“Defining the Customer gExperience”p

D B dDave BrandonBPAA 2012 B li S itBPAA 2012 Bowling Summit

The Meritage ResortNapa Valley, CaliforniaJ 22 25 2012January 22‐25, 2012

Full Disclosure Statement

“I have no expertise in your industry.  I have 

never written a book…and I don’t intend to do 

! d d d f hso!  However, I do understand some of the 

challenges you face in your industry, and Ichallenges you face in your industry, and I 

hope some of the things I have learned will 

add some value as you “change to grow!” 

D B d‐ Dave Brandon  

Defining the Customer Experience…

• An unconventional choice – “figure it out!” 

• What experiences can I bring to this topic?

• Creating a “Culture of Change”Creating a  Culture of Change

• Managing Complex Change – A process!

• The Product Life Cycle

“ h ”• “The Stress Curve”

• You have to have a plan!You have to have a plan!

• Questions ????

An Unconventional 

ChoiceChoice . . .

What Experiences Do I Bring to this Topic?

What Experiences pDo I Bring to this Topic?

What Experiences pDo I Bring to this Topic?

What Experiences pDo I Bring to this Topic?

Creating a Change Cultureg g

It all starts with strong hiring standardsg g

Assemble a team ready to challenge the status quo and change!status quo … and change!

Benchmark against the very best!

Be nimble… react to change with speed!

“You will either get better … or you will get worse” … Grow!!!

The Tip of the Iceberg

Resume Review

Phone/Video Interview

Face-to-Face Initial Interview

Reference ChecksReference Checks

Follow-Up Interview(s)

B k d Ch kBackground Checks

Spousal/Partner Meeting

Job Offer

The Tip of the Iceberg

Managing Complex Changeg g p g

Case for Change Vision Skills Incentives Resources Action Plan ChangeCase for Change Vision Skills Incentives Resources Action Plan Change

Vision Skills Incentives Resources Action Plan Status Quo

Case for Change Skills Incentives Resources Action Plan Confusion

Case for Change Vision Incentives Resources Action Plan Anxiety

Case for Change Vision Skills Resources Action Plan Gradual Change

Case for Change Vision Skills Incentives Action Plan Frustration

Case for Change Vision Skills Incentives Resources False Starts

Human Resources as a Strategic AdvantageThe Product Life CycleAdvantageThe Product Life Cycle

Birth Growth Maturity Death

Human Resources as a Strategic AdvantageAdvantage

“If you don’t know what t d kto do…ask your customer!”customer!

Sam Walton

A case study…..A case study…..

W A li h d G t ThiWe Accomplished Great Things…

Turnover reduction

Talent acquisition

Growth of market share – sales – profits

O /Sh h ld l tiOwner/Shareholder value creation

Wealth transfer to employees & familiesp y

But Things Started Getting TougherBut Things Started Getting Tougher…

Growth slowed!

Domestic sales went negative!

It felt like the decline stage of the product life cycle had arrived!!

What should we do?

I called itI called it,“Change to Grow”Change to Grow

We InvestedWe Invested…

(When others didn’t!)(When others didn t!)

In Our Team…

P l Pi liPeople Pipeline

Rising Talent

Salary Increases (pay for performance)performance)

Re‐set Annual Bonus         T tTargets

In Our Franchisees…

I d O ti E l ti R tIncreased Operations Evaluation Report frequency and standards

Franchisee re‐certification training program

Franchisee profitability initiativesFranchisee profitability initiatives

“Learn new tricks” 

Become “multiple ball jugglers”s”!

In Product R&D…

In Product R&D…

In Technology…gy

In Technology…gy

In Technology…gy

In Technology…gy

In Marketing…g

More weeks on TVMore weeks on TV

Sharper research / analytics

Deeper involvement inDeeper involvement in the “new media”

Sh t “ l ” t thShout “value” to the consumer!!

We Worked to Be Nimble & Quick!

Consumers change fast!Consumers change fast!

“Go to market” quickly

Be flexible – Don’t fear change!change!

Not all BIG ideas require BIG !!money!!

Did it Work?

Growing salesGrowing sales

Positive trafficPositive traffic

Growing domestic business again!Growing domestic business again!

The culture is strong and so are the results!The culture is strong…and so are the results!

Organizational Behavior/Performance“The Stress Curve”The Stress Curve

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Anxiety - Stress - TensionLo Mid Hi

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• 80 % of all bowlers < 44

• From 12,000 centers to approx. 5,200

• 70 million people bowl every year + 40 % since 1998year … + 40 % since 1998

• Intense competition –l k f i llack of price leverage

Your Challenges and Opportunities:

• Identify where YOU are on the Product Life Cycle

• Renew/Refresh/Extend your Brand and Business

• Listen to your Customers (current and prospective)

• Create a Culture of Change – Change to Grow!

• Be Bold – Invest in your Future

d h k h !• Create a PLAN and Benchmark Against the Very Best!

Questions????