Capturing the end-to-end ticket purchase and game day experience for Toronto FC fans
In spring of 2016, I assembled a working group of over 20 people at various levels to capture the end-to-end customer experience of purchasing tickets and attending a Toronto FC game for two key fan segments. The objective of this work was to identify ways to improve season seat-holder retention rates, to inform Toronto FC's mobile & digital strategy and to help align departmental strategies.
This was the first major journey mapping initiative undertaken at MLSE, and it was important to convince business leaders of the benefits of the approach. Acting as internal consultant and project lead, I wrote and presented the project proposal to executive leadership and held preliminary needs meetings with stakeholders. I worked with my design analyst to develop, plan and facilitate five different workshops, working schedules around the availability of various key participants. Collaboration with various members of the Business Intelligence team was critical in order to gather customer and market research, and develop personas.
PROCESS
The process involved:
- Proposal writing
- Requirements gathering
- Research
- Workshop design, planning & facilitation
- Persona development
- Context mapping
- Empathy mapping
- Touchpoint mapping
- Journey map design
- Group analysis & pain point prioritization
- Collaborative solutioning
- Recommendations
OUTCOMES
The Toronto FC journey mapping project has helped to inform longer term digital strategies for both BMO Field and Toronto FC. In addition, a quick win has already been realised through the decision made by managers (in-workshop) to provide more digital information and email about stadium features and food items. The addition of food features to game-related emails has resulted in significant sales lifts for featured items.
Besides highlighting opportunities to improve MLSE’s own services and amenities, the sessions underscored the severity of post-game crowding in the GO train tunnel. By raising awareness of the impact of tunnel congestion on fan experience, customer retention, and fan safety, the project incited senior leaders to be more active in lobbying for change. While not a quick fix, I am proud to have encouraged action on an important issue previously given little priority.