
“Individuals that are
poorly adapted to their
environment are less
likely to survive…”

53. Darwin’s Theory suggests Time = Evolution

55. Sport England’s Chief Executive, Jennie Price, said:
“These are really disappointing results. Whilst we’ve seen the number of
people playing sport increase by 1.4 million since we won the right to host the
London 2012 Games, these results highlight that our current investment model
has delivered all the growth available in the traditional markets for sports.”

56. Valid - Reliable - Current
3 Crucial Tests
Identifying Valid, Reliable & Current
‘Local’ Data, Information and Priorities
Where should we look?
What might you find?
Key Q: Do you trust what you have found?

57. Identifying Need
Needs Assessment
“A systematic procedure for determining the nature and extent of needs
(health) in a population, the causes and contributing factors to those needs
and the human, organizational and community resources which are available
to respond to these”
Reference: Modified Definition; WHO Glossary of Health Terms 2014 (Last, 2001; Wright, 2001)

58. Where to find ‘Needs’
Your shopping list for data / information should include:
Joint Strategic Needs Assessment – LA web and published documents incl;
Annual Report and web based six month update to statistics/data
Health Profiles

60. Where to find ‘Needs’
Your shopping list for data / information should include:
Joint Strategic Needs Assessment – LA web and published documents incl;
Annual Report and web based six month update to statistics/data
Public Health Summary
Director of Public Health Annual Report – Sets the scene for local health issues

62. Other places to find Needs & Priorities
LA Corporate Plan – CCG Local Delivery Plan – Regeneration Plan
Employment Action Plan – Police & Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan
Health & Wellbeing Board Plan & Annual Report
Need must be established & addressed at the
development stage of interventions,
not by retro-fitting as a best fit!
Intervention design must be shaped by local need and clearly
demonstrate how they contribute to the local priorities. Providers
must be able to articulate intervention benefits, impact, outputs
and outcomes and clearly demonstrate a causal link.

63. Inequalities
Health inequality and inequity
Health inequalities can be defined as differences in health status or in the
distribution of health determinants between different population groups. It is
important to distinguish between inequality in health and inequity. Some health
inequalities are attributable to biological variations or free choice and others are
attributable to the external environment and conditions mainly outside the
control of the individuals concerned. In the first case it may be impossible or
ethically or ideologically unacceptable to change the health determinants and
so the health inequalities are unavoidable. In the second, the uneven
distribution may be unnecessary and avoidable as well as unjust and unfair, so
that the resulting health inequalities also lead to inequity in health.
Reference: WHO Glossary of Health Terms 2014
Emerging Issues

64. Travelling east from Westminster, each tube stop represents nearly
one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
Bermondsey
Canada
Water
Canary
Wharf
North
Greenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have life
expectancy spans varying by years. For instance, there
are eight stops between Westminster and Canning Town
on the Jubilee Line – so as one travels east, each stop, on
average, marks nearly a year of shortened lifespan. 1
River Thames
1 Source: Analysis by London Health Observatory using Office for National Statistics data. Diagram produced by Department of Health
Male Life
Expectancy
71.6 (CI 69.9-73.3)
Female Life
Expectancy
80.6 (CI 78.7-82.5)
Male Life
Expectancy
77.7 (CI 75.6-79.7)
Female Life Expectancy
84.2 (CI 81.7-86.6)

65. Emerging Issues
Health Literacy
Health Literacy has been defined as the cognitive and social skills which
determine the motivation and ability of individuals to gain access to,
understand and use information in ways which promote and maintain good
health. Health Literacy means more than being able to read pamphlets and
successfully make appointments. By improving people's access to health
information and their capacity to use it effectively, health literacy is critical to
empowerment.
Reference: Nutbeam, D. (1998) Health Promotion Glossary, Health Promotion International
Local Challenge: In Stoke on Trent 49% of the local population have been
identified as having poor Health Literacy. Add to this the average reading
age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report: Marshall, Roberts & Wisher; Information by Design: 2014*)

66. www.businessdictionary.com
Segmentation
Emerging Issues
“The process of defining and sub-dividing a large homogenous
market into clearly identifiable segments having similar needs,
wants or demand characteristics”

67. Department of Health “Commissioning is the strategic activity of assessing
needs, resources and current services and developing a strategy to make
best use of available resources to meet identified needs”
Audit Commission “The process of specifying, securing and monitoring
services to meet individuals’ needs both in the short and long term. As such
it covers what might be viewed as the purchasing process as well as a more
strategic approach to shaping the market for care to meet future needs”
I see it as: The act of investing targeted resources (people
and £) with the aim of improving health, reducing
inequalities and enhancing customer experience using the
available evidence and ensuring value for money for the
outputs produced and that these align with the local
priorities to produce measurable outcomes.
The Biggest Emerging Issue:
Introducing the Concept of Commissioning “The World
Providers are Entering…”
Definitions

68. Priorities
Needs
Resources
Users
communities
Delivery
options
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA & Sport
generally
found here
Decisions
are made
here

69. It’s All About…
OUTCOMES

70. When Outputs become an Outcome…
Output (out'pʊt') n. An amount produced or
manufactured during a certain time
Using a ‘Production’ analogy:
Outcome (out'kŭm‘) n.
An end result; a consequence

71. Service
Outputs
Intermediate
outcomes
Your Programmes
& Interventions
Overarching
strategic
outcomes
Benefits
Logic Model Template – Demonstrating Outcomes
http://www.local.gov.uk/culture-tourism-and-sport/-/journal_content/56/10180/3510559/ARTICLE

72. Evidence Building – Standing out from
the crowd
Using tools to generate evidence is crucial – The time is ‘right’ for all to generate
evidence of what works. Systematic ‘Evaluation’ will produce evidence at scale.
If you don’t evaluate – prove your products/services work – what’s the point?
Providers, especially those within Local Authority and Trust control, have to prove
their interventions work.
Austerity is providing an excuse to review effectiveness of services and if they
don’t stack up they will get cut!
Lots of evidence exists to help shape/inform intervention design, especially those
related to health improvement:
- National Institute for Health and Care Excellence www.nice.org.uk
- British Heart Foundation National Centre for Physical Activity
www.bhfactive.org.uk
- Centers for Disease Control (America) www.cdc.gov
- cCLOA www.cloa.org.uk/current-issues
- Sport England www.sportengland.org/research/
- Local Government Association www.lga.gov.uk
- Sporta www.sporta.org/case-studies

73. Data & Information
Public Health England are encouraging different sectors to become ‘Data
Science’ savvy
UK active have championed the Data issue for some time and now generate Data &
Information via a number of initiatives ie Research Institute, Promising Practice in PA,
Turning the Tide, Generation Inactive & Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science
competency building:
Get it – Analyse it – Use it – Govern it
Brilliant quote:
“Data is the crude oil – it’s how you refine it, how you work with it, that makes
it valuable”
Jonathan Woodward, Business Lead for BI and Analytics at Microsoft UK
https://publichealthmatters.blog.gov.uk/2015/11/09/phe-data-week-big-data-data-science-and-public-health/

75. The things we have covered
Identifying Valid, Reliable & Current ‘Local’ Data, Information & Priorities
Evidence Building – Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes – Why they are important
The importance of Data Science
Darwin & Einstein’s Theories of Change

76. Thank you for listening & Contributing
Any Questions / Observations / Points to Share?
Carl Bennett
carl@amberhealthinsight.com
M 07870271743
www.amberhealthinsight.com
@CSBenno & @AmberHILtd

89. Large trust using feedback-Focus
335 comments in total across 40+ sites in October
Customers can select several experience categories.

91. Community Sport Facility using feedback- Focus
94 comments in total for 1 site in October
Customers can select several experience categories.

93. Small Trust using feedback- Focus
63 comments in total across 4 sites in October
Customers can select several experience categories.

95. Add some theatre

99. Online Enquiries, does the quality &
speed of response matter?
Lesley Aitken
www.nurturingskills.com

100. www.nurturingskills.com
A NEW TREND HAD SPRUNG…..
LEAD RESPONSE MANAGEMENT
Anyone can do it. Almost No One Does!

101. www.nurturingskills.com
2, 500 memberships sold
52% enquired online!

102. www.nurturingskills.com
50% via online enquiries
30% new member referrals
13% outreach
7% adverts
WHAT YOUR SOURCE REPORT
COULD LOOK LIKE

103. DATA POINTS OF A LEAD LIFE CYCLE
www.nurturingskills.com
1. LEAD CREATED TIME
2. FIRST CONTACT TIME
3. FIRST QUALIFICATION TIME

104. LEAD RESPONSE STUDY
In November 2015 -
20 sites were contacted via their website.
www.nurturingskills.com

105. SUMMARY OF RESULTS
www.nurturingskills.com
Companies do not respond fast enough to internet leads
• Average of 30 hours response time
• Only 20% were actually spoken to
• 20% of leads didn’t get a response
• 60% received an email from a sales person
• 80% never got called at all
The ones that were spoken to took an average of
8 minutes response time by phone.

106. LEAD CREATED TIME
www.nurturingskills.com
19 / 20 of the websites were quick to navigate to
complete a web enquiry form

107. www.nurturingskills.com
Autoresponder Email Call No
Response
4 √
1 √ √
1 √
11 √
3 √ √
LEAD RESPONSE ACTIONS

108. FIRST CONTACT TIME
www.nurturingskills.com
20% responded within an hour
35% responded within one to 24 hours
25% took more than 24 hours
20% didn’t respond at all

109. EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct
debit £29.99
We do a 12 month contract for £25.99 and the last membership is the cheapest full
annual prepaid for £280.69 there is also a £20.00 joining fee on all options can I
suggest coming into the gym to take a look around at our facilities would you be free
this week?
www.nurturingskills.comwww.nurturingskills.com

110. FIRST CONTACT TIME – Case Study
www.nurturingskills.com
FACT:
Fast response times result in a higher close ratio
Queen’s Park Sports Centre
188 online enquiries in just 4 weeks
136 joined
72% close rate

111. FIRST CONTACT TIME – Case Study
www.nurturingskills.com
 All leads receive an autoresponder
 Contacted by phone within 15 mins
(except overnight hours)
The sales team know immediately when
an online enquiry is registered.

112. FIRST QUALIFICATION TIME
www.nurturingskills.com
The 4 calls that were made by sales people to the web enquiries ticked all the
boxes:
 Interests
 Goals
 Provided correct information
 Seen as experts in their fields (not sales people)
 Inspired the prospect to take action

113. TRUTHS ABOUT YOUR PROSPECTS
www.nurturingskills.com
Urgent response
Right email at the right time
Short life
They are going to buy
They are not just after information about prices

114. UNDERSTANDING THE WEB
ENQUIRER
www.nurturingskills.com
Every enquirer goes through an
“emotional journey”

115. SALES CALL REACTIONS
www.nurturingskills.com
Combative sales calls
Unemotional sales calls
Friendly Sales calls
 Synergistic sales calls

116. TURNING IT ALL AROUND
www.nurturingskills.com
FIVE EASY STEPS
1. Make a list of all the sales enquiries you receive
2. Decide on your ideal outcome
3. Design questions or information you can reply with
4. Align IT, online marketing and sales
5. Agree and stick to your lead response time

117. 7 TIPS TO IMPROVE YOUR LEAD
RESPONSE PERFORMANCE
www.nurturingskills.com
1. Define contact-handling performance targets for enquiries
2. Educate and up skill your “enquiry handling team”
3. Measure & motivate call performance
4. Monitor web enquiries to sales
5. Manage peak enquiry periods
6. Prioritise urgent customer contact calls
7. Independent audit of performance

118. INSIGHT MAGIC…..
www.nurturingskills.com
• IDENTIFY staff who deserve praise or reward
• INDICATE training needs and confirm after the
training how effective the sales and service
training has been
• IMPLEMENT new sales processes to help your
staff to deliver exceptional customer service

119. GET YOUR SALES TEAM an…
EXPRESSO MACHINE
www.nurturingskills.com

120. www.nurturingskills.com
www.facebook.com/NurturingSkills
@Lesley_at_NS
Lesley Aitken
M +44 7815 800939
enquiries@nurturingskills.com

122. INSIGHT 2015
Alex Burrows, Director, 4 global Consulting
“The first time from within the leisure sector this type
of initiative has been developed for the leisure sector
– a game changer”
Phil White, Head of IT, Places for People

124. Who is Mike Richards?

125. And what about our sector
How many different activity names
were being used across the first 125
sites (7 operators) that joined the
DataHub?
20,052
257How many versions of football
activity names were listed?
5,343
How many versions of fitness activity
names were listed?
What does good really look like?!

126. Joining the dots

128. The DataHub Today
• Sector leaders working together
• Relevant information at the fingertips of
EVERY operator
• Easy and simple to use – all modules in
one place (coordination across approved
specialist Partners)

129. LONGER TERM
Single customer view
Fully integrated into Partner
modules (customer & operator
journey)

130. 2013
• Pilot stage
• Proof of concept
• LMS integration
2014
• 50+ million visits
• 34.7 million
individual activity
bookings
2015
• 1,000 sport & leisure sites
• 250+ million visits per year
Sector Leaders
Standards/Gover
nance
NGBs/ Specialists
Modules/
standards/
infrastructure
Operators
Give / share/ use
data

132. DataHub Break Out
NOW
1. What are your current A) campaign and B) research objectives
(e.g. address low utilisation, need for new members, address
customer complaints, because we’ve always done it this way?!)
1. What typically triggers these activities (quarterly reports,
contract commitments etc.). A) campaign and B) research
1. How would you categorise common marketing campaigns (one
month free, bring a friend, exclusive new activity offer etc.)
2. How do you review the success of marketing or research
programmes?

133. Imagine if…..
You could join the dots today….

134. You were able to standardise your data to understand what’s
happening and specifically where YOU could be doing better
Imagine if…..

135. You had consistent reporting that highlighted relative
underperformance to the respective staff member
(organisational management)
Imagine if…..

136. There was access to an independent source of information to
identify the extent of underperformance (growth opportunity)
& optimal programmes for YOUR customers at YOUR facilities
Imagine if…..

137. You could proactively target customer feedback gathering to
prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine if…..

138. You could profile your customer base and identify the local
gaps across YOUR community….
And that you had proactive support from NGBs and other
delivery partners to target these gaps
Imagine if…..

139. SROI Calculator
Summary
PERIOD: MARCH 2014 – APRIL 2015
CENTRE: Deben Pool
SPORT/PROGRAMME: Badminton Smash Up
Social Value: £534,270
Index score: 87
You could accurately evidence the return YOUR facilities and
programmes are delivering to the local community
Imagine if…..

140. SROI Calculator
You could pro-actively plan where and how you can positively
impact YOUR community even more
Imagine if…..

141. You could understand the propensity of residents within
these gaps to do activities at YOUR facility
WHO, WHAT, WHEN, WHY
Imagine if…..
Informed partner
engagement and
funding allocation
Knowing what the
likely commercial
return is - total value
of prospects =
£££ savings

142. User database
(INSERT
NAME)
Creation date Number of
customers
Source
BADMINTON
OCT TARGET
1/10/15 352 Badminton
drop out
MEMBER
UPSELL
10/10/15 500 Member
participation
decline
SWIM NEW
ACTIVOTY
17/10/15 450 Previous swim
programme
customers
SELECT AND
TARGET
You or a delivery partner of yours had a mechanism to target
these high value or priority individuals/communities
Imagine if…..

143. You or a delivery partner knew what kind of message and
delivery channel had the highest likelihood of success with
EACH individual
Imagine if…..
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise
campaign
Campaign
objective
TARGET AND
TRACK
Previous
campaign
KPIs

144. Marketing Intelligence
User database
(INSERT
NAME)
Campaign sent Objective Outcome
BADMINTON
OCT TARGET
1/10/15 Participation
next 28 days
110/352
31.3%
MEMBER
UPSELL
10/10/15 At least one
class last week
250/500
50.0%
SWIM NEW
ACTIVOTY
17/10/15 Participation in
new activity
55/450
12.2%
You could track the impact of your interventions and use sector
intelligence to continuously improve YOUR results (ROI)
Imagine if…..

145. TARGET
TRIGGER
TRACK
Continuous
improvement

146. DataHub Break Out
completing the picture
2016, what would you do differently?
1. Campaign and research objectives
1. What could now trigger these activities?
2. What difference would this make to you organisation?

147. DataHub Break Out
completing the picture
1) Retention - re-engage with targeted offer
Campaign success: 75%
Average customer value £9.50 per week
Target segment: 100
2) New customers targeting
(propensity filter applied/
targeted offer)
Campaign success: 50%
Average customer value: £5
per week
Target segment: 300
3) Upsell: new offer – target high
propensity based on current
activity profile
Campaign success: 70%
Average customer value £3.50 per
week
Target segment: 250

148. www.DataHubClub.com
DataHub@4global.com
Alex.Burrows@4global.com @4global1