This second stage of development will also offer a “single view” of customers across brands.
“We’re going to use a lot of Salesforce [customer relationship management] system through our sales and marketing and service and concierge. This will allow us to have a single view of our customer that is visible to all of these teams simultaneously across our brands,” Ms. Flanagan said.
“We are also increasing our gift card capabilities and our ability to be more personalized. [After this,] we will also begin to discover what loyalty looks like for a company like ours. We haven’t defined that yet. It could be an app that helps you navigate through our experiences.
Funlab operates in over 30 locations, including Strike Bowling, Holey Moley and six other brands ranging from arcade games to darts and karaoke.
The company is owned by private equity player TPG which authorized the additional “multi-million dollar” investment in digitization after the successful rebuilding of Funlab’s online booking systems.
Ms Flanagan wouldn’t divulge any details on the cost or return on the projects, but did reveal some details about how the new booking system had ‘shattered’ the company’s business case for the project .
“Crushed” sales targets
“It shattered his business case. It’s about [sales] conversion rate and average order value. Basically, we had 30% higher conversion rates than we expected from the campaign. For Holey Moley, the rate was 7.2%, up 30%, and we were expecting half of that, a 15% increase,” she said.
“Across all brands, we had average order values that were 15-30% higher than before. This means we earned 38% more revenue than our business case. It was proof that we had to move forward.
Merkle ANZ CEO John Riccio said Funlab’s work is to make booking as easy as possible for customers.
“Funlab was looking at this quite strategically since they started; “Let’s improve our reservation system” because they had significant dropouts because the design of the process was flawed,” Mr. Riccio said.
“So we looked at all the user research. We went into the market and asked people what they wanted, looked at the data, looked at what people were trying to accomplish, and redesigned their entire process.
“Before, you used to go through the whole process and not know if there was a niche slot available that you wanted until the end. We have therefore completely redesigned the reservation process, leading to an increase in reservations. This shows that with the right process, bookings could increase significantly. »
Merkle, part of multinational advertising group Dentsu, specializes in “transforming the customer experience,” Riccio said.
“Customer experience is how you translate brand values and principles and promise into the experience the customer has when they engage with you,” said Mr. Riccio, former partner at EY. and PwC.
“We help companies translate their brand promise and values into physical/digital experiences that customers can engage with. So we’ll do the strategy, we’ll help design those moments, and then we’ll make those experiences possible through technology.
In addition to providing consulting, Merkle creates websites, mobile applications and related database systems for clients using software such as Adobe and Sitecore, web content management software systems and workflow automation. marketing, and Salesforce.
Merkle has approximately 15,000 employees globally and was launched in Australia in 2020 by rebranding Dentsu’s existing customer experience transformation business. The local operation now has over 500 employees.
“About half of [Australian] the staff are tech-focused, including developers and programmers, while the other half is made up of a mix of strategy, data and creative professionals,” he said.
The company’s argument to customers is that it not only designs and builds the customer management systems, but its advisors also know how to use the collected data to improve the process and increase sales.
“We make sure the data requirements are built into the product design. So once online, you collect the right kind of data to then continually improve that experience and measure what works and what doesn’t,” Riccio said.
“You can use this data to optimize this whole journey from [customer] search, to the transaction, and then to the execution and service element on the back-end.