Darlington Hippodrome
Darlington Hippodrome is a theatre with a rich heritage. It was founded in 1907 as a hippodrome; then known as a very specific type of music hall, popular for about five years towards the end of Edward VI’s reign. They took their name from the ancient Greek venue where horse-drawn chariot races took place, and specialised in animal-orientated entertainment: circuses, menageries and performing animals. Since then, the theatre has expanded and has been been hosting plays, opera, comedy, music, dance and pantomime to suit its everchanging audiences.
The Brief:
Darlington Hippodrome needed some help with establishing ticketing requirements both online and onsite. They also needed assistance in understanding what is and isn’t possible and what’s available in the market. Finally, the theatre required us to create documents to support communication with vendors. These documents were created to procure software to support and balance operational needs with their “ideal customer journey” scenario.
The Proposal:
We proposed the following in two parts
Part 1:
two half day workshops to scope additional software requirements and to check assumptions made from the review;
surveys for team members to gather further information about current system usage;
individual team meetings to understand detailed requirements and day-to-day operations.
Part 2
Production of a full tender RFP document which could be sent to vendors and advertised in appropriate locations to attract proposals from interested software suppliers.
Administration of the tender process end to end, ensuring vendors do not contact the client directly during the process and continue to use us as a point person until a contract is signed.
Production of a full report of all tender responses with easy to understand summaries and price comparisons. This included recommendations and a shortlist.
Work with suppliers to ensure demonstrations are organised and conducive to choosing a supplier.
The Process:
As well as carrying out the items prosposed above, throughout the process QLINE also attended demonstrations to make sure the clients requirements were adhered to, the scope was agreed, and that any gaps are identified and recorded.
Worked with the client and their chosen vendor to contract signature, ensuring both parties involved are in agreement of project scope, project timelines, ongoing cost and support.
QLINE also led initial meetings with the chosen vendor and managed project planning.
The Outcome:
Part 1 included a feedback report on findings from workshops and documentation for review with the project team; detailing next steps and overall recommendations for the project.
These deliverables are the core of QLINE Consulting’s business model. They not only help the client with the technical aspects of choosing a system but expand business understanding and bring teams together, helping to break down any reluctance to engage; getting the project off to a strong start. Off the back of these workshops, QLINE communicates client needs to current vendors or takes your project to market to find a new supplier who can fit your requirements.
The output for part 2 was a vendor shortlist compiled alongside booked demonstrations. QLINE works with clients in this part of the project to attract as many tender responses as possible to meet client needs. In our experience the more vendors you see the more room for negotiation you have with your shortlist. By inviting a wide range of responses, you can be sure to find the right value for your business whilst not scrimping on meeting your business requirements.
The Verdict:
“…”
— Rebecca Howarth, Sales and Marketing Manager, Darlington Hippodrome
