Sports and Entertainment Digital Maturity Assessment

@StratfordMgrsDT #DigitalMaturity #Seat2015
SPORTS AND ENTERTAINMENT
DIGITAL MATURITY ASSESSMENTTM
Conducted as part of the Sports and Entertainment Alliance in Technology Conference
held in San Francisco July 19 – 22, 2015

Introduction /Evolution of Digital
What we call “digital” today goes well beyond the typical responsibilities
of IT teams. Digital defined as channels being used to access
and enable transactions and interactions at any time on any platform and
device.
Digital has become a significant driver for the bottom line in terms
of cost savings and revenue uplift.
Therefore, what we call "Digital Maturity" has evolved from being able to
leverage digital technology only in customer and marketing channels to
leveraging digital and technology holistically across the enterprise.

The Challenges
In light of this:
• Who drives the digital agenda? How do you coordinate the
resources across the organization?
• Who is responsible for performance when responsibilities crosses
the entire organization?
• How do you prioritize what to do first?
• How do you develop a long term road map yet remain nimble, and
adopt a test and learn mentality?

What is the Digital Maturity AssessmentTM ?
• As part of the SEAT 2015 conference, Stratford Managers Corporation gave participants
from the pro sports, college, ticketing and venue industries access to the Digital Maturity
AssessmentTM online.
• The assessment is based on a survey evaluating an organization’s digital readiness
against five key dimensions that have been proven to drive digital performance:
1. Strategy: Enterprise vision, opportunity assessment, channel strategy
2. Customer Experience: Customer insight, ownership of customer experience
3. Technology and Data: Systems, analytics, platform and partner integration
4. Operational Processes: Processes supporting execution of strategy
5. People and Culture: Skills, behaviors required to capitalize on digital opportunities

What is the Digital Maturity AssessmentTM ?
Those five performance drivers are evaluated against four stages of maturity to provide a
Digital Maturity ScorecardTM back to the organization.
STAGE 1
Ad Hoc
STAGE 2
Emerging
STAGE 3
Advanced
STAGE 4
Optimized
Five Dimensions
1. Strategy
2. Customer Experience
3. Data and Technology
4. Operations/Manageme
nt
5. People and Culture
Non-existent or ad
hoc
Not understood
Not consistent
Not organized
Not formalized
Intuitive decision
making vs. data driven
Not documented
Occurs when necessary
Evaluated occasionally
Somewhat repeatable
Consistent and
Documented
Predictable
Evaluated often
Well managed
Understood
Continuous and
effective
Integrated
Proactive
Usually automated
Always evaluated

Who Participated
64%
12%
23%
80 Professional sports teams
from the NHL, NFL, MLS,
NBA, PGA, MLB, as well as
college teams and venues.
*The group included a few
ticketing organizations not shown
in this sector breakdown

Output / Benefits
Participating organizations received their
personalized scorecard analyzed against the
group’s average as well as:
• Immediate insight into digital strengths and
weaknesses across different parts of the
business compared against industry standards
• A blue print to take back to the rest of the
executive team for what actions to take for short
term rapid gain and longer term performance

Findings /Highlights

• From a total possible score of 72 (which would mean
the organization is in the 4th level of maturity, optimized
across all dimensions) the industry average was 43.5
• The digital maturity scores of individual organizations
ranged from the lowest at 25 to the highest at 65

Top 4 Challenges:
1. Lack of enterprise
vision and executive
buy-in
2. Collaboration
3. Appropriate funding
and resources
4. Customer data and
insight

Enterprise Vision
Ad Hoc
4%
Emerging
29%
Advanced
54%
Optimized
13%
• The majority (54%) say certain
departments leading the way. There is
collaboration amongst the teams and
resources are set aside but strategy is
not necessarily fully aligned.
• 29% say there is a basic digital strategy
in place with some executive support and
funding is by department.
• Only 13% said there is an integrated
enterprise digital vision, owned and
communicated by the Executive team
with dedicated annual funding.

Customer Experience
Everyone indicated that customer experience (CX) is a priority, however
the degree to which it is managed collaboratively and measured varies
greatly:
• 6% say there is no clear ownership of the CX
• 38% say CX is on the agenda of certain departments but
managed in siloes
• 39% say CX is part of enterprise vision and cross functional
teams are in place
• 17% can say that the CX is being proactively measured and
monitored.

Customer Journey/Channels
Major efforts are underway to understand and map the customer
journey (experience) across digital channels. This requires a strong
data and analytics strategy.
• Although 30% indicate they have a cross-channel strategy in
place with cross-departmental collaboration, only10% say the
role of each channel in the path to purchase is currently
understood.
• And only 5% indicate the customer experience is currently
consistent and seamless across channels and platforms.

Engagement /Listening
Ad Hoc
6%
Emerging
38%
Advanced
46%
Optimized
10%
• The majority (46%) indicate that the value of
social media is understood across the
organization and that some objectives and
KPIs are in place along with a cross
functional team.
• 38% report that they have a social media
presence but it’s not yet tied to business
outcomes.
• 10% report having a full social business
strategy in place with shared tools, real-time
engagement with customers, clear policies
and objectives tied to business outcomes.

Technology Governance
When it comes to technology governance and oversight, there is quite a bit of
divide:
• 47% say technology assets are known, however governance is not always
clear, there is project based budgeting as required.
• The other half (53%) report governance is firmly established, there is
collaboration and sharing of resources across the organization with dedicated
annual budget.
• Many (58%) are struggling with platform integration and legacy systems but
37% have a forward facing road map to deal with this.
• Not surprisingly for the sports and entertainment industry, 69% say there
is a high level of partner integration to improve customer service and fan
experience.

Data and Analytics
Ad Hoc
3%
Emerging
37%
Advanced
51%
Optimized
9%
• The majority (51%) report that the value of
data is recognized and an enterprise
strategy is being formed, data is being
mapped and integrated where needed.
• 9% have already accomplished this; data is
secure, accurate and integrated. The
velocity of data-driven decision-making has
progressed to weekly or daily.
• 37% say that data is analyzed and shared
manually; there are recognized gaps in
data and accuracy.

Operational Processes
Ad Hoc
8%
Emerging
56%
Advanced
21%
Optimized
15%
• The majority (56%) indicate that
project planning is being done in
siloes; there is recognition for the
need to further align efforts and
resources.
• 21% say that large initiatives at the
enterprise level are agreed upon but
only 15% report that a fully
integrated digital road map is in
place with strong Executive
alignment.

Operational Efficiency
Ad Hoc
8%
Emerging
44%
Advanced
42%
Optimized
6%
• Only 8% say that there is little to no
integration between physical and digital
channels used to serve the fan/customer.
• 44% say that technology is being
leveraged for core customer services (e-
commerce, ticket exchanges etc.) and
another 42% report there is a proactive
plan to transition to a digital-first approach.
• Only 6% can report that all steps in the
customer value chain are fully optimized
based on the value to the customer and
the business.

People and Culture/Skills
Ad Hoc
6%
Emerging
51%
Advanced
32%
Optimized
11%
• The majority (51%) indicate they have
limited resources and for the most part,
junior staff are assigned to digital
channels; there is no proactive plan for
training and education.
• 32% say there is senior level oversight of
the digital strategy with yearly education
and training budget.
• Only 10% indicate there is C-suite
oversight and know-how and that training
is proactively mapped against the goals
of the digital strategy.

Internal Engagement/Collaboration
• 40% say they have basic tools such as a simple intranet to help with internal
collaboration but it is largely supporting one-way communications.
• Another 40% say digital tools and technology are proactively used to facilitate
information sharing and workflows but only 11% say these tools are currently
leveraged to fully engage the staff in the enterprise digital strategy.
• Not surprisingly, 74% indicated that innovation is encouraged within their
organization and new ideas are welcomed but only 18% said a “test and
learn, fail fast” mentality is an accepted mode of operating.

Building Blocks
What will have the most impact in
raising your organization’s Digital IQ?
Organizations that are deriving the most value from digital channels have
common building blocks which contribute to their high level of digital
maturity…

Six Game Changers
1. Agree on an enterprise vision with full Executive participation.
• Without an agreed upon vision for where the organization is headed,
followed by full staff engagement, all other points below will be a
challenge. The first step in the visioning process is to understand your
starting point /current state.
1. Prioritize projects. Align resources.
• Build an integrated road map (2-3 year focus)
• Pick one or two focus areas and make big strides vs. making small
steps in multiple direction. This allows for progress much more quickly
and at scale.

Six Game Changers
3. Invest in data and analytics to drive customer insight.
• Almost anything can be measured. The right question is rather
what is meaningful? What do we need to know about our
customers in order to drive more value both for them and the
business.
4. Strive to understand the entire consumer journey.
• Study behaviors and expectations throughout every stage of the
customer lifecycle / fan experience.
• It’s not enough to meet the basic expectations. We must now
anticipate and plan for the next need. (This requires a solid data
and analytics strategy, hence point 3 above.)

Six Game Changers
5. Collaboration /Test and Learn
• Agree on a governance model. How will decisions be made and how
will we coordinate resources to meet our agreed-upon goals?
• Adopt a test and learn mentality. Although digital strategy requires a
long term road map, it’s also a journey where change is not the
exception but the norm. Start small with pilot projects.
6. Build and invest in digital skill sets.
• Digital is the new normal. It is inherent in every job and should not be
isolated. Develop or recruit digital talent across the organization, not
just in marketing.

Wrap Up
If you did not participate in the Digital Maturity AssessmentTM for SEAT
and would like to assess your organization’s readiness or to discuss how
we can help to develop your enterprise digital vison and road map, please
contact:
Isabelle Perreault
Vice President, Digital Transformation
Stratford Managers Corporation
Isabelle.Perreault@stratfordmanagers.com
www.stratfordmanagers.com

Sports and Entertainment Digital Maturity Assessment

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