The value of a “people-based currency”

Customers say one thing and do another. The role of Marketing is to help lessen that gap through understanding and data. If you get this right, success will follow.

That’s exactly what we did at the UK’s largest late night entertainment operator, the Deltic Group; generating 282% sales growth, 6.9 million footfall across their venues and record growth in social metrics – including social media reach up by 17 million in one quarter and 38,000 more Facebook likes in the same period.

With 59 venues across the UK and a diverse portfolio of brands to manage, including Pryzm, Liquid, Oceana and Chicago’s, the Deltic Group is a major player in the late night economy. But we started to notice that the way customers wanted to interact with their brands had changed. Similarly, the way that brands now needed to interact with their audience had also changed. So we developed a pioneering new strategy, moving from a financial-based currency to a people-based currency.

Our new strategy would leverage the power of social media to build a community for each of our brands, this would give us the platform to engage in two-way conversation with our customers. It would also add speed and agility to our marketing, capitalising on new opportunities like the Pokemon craze.

However, the secret to the success of our new strategy was how we decentralised our approach to social media. Under the new strategy marketing assets would now be produced at head office, then cascaded out to all of their venues. The Venue Managers would then use social listening to identify breaking news, the latest trends or to pick up on the language being used in their local area.

Venue Managers would then combine this “local information” with the central assets to produce marketing campaigns that are timely, relevant, targeted and highly-effective. If we had tried to run these campaigns from centre, they just would not have sight of the “local knowledge” that is the key to this strategy. So we developed the concept of national framework – local execution.

Both Head Office and Venue Managers at the Deltic Group use the complete social media management platform, SocialSignIn, to manage all of their social listening, social media marketing and social customer service requirements. Delivering an integrated, efficient and very successful approach.

Everything is now about engagement for the Deltic Group, our communications need to resonate with our social communities if they are to be “accepted” by their audience. This means the content we produce must add value or entertain if it is going to be shared by our customers. This meant moving away from just selling.

Social reports from within their social media management platform allows Deltic Group to understand which content is sticking and at what time, enabling them to define targeted strategies for each social media channel. They also built a social media forum, where all of their Venue Managers can share ideas and develop personas.

With social media now regarded as web 2.0 and the first place that customers search for information, the Deltic Group has been quick to capitalise on this from a customer service perspective. Profile pages are kept fresh and up to date with the latest information, and private messages and comments are responded to quickly so that social media becomes the first point of contact. Keeping these digital interactions as “human” as possible also helps to diffuse any volatile situations, in a way that just would not be possible using channels like email.

We see ourselves in some way like Arsenal FC, we build machines for our Venue Managers to use, giving them the best artwork, database, training and social media tools to use. So when they get out on the pitch, there are no excuses. The reason we are quite good at what we do, is that we know what’s happening in the local area for each of our brands, so those Managers in those areas can engage their local social communities very effectively by using their local interests.

Discover more secrets to how the Deltic Group grew their sales growth by 282% in 12 months.


About the Writer:tim

Tim Howard’s nightclub career began with Mecca Leisure in 1984 where he held a number of management positions before the company was acquired by Rank in 1990. During his time at Rank, Tim launched Leisure World in Hemel Hempstead, a large high street entertainment business, and introduced new bar concept Jumpin Jaks, which grew to 28 venues.  In 2000 Tim joined Luminar PLC and held various management positions including Head of Entertainment & Campaigns prior to joining The Deltic Group team.

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