How will the merger of Green 4 Solutions and 4Sight Sport & Leisure impact the sports and leisure industry. What changes can clients expect from this unified entity. Why is customer data becoming increasingly important in the sports and leisure sector. How does the merger aim to improve customer satisfaction and value generation.
The Strategic Merger of Green 4 Solutions and 4Sight Sport & Leisure
In a significant move to enhance their offerings to the Sport & Leisure industry, Green 4 Solutions has announced its merger with 4Sight Sport & Leisure. This strategic consolidation aims to create a single operating entity, combining the strengths of both organizations to deliver greater value to their clients.
Green 4 Solutions, established in 2005, has evolved from a simple CRM and e-communications solution provider to an industry leader in unified CRM-based booking and customer engagement platforms. With over 70 clients across 20 countries and more than 25 million customer records, Green 4 has established a strong presence in the market.
4Sight Sport & Leisure, on the other hand, has been focusing on helping clients generate significant value from technology through strategic and operational data-driven insight-led services.
The Driving Forces Behind the Merger
The decision to merge comes as a result of several factors:
- Successful partnership between the two organizations
- Growing demand for tangible results from clients
- Increasing importance of customer data in the industry
- Need for a more integrated approach to software and services
By combining their expertise and resources, the merged entity aims to provide a more comprehensive solution to capture, understand, and utilize customer data for improved customer relationships.
Key Objectives and Benefits of the Merger
The merger is set to bring several benefits to both the company and its clients:
- Enhanced focus on generating results
- Improved software development processes
- Streamlined systems implementation
- Better aftersales and account management services
- Increased customer satisfaction
- Greater emphasis on insight-led digital services
How will these objectives translate into tangible benefits for clients? The merged entity aims to provide a more cohesive and efficient service, combining Green 4’s technological expertise with 4Sight’s strategic insights. This synergy is expected to result in more effective customer engagement strategies and improved ROI for clients.
Leadership and Vision for the Future
To steer the newly merged company towards success, Garry Adamson has been appointed as the Managing Director. Adamson, who previously led the 4Sight business, brings a strong customer service focus and extensive expertise in CRM and customer strategies.
What does this leadership change mean for the company’s direction? Under Adamson’s guidance, the company aims to:
- Develop and deliver a strategy that combines the best of Green 4 and 4Sight
- Provide a leading data-driven CRM & customer engagement platform
- Help clients achieve their fan & customer goals more effectively
The Evolving Landscape of Customer Data in Sports and Leisure
The merger comes at a time when the importance and value of customer data in the sports and leisure industry are at an all-time high. Why is customer data becoming increasingly crucial?
- Personalized experiences: Data allows organizations to tailor their offerings to individual preferences.
- Improved engagement: Understanding customer behavior leads to more effective communication strategies.
- Revenue optimization: Data-driven insights can help identify new revenue streams and optimize existing ones.
- Operational efficiency: Customer data can inform decision-making processes, leading to more efficient operations.
How does the merger address this growing need for data-driven solutions? By combining Green 4’s robust CRM platform with 4Sight’s strategic insights, the new entity is better positioned to help clients harness the power of customer data effectively.
Impact on Existing Clients and Services
What changes can existing clients expect from this merger? While the full details of the integration are yet to be revealed, clients can anticipate:
- A more comprehensive suite of services
- Enhanced customer support and account management
- Improved integration between software solutions and strategic services
- Access to a broader pool of expertise and resources
How will the merger affect ongoing projects and contracts? The company has assured that the transition will be smooth, with a focus on minimizing disruptions to existing services while gradually introducing improvements.
The Future of CRM and Customer Engagement in Sports and Leisure
As the sports and leisure industry continues to evolve, what trends can we expect in CRM and customer engagement?
- Increased focus on omnichannel experiences
- Greater integration of artificial intelligence and machine learning
- Enhanced data analytics capabilities
- More emphasis on real-time engagement and personalization
How does the merger position the new entity to address these trends? By combining Green 4’s technological capabilities with 4Sight’s strategic insights, the merged company is well-equipped to develop innovative solutions that align with these industry trends.
Challenges and Opportunities in the Post-Merger Landscape
While the merger presents numerous opportunities, it also comes with its set of challenges. What are some potential hurdles the new entity might face?
- Integration of different organizational cultures
- Aligning software development processes
- Harmonizing client relationships and contracts
- Maintaining service quality during the transition
How does the company plan to address these challenges? The appointment of Garry Adamson as Managing Director is a strategic move to ensure smooth integration. His experience in both organizations positions him well to navigate these challenges and capitalize on the opportunities presented by the merger.
Expanding Global Reach and Market Presence
With Green 4’s existing presence in 20 countries, how does the merger impact the company’s global strategy? The consolidation of resources and expertise is likely to strengthen the company’s position in existing markets while also opening doors to new opportunities. This expanded reach could benefit clients by:
- Providing access to a wider range of international best practices
- Enabling more effective cross-border customer engagement strategies
- Facilitating knowledge sharing across different markets and sectors
Innovation in Software Development and Service Delivery
How will the merger influence the company’s approach to software development and service delivery? The combined entity is expected to leverage its enhanced resources to:
- Accelerate the development of new features and functionalities
- Improve the integration between software solutions and strategic services
- Invest in cutting-edge technologies to stay ahead of industry trends
- Develop more customized solutions to meet specific client needs
Enhancing Data Security and Compliance Measures
With the increasing focus on customer data, how does the merger address concerns about data security and regulatory compliance? The new entity is likely to prioritize:
- Strengthening data protection measures across all platforms
- Ensuring compliance with global data protection regulations
- Implementing best practices in data governance and management
- Providing clients with enhanced tools for data privacy and consent management
Fostering Industry Partnerships and Collaborations
How might the merger impact the company’s approach to industry partnerships? The consolidated entity could seek to:
- Expand its network of technology partners to enhance its offerings
- Collaborate with sports and leisure organizations to develop industry-specific solutions
- Engage in research partnerships to drive innovation in customer engagement strategies
- Participate more actively in industry events and forums to share insights and best practices
Empowering Clients through Education and Training
How will the merger impact the company’s approach to client education and training? The new entity may focus on:
- Developing comprehensive training programs to help clients maximize the value of their solutions
- Organizing regular workshops and webinars on industry trends and best practices
- Creating a knowledge base of case studies and success stories to inspire and guide clients
- Offering personalized consulting services to address specific client challenges
Adapting to the Post-Pandemic Landscape
How does the merger position the company to address the challenges and opportunities presented by the post-pandemic sports and leisure industry? The consolidated entity may focus on:
- Developing solutions to support hybrid events and experiences
- Enhancing digital engagement capabilities to cater to changing consumer behaviors
- Creating tools to help clients manage capacity restrictions and safety protocols
- Providing analytics to help clients understand and adapt to new consumer trends
As the sports and leisure industry continues to evolve, the merger of Green 4 Solutions and 4Sight Sport & Leisure represents a significant step towards more integrated, data-driven customer engagement solutions. By combining their strengths, the new entity is well-positioned to help clients navigate the challenges and opportunities of the digital age, ultimately enhancing the fan and customer experience across the sports and leisure sector.
Green 4 and 4 Sight Merger | Green 4
Green 4 Solutions are excited to announce some important changes as we seek to continuously improve the value we offer to the Sport & Leisure industry.
Green 4 Solutions has seen significant growth since our inception in 2005. Our platform has evolved, from a simple CRM & ecomms solution, into an industry leading, unified, CRM based booking and customer engagement platform. We now have over 70 clients in 20 countries with over 25 million customer records held within our platform.
More recently, we have worked closely with partner organisation, 4Sight Sport & Leisure. The 4Sight proposition aims to support clients in generating significant value from our technology – through the provision of strategic and operational data driven insight led services.
Due to the success of this partnership, and the growing requirement to focus on delivering tangible results for our clients, we are pleased to announce that Green 4 Solutions and 4Sight Sport & Leisure will become one single operating entity with immediate effect.
The importance and value of customer data has never been greater, this move reflects our vision to help our clients to capture, understand and utilise customer data to improve their customer relationships through the provision of our software and services.
The ‘merger’ will help us to place an even greater emphasis on the generation of results within our key processes of: software development, systems implementation, aftersales and account management service. The key objective will be to drive increased customer satisfaction amongst our clients and help to ensure our solution generates required value with a focus on insight led digital based services.
To ensure that we maximise the benefits from this merger, Garry Adamson will become Managing Director of the new, larger company.
Garry successfully led the 4Sight business and has a strong customer service focus as well as being a leading expert in CRM and customer strategies with a wealth of experience in this area.
As MD, Garry will be responsible for developing and delivering a strategy that seeks to combine the best of Green 4 and 4Sight. The overriding aim is to provide a leading data driven CRM & customer engagement platform that helps our clients achieve their fan & customer goals.
If you have any questions about this, please contact us as follows:
Garry Adamson – [email protected].
| 2021-05-21 | Annual Accounts | Audit exemption subsidiary accounts made up to 2019-12-31 | details | |
| 2021-05-21 | Notice of agreement to exemption from audit of accounts | Notice of agreement to exemption from audit of accounts for period ending 31/12/19 | details | |
| 2021-05-21 | Audit exemption statement of guarantee by parent company | Audit exemption statement of guarantee by parent company for period ending 31/12/19 | details | |
| 2021-05-20 | Consolidated accounts of parent company for subsidiary company | Consolidated accounts of parent company for subsidiary company period ending 31/12/19 | details | |
| 2021-05-12 | Notice of striking-off action discontinued | Compulsory strike-off action has been discontinued | details | |
| 2021-05-11 | First notification of strike-off action in London Gazette (Section 1000) | First Gazette notice for compulsory strike-off | details | |
| 2020-12-15 | Change of accounting reference date | Previous accounting period shortened from 2019-12-31 to 2019-12-30 | details | |
| 2020-09-16 | Confirmation Statement | Confirmation statement made on 2020-07-14 with no updates | details | |
| 2019-09-11 | Annual Accounts | Micro company accounts made up to 2018-12-31 | details | |
| 2019-07-22 | Confirmation Statement | Confirmation statement made on 2019-07-14 with no updates | details | |
| 2019-03-15 | Change of registered office address | Registered office address changed from Unit 5, Second Floor the Courtyard 707 Warwick Road Solihull B91 3DA England to Gladstone House Hithercroft Road Wallingford OX10 9BT on 2019-03-15 | details | |
| 2019-03-13 | Appointment of director | Appointment of Mr Scott Ryan Saklad as a director on 2019-03-11 | details | |
| 2019-03-12 | Appointment of secretary | Appointment of Mr Chris Down as a secretary on 2019-03-11 | details | |
| 2019-03-12 | Termination of appointment of director | Termination of appointment of Garry Michael Adamson as a director on 2019-03-11 | details | |
| 2019-03-12 | Termination of appointment of director | Termination of appointment of Elliot Ronald Metcalfe as a director on 2019-03-11 | details | |
| 2019-03-12 | Termination of appointment of secretary | Termination of appointment of Sherry Ann Rolls as a secretary on 2019-03-11 | details | |
| 2019-03-12 | Change of registered office address | Registered office address changed from 16/17 Midland Court Central Park Lutterworth Leicestershire LE17 4PN to Unit 5, Second Floor the Courtyard 707 Warwick Road Solihull B91 3DA on 2019-03-12 | details | |
| 2019-03-12 | Appointment of director | Appointment of Mr Richard Clancy as a director on 2019-03-11 | details | |
| 2019-03-12 | Appointment of director | Appointment of Mr Robert Alan Mortimer as a director on 2019-03-11 | details | |
| 2018-09-27 | Annual Accounts | Micro company accounts made up to 2017-12-31 | details |
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Sports Vision Training – Plainfield IL
The Sports Vision Performance Section of the American Optometric Association is a great resource to find the nearest office with a Sports Vision Emphasis for your family athlete.
If you have an athlete it just makes sense to see the family eye doctor that specializes in Sports Vision beyond wellness and medical eye care.
Sports Doctor Radio, part 1
Sports Doctor Radio, part 2
King-Devick Concussion Baseline Test:
Repeated injury is the real danger, and this screening test makes the decision to play or stay on the sideline.
FREE Sports Vision Assessment
Ask how our doctor can use portable technology at your next practice or meeting to provide a complementary sports vision assessment for your team?
M&S Sports Performance Vision
MVP (Maximum Vision Potential)
Macular pigment testing, contrast sensitivity with and without glare, and consultation of dietary habits to make recommendations for improvement.
4Sight iCare advances performance through technology.
Maculare Pigment Score
OPD Scan III
M&S Vision 20/20 with Glare and Contrast
Fit Light Trainer
Neurotracker
Individualized Sports Vision Training:
Ten minute assessment of status followed by fifty or twenty minutes of Individualized, sport (and position) specific exercises designed to improve an area of visual processing.
(Discounts available for group sessions). Homework to be assigned.
Training involves measurements, exercises for the eyes and mind, counseling to improve macular pigment consumption, and re-measure to monitor improvement:
Multiple measurements beyond a normal eye exam:
Snellen acuity to 20/10 with wavefront optimized analysis, contrast sensitivity with and without glare, dynamic acuity, stereoscopic depth perception, phoric eye posture, macular pigment, visual processing speed, hand/foot-eye coordination, reaction time, and multiple object tracking. A consultation with the doctor reviews the results of tests and provides opportunity for the athlete to place emphasis on an area of focus.
A personalized plan is developed by the doctor complete with vision correction if needed, home exercises, in office focus and eye movement exercises, reaction time practice, neural processing exercises of visual information, dietary consultation, and multiple object tracking skills developed at the office.
Please Contact Us for more information.
4sight: Week 1 15/10/20 | 4global
The impact of local restrictions
Local restrictions led to 7% less leisure centre participation in areas with local restrictions, as a result of reduced consumer confidence.
Following announcements that indoor gyms and leisure facilities could open on 25th July on 2020, it wasn’t long before the first ‘local restrictions’ were put in place.
While indoor gyms and leisure facilities were allowed to re-open on 25th July 2020, there has been a range of ‘local restrictions’ on movement in certain areas, starting with Leicester in July and most recently leading to the national ‘tiered’ framework announced on October 12th.
Apart from the most recent Tier 3 restrictions, this has not led to forced closure of facilities in the sport and physical activity sector.
However, at 4global we believe it has negatively affected consumer confidence in the use of leisure facilities, reducing activity and participation at facilities in restricted areas.
Insight generated from DataHub indicates that, in the first 8 weeks following local restrictions being imposed, there is a worsening trend for participation in areas that have been restricted, with week 8 of this period showing a 7% reduction* in participation, compared to facilities in areas of no restrictions.
This is forecasted to worsen as facilities in Tier 3 areas are forced to close, both in terms of the total loss of throughput in the areas, as well as a reduction in consumer confidence across the country.
For further information or to enquire about 4global’s insight services, including COVID19 Business Recovery Modelling, please contact [email protected]
*all percentage differences are associated with participation in the specific week, compared to participation during the same week in 2019.
Following announcements that indoor gyms and leisure facilities could open on 25th July on 2020, it wasn’t long before the first ‘local restrictions’ were put in place.
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90,000 CRM system as the key to the success of the World Cup
On the eve of the FIFA World Cup in Russia, we will tell you about the foreign experience of using the sales automation process and increasing fan loyalty during large-scale sports tournaments.
In 2013, before the holding of the World Rugby Cup, the international federation of this sport decided to change the approach to organizing the tournament. As in any western sport focused on maximizing profits, the stake was made on working with fans, and in particular attracting a new audience.
The result impressed even the most inveterate skeptics – a record number of viewers and TV viewers watched 28 matches of the championship.
Nearly 75,000 fans attended the final in London, setting the world record for attendance in an international rugby match.
Preparing the conditions for success
The organizers of the Rugby League World Cup 2013 set an ambitious goal for themselves: to make the championship the best in history. Implementation of the CRM system and strict adherence to the marketing strategy were chosen as the key tools.
A year before the Championship, the organizers decided on the goals and CRM-system in which they will work.
Mark Foster, Marketing Manager:
We knew the importance of collecting customer data.This is necessary for feedback so that we can have information that is meaningful to the fans. We also knew that this database would be an important legacy for the future of our sport. As a result, we chose 4Sight Sport, which was supposed to help us implement CRM and work out all the business processes of the World Cup in it.
After the audit, 4Sight identified integration solutions, developed a sales funnel and a scheme for using key stages during the tournament.
The analysis of the consumer behavior of fans was done according to the traditional marketing model of AIDA: attention, interest, desire and action – as key phases before and during the tournament.
Luca Lacy, CRM Consultant at 4Sight:
We knew that early on in implementation, the key issue was not the sales process itself, but raising awareness of the tournament. Therefore, the main task was to collect and analyze the preferences of fans in order to assess what might interest them, so that later we could turn interest into a desire to buy.
Each stage of implementation included detailed analysis and system tuning. Also, the integrator carried out work to determine the key target groups that could be targeted in accordance with the developed marketing communications.
One of the implementation stages was the integration of the Rugby League World Cup 2013 official website and the CRM system.
By processing the data filled in by fans on the Championship landing page, the CRM system distributed clients by target audience segments.One of the main tasks in this process was the qualification of fans living in the South of England and London.
The fact is that rugby is most popular in the north of the country, for the World Cup to reach a new audience, the organizers wanted to pay additional attention to the widest possible audience of Great Britain. To this end, special attention was paid to analytics, branding and communication strategy of attracting audiences to the “grand finals” at Wembley, where as a result the number of fans from southern England amounted to 70% of all viewers.
The interest of fans from more “traditional territories” was much easier to study, as the organizers had a lot of data, but it is still important that these groups receive the same level of information and communication with them was the same targeted.
Attracting and capturing an audience
Another integration of the CRM system was automatic customer notifications. The bulk of messages, which were triggered mailings consisting of more than 100 chains of letters, were delivered in five weeks.The notifications were a mixture of engaging content and automated sales messages consisting of pre-match, post-match, and other “special” emails and messages.
Before the introduction of CRM, the average email open rate was 20% –25%. After that, it surpassed the campaign averages and amounted to 41%. Fans also found the content of the automated notifications and emails to be attractive – the average click-through on links averaged over 40%.
Thus, the implementation of a CRM system as one of the main tools for increasing loyalty and attracting fans has become the main factor in the success of the tournament.This made the Rugby League World Cup one of the most successful sporting events of 2013.
Original case
At CEDIA-2017, Control4 presented an updated version of its 4Sight system with advanced features
At CEDIA 2017, Control4 unveiled an updated version of its 4Sight system with enhanced features.
1. Convenient personalization of automation systems by the homeowners themselves (Hands-on Homeowner Personalization).
Homeowners have always wanted to be able to change and fine-tune their system without calling the dealer home. This feature has been at the top of inquiries from dealers and their customers for a very long time. Now with the new “When >> Then” feature, customers interested in adjusting the functionality of their home automation system can do just that.
With just a few clicks, a homeowner can bind keyboard buttons to a playlist, create custom push notifications, and schedule smart lighting in the home.The client’s fantasies are now limited only by the availability of products and systems installed in the house.
The concept is simple, but the method is effective
When something happens, then something needs to be done. The “When >> Then” feature was created to make it easier for customers to tweak and fine-tune the automation in their home, yet simple enough not to call the dealer for support.
