• Summary
• Model: Virtuous Circle
• Drivers & Levers

• 5 Strategic Pillars
• Efficiency Ratios & Opportunity
• Retention Channel Engine

• Next Steps
• Contact Information

Club Universal™ is a strategy and blueprint that optimizes the impact of a club's brand, its relationship with its customers, and drives competitive advantage.

The global ecosystem empowers the individual to engage, and delivers through physical and virtual means a virtuous circle of connect, engage, consume, reward and retain to maximize monetization frequency, customer acquisition and retention probability.

The club’s strategic plan dictates the scope and scale of the ecosystem, the investment required, the commercial revenue targets dependent on the ecosystem, and the time-line for its development and operational phase-in. Within the plan, the drivers of the project are: forecasts and targets for revenue, costs and free cash flow; the moves by competitors; and the latent demand of consumers.

Strategic partnerships with technology and infrastructure leaders are critical to the success of the project.  They provide expertise in the selection and integration of new technology components with those that exist, the minimization of risk and maximization of quality, utility, and delivery, and the realization of efficiencies and return on investment.

• Societal concept of belonging
• More than a member
• More than a fan

• Cognitive intelligence
• Knowing the person
• Shaping experiences

• Currency of the ecosystem and loyalty program

• Loyalty and reward programs
• Habituates engagement
• Retains the customer

• Physical and virtual points of engagement and purchase
• Shaped within context

No matter how much effort is put into increasing top of funnel, if the buckets leaks, then it is not possible to see true growth, nor maximize monetization efficiency, nor capture a full return on investment

There are forces intrinsic to loyalty and reward programs that lead consumers to greater levels of consumption with higher levels of frequency and efficiency.

These forces must be marshalled and leveraged to maximize return on investment and harvest competitive advantage.

The story is illustrated by these metrics:

Sports clubs and their fans form an affinity bond that is unbreakable once established - the fan's interest may wax and wane but loyalty never breaks. Commercial retention and affinity are distinctly different but can work synergistically.

The driving force behind monetization of the ecosystem first and foremost is retention:

 ⚽  Retention is established, groomed and scaled through the interactions between the club and the individual.
 ⚽  The rhythym and quality of these interactions must be choreographed and directly one-to-one.
 ⚽  Monetization efficiency scales with both Retention and Affinity.
 ⚽  The majority of communication needs to be outside-the-purchase ↦ Retention Channel.
 ⚽  The engine to drive these communications ↦ Retention Channel Engine.

The patented dGo-on platform functions as a Retention Channel Engine.

It is a critical component of Club Universal™ that conducts incentive laced engagements that are structured, ordered and critically one-to-one.  In addition, for membership structured clubs it functions as a critical component of the club's governance. Here is more information on dGo-on.

We are in the process of updating our data.  This panel will be available with the latest information shortly.

Call us to discuss your specific situation.

A typical engagement begins with an audit of the club's situation:

• the historical story and vision for the future
• financial and economic factors
• the people forming the potential ecosystem
• an inventory of the assets available and being put to work
• the technology platforms deployed and their integration
• the markets targeted and demographic landscape
• current performance and comparatives to peers
• the conflicts, challenges and opportunities.

From there the options and possibilities can be identified and evaluated, and a project plan developed.

The club’s strategic plan dictates the scope and scale of the ecosystem that is possible, the investment required, the commercial revenue targets dependent on the ecosystem, and the time-line for its development and operational phase-in. Within the plan, the drivers of the project are: forecasts and targets for revenue, costs and free cash flow; the moves by competitors; and the latent demand of consumers.

Strategic partnerships with technology and infrastructure leaders are critical to the success of the project.  They provide expertise in the selection and integration of new technology components with those that exist, the minimization of risk and maximization of quality, utility, and delivery, and the realization of efficiencies and return on investment.