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Capitalizing on the Customer as an Asset

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Submitted By jenjenjenjenjen
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The company chosen for this imperative paper on “Capitalizing on the Customer as an Asset” is The Pool Room Bar & Billiards out of Lawrence, Kansas. The Pool Room is a locally established, individually owned pool hall that was established in 1988. (4) The Pool Room Bar & Billiards is a “throwback to the pool halls of yore” and neighborhood bar located in the basement of the Hillcrest Shopping Center. (4) The pool hall is moderately priced, offering a “serviceable selection of beer and cocktails.” (4) In addition to cocktails and eight and nine ball pool tables, the establishment has a dance floor, shuffleboard, mega touch games, a couple slot machines, projection and big screen televisions, arcade games, darts, a jukebox and a back room available for rent that has a capacity of 200. (3) The bar has an active Facebook account that was just recently setup in February. (5)

The bar currently hosts techno parties in the back room on Friday nights; a deejay featuring hip hop and nineties rock music with dancing on Saturday nights; American Pool Association (APA) pool leagues on Tuesday nights; poker on Friday, Saturday and Sunday nights; various music venues throughout the year ranging from local musicians to blue grass to rap to rock-n-roll; and nightly drink specials. (1) In past years, the bar has had other businesses set up within it ranging from a variety of restaurants to recently a brewery. (2) They also used to have nightly pool tournaments and pool leagues running four nights a week. (2)

The current customer demographic “skews older, but the Pool Room attracts players of all stripes and solids.” (4) You will find a different crowd depending upon the current event and time of day at the establishment. The older crowd is drawn in during the day time and early evening hours. The pool players, all ranging in age, are drawn in during tournaments, leagues and mid-evening hours. The younger crowd usually comes in on the weekend nights and during music events. (1, 2)

The business was extremely successful in years past yielding over $800,000.00 in annual sales but over the past five years, it has suffered and currently is barely staying afloat. (2) Just in the last two months the owner has had to decide whether he was going to even keep the business open or close it down. (2) When asked about what he believed the decline in business was caused from he responded that, “the local smoking ban the City of Lawrence implemented in 2006 followed by the state of economy in 2008 really affected business negatively and our bottom line suffered.” (2) When asked about what efforts were being made to turn things around for the bar, the responses were lacking. In summation, I was advised that due to the recent death of an investor they were suffering from a lack of capital and therefore, at the current time they were scraping the bottom of the barrel to stay open and didn’t have the resources to utilize towards additional efforts. (2) The manager advised that they had recently renovated and started a Facebook account and were currently distributing flyers around downtown. (1) When I further inquired about what marketing efforts were being utilized currently, neither the owner nor the manager had anything to offer in response.

I was amazed at the lack of action and lack of marketing that was occurring especially given the grim situation the business was in. Looking around the establishment though, it didn’t take rocket science to figure out this business didn’t have a real focus on their customers. Noticeably, the pool tables needed attention with cleaning and leveling; the entire establishment needed a good cleaning; minor repairs throughout had been left unattended; some gaming equipment was out or order and broken; there was nothing more than a single sign behind the bar indicating the daily drink special so a lack of educating the customers or advertising was happening; and I could go on and on in this area just with my observations. When addressing the owner about my observations he stuck to the lack of capital as his explanation. (2) However, when probing the manager without the owner present, I got a different response. The manager advised me that every time he had a suggestion for improving the situation, he was advised no regardless of how little effort or little to no cost the idea would require. (1) For one example, he let the owner know several years ago that the crowd the bar was drawing in the late evenings and nights was changing drastically. With the change in crowd, he found that specific liquor was being requested that they currently didn’t keep in stock. He suggested ordering these liquors to satisfy customer demand and was told he couldn’t order it due to the type of clientele that liquor would draw in. (1) It became very evident that in order for the business to get back on their feet, they would need to capitalize on their customers as assets.

First and foremost, the business must commit to the type of clientele they want to cater to. I would suggest based on their given situation that they embrace every customer type that they are attracting and tailor to each demographic specifically. To begin, they need to get back to basics. This is a pool hall, yet they currently are only hosting pool leagues there one night a week and pool tournaments are happening sporadically. (1) They need to get pool leagues going again three or four nights a week at minimum to include in house leagues and APA leagues and they need to host tournaments at least two or three times a week again at night. This would be relatively inexpensive other than advertising which that cost could be kept minimal. In addition to increasing pool play, they need to increase their pool table counts to what they once were. Right now, they only have twelve regular sized tables setup when at one time they had wall to wall tables totaling twenty-three regular sized, three tournament sized and a snooker table. (1) This too would be relatively inexpensive just requiring some minor manual labor with setup and cleaning and then a few minor repairs where costs could be managed as they still have the tables, they were just disassembled. (1) These actions would be beneficial to the business as a whole but particularly would allow the business to zone in on their core customer base.

To further the recommendation of specifically catering to each clientele type, I would recommend that that carry the liquors the customers are currently requesting, fix the broken gaming equipment and develop a layout to continue to serve their entire customer base with separation in mind to allow the pool player demographic to have some separation from the younger dance hip hop crowd since these two types coexist in the bar during an overlapping period in the evenings. (1) The current building layout would allow for them to simply rearrange their current setup to accommodate separation of the different client types and with minimal repair costs and some in house manual labor, all of these suggestions are cost effective and would result in repeat customers and customer loyalty.

Since the smoking ban caused a negative impact on the bar, they really need to establish a smoking patio or deck area where customers who smoke can go. Right now, customers hang around the front and back doors to smoke and wander around the parking lot. (1,3) This is not good for business no matter how you look at it. Non-smokers don’t want to meander through the smoke or groups of smokers hanging out just to enter or exit the business and smokers want to have an area to go to. It would be relatively cheap to throw some tables together and setup a smoking area as they have the capacity to do so in two separate areas outside of the bar. My last recommendation for this paper (as I could go on and on with recommendations for improvements for this business) is to develop a loyalty program specific to their different clientele. For example, the younger and older customers could be given a loyalty card rewarding them for repeat visits with a discount after the “x” number of transactions in the form of a punch card. The pool playing customers could be given a loyalty card rewarding them with a specific amount of free table play in the form of a punch card providing they are on a team league or in house league. In addition to the loyalty program, customers could also be given referral cards to give out and if a new customer comes in and submits the referral card, the customer could be awarded an incentive.

In order for the company to “tip,” it would be beneficial for them to make these changes and then embark on some type (any really) of advertising more so than just distributing flyers around town. The addition of their Facebook site in February was good and they should maintain that. I would recommend they continue with the flyers as well, consider radio or newspaper advertising and put their daily, weekly and monthly specials and events on display throughout the pool hall and on their Facebook site. I would also recommend they try to get the local newspaper to run an article about the revamping of the business once completed. As I stated before, they need to get back to basics and can do so by expanding their pool playing to include tournaments inviting other pool halls from around Lawrence, Topeka and Kansas City. In the last year, they hosted the APA league’s semifinal pool tournament and had very lousy feedback from the customers that tournament brought in. (1) I would recommend they host more of those events after changes have been made in hopes word of mouth will work to their benefit.

Becoming involved in the community is another recommendation I would make since the business has been doing so poorly for so many years. They need to make everyone in the community aware of improvements to the business and the fact that they once again will be catering to the pool playing clientele.

These are just a few recommendations as this business is really suffering and I feel these ideas are the best starting point for them to capitalize on customers as assets. All of these have areas for improvement and further development would only take minimal time to implement. These actions would create a platform for creating a “word of mouth” epidemic that the business so desperately needs. As more and more people become aware of the improvements made, the more chance the company will encounter a much needed Connector or Maven or Salesperson.

Bibliography

1. Personal interview. 9 Mar. 2014 General Manager of The Pool Room, Joshua V. Thompson.

2. Personal interview. 9 Mar 2014
Owner of The Pool Room, Andy Agnew

3. "The Pool Room - Lawrence, KS." KU Nights. N.p., n.d. Web. 9 Mar. 2014. <http://kunights.com/profile/pool-room>.

4. "The Pool Room." The Pitch Directory. Foundation, n.d. Web. 8 Mar. 2014. <http://www.pitch.com/kansascity/the-pool-room/Location?oid=2204185>.

5. Thompson, Joshua, Sky King, and Andy Agnew. "The Pool Room LKU - Lawrence, Kansas - Pool & Billiards, Bar | Facebook." Facebook. The Pool Room, n.d. Web. 8 Mar. 2014. <https://www.facebook.com/ThePoolRoomLKU>.

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