KPI CASE STUDIES IN ACTION

Transcription

1 KPI CASE STUDIES IN ACTION

2 INTRODUCTIONS Trevor S. Mitchell, CAE, Director of Membership & Strategy, American Mensa Tori Liu, Director of Information Systems, Global Cold Chain Alliance Jason Gudenius, Senior Account Director, Marketing General Inc.

3 OVERVIEW OF SESSION Sharing of Case Studies of Various KPI s in Action Organizational Membership Campaigns Questions

4 AMERICAN MENSA CASE STUDY A LOOK AT ORGANIZATIONAL KPI

5 KPI S AT MANY LEVELS Organizational Department Individual

6 Department Goal Priority % Associate Level Department Number of Goals 1 - On Track, Substantially Complete or Complete Ratings' definitions can be found Trevor Mitchell Director Membership 5 on the "Workbook Setup & 2 - Not Yet Started, NA Goal Removed or Moderate Issues Instructions" Tab 9 - Significant Issues Department Goal Steps to Achieve Start End Status Note Yellow and Red Status Issues Complete 0=No 1=Yes Project Type 0=Existing 1=New Goal Priority (1-5) Goal 1 Membership 1. Increased membership and establish strategy for membership recruitment, retention, engagement and value Increase membership satisfactions as demonstrated by increased retention Increase new membership via testing and prior evidence Review benefits and value proposition Create and implement customer persona s for membership efforts 7/1/2015 3/31/ Goal 2 Administration Successfully integrate metrics, tracking and goal setting into operations Develop tracking tool. Implement tracking tool. Ensure staff are keeping it updated on status. Work with Directors on discussions. Implement quarterly discussion points and board updates. 7/1/2015 3/31/ Goal 3 Goal 4 Administration Membership Develop resources and aids for board members about process. Gather data and key information for board. Ensure consultant is on board with the direction. Leverage Planning Committee for ideas and vetting of key parts of the strategy. Incorporate strategy into budget planning and committee direction. Guide the Board through strategic planning Establish clear and regular communication channels. Survey to leaders to understand needs. Develop programs to create healthier Program assessment on needs, actions, and plans more robust chapters/local groups that Coordinate responsible committees to develop key resources. increase the value and enhance the membership experience 7/1/2015 3/31/ /1/2015 3/31/ Organizational Goal Priority % 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 0% 6% 0% 1, 6% 9, 5% 8, 5% 2, 13% Create RFI and RFP Gather feedback and responses. Create buy in from staff, board, and other key stakeholders. Present to the board a proposed solution and data gathered from process. Goal 5 IT Successfully lead organization through AMS vendor identification and selection 7/1/ /31/ process. Goal 6 4/1/2015 3/31/2016 Goal 7 4/1/2015 3/31/2016 Goal 8 4/1/2015 3/31/2016 Goal 9 4/1/2015 3/31/2016 Goal 10 4/1/2015 3/31/2016 7, 19% 6, 13% 5, 19% 3, 6% 4, 6%

7 1A- MembershipIncreas e member satisfaction through engagement with 1B- MembershipIncreas e motivation for people to join and retain 1C- MembershipOffer convenient and welcoming qualification 1D- MembershipEncour age and support diversity within the membership - no 2A- GovernanceIncreas e understanding about roles, responsibilities 2B- GovernancePromot e a collegial atmosphere that is supportive of 2C- GovernanceDecrea se barriers to effective work and decision systems 3A-Leadership DevelopmentAttract new leaders in all age groups - % of new volunteers in 3B-Leadership DevelopmentIncrea se the number of members willing to serve in elected 4A-Public AwarenessRaise public awareness and capitalize on the public 4B-Public AwarenessPromote Mensa brand through licensing, partnerships and 4C-Public AwarenessVigilantl y protect the brand through education, monitoring and 5A- FinanceIncrease non-dues revenue 5B-Finance Maintain strong financial position for the health of the organization - 5C-FinanceEnsure compliance with appropriate regulatory requirements - no Departmental Goals & Resources Assigned Organizational Goals & Resources Assigned

8 Schedule Resources Scope Issues/Risks High Risk Override (ONLY Type "9" to Override) Total Risk Level 4B-, 10, 6% 4A-, 6, 3% 3B-, 3, 2% 4C-, 6, 3% 3A-, 13, 7% Number of Dept Goals Supporting Each Organizational Goal 2C-, 17, 9% 5A-, 12, 7% 5B-, 5, 5C-, 3% 4, 2% 1A-, 24, 13% 1D-, 22, 12% 1B-, 26, 15% 1C-, 8, 5% 1A- 1B- 1C- 1D- 2A- 2B- 2C- 3A- 3B- 4A- 4B- 4C- 5A- 5B- 5C- Department Level Data Department # of Staff # of Goals Avg # of Goals Executive Lead Administration Pam Communication Pam Finance Pam Foundation Pam IT Pam Marketing Pam Membership Pam Staff Level Data Level # of Staff # of Goals Avg # of Goals Executive Director Staff (See comments in this cell for instructions) Department Goals MGR Risk Review 1=Green 2=Yellow 9=Red 2B-, 7, 4% 2A-, 17, 9% Admin 1 - Provide support to the organization and its strategic objectives Admin 2 - Provide valued support to the Board and its appointees Admin 3 - Provide ongoing staff development and support Admin 4 - Provide financial services for the organization

9 Organizational Goal Percent Complete Goal # Strategic Goals Metrics Metric Goal Metric Result % Goal % Complete Risk Level 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% 1A- Membership Increase member satisfaction through engagement with local groups, SIGs, recognition programs, events, and online services - Retention Rate 88% 91.9% 104% 8% Membership Increase motivation for people to join and retain membership resulting in overall membership growth - Total Members 57,000 50,026 88% 8% B C- 1D- Membership Offer convenient and welcoming qualification testing to those interested in membership - no measurement NA NA 100% 24% Membership Encourage and support diversity within the membership - no measurement NA NA 100% 9% A- Governance Increase understanding about roles, responsibilities and relationships among the board of directors, committees, national office staff, and local groups - no measurement NA NA 100% 10% B- 2C- Governance Promote a collegial atmosphere that is supportive of approved actions and is welcoming to unique perspectives - no measurement NA NA 100% 25% 5 5 Governance Decrease barriers to effective work and decision systems - no measurement NA NA 100% 10% A- Leadership Development Attract new leaders in all age groups - % of new volunteers in overall volunteer pool Need to establish Need to establish 2% B- Leadership Development Increase the number of members willing to serve in elected and appointed positions - # of local groups considered high functioning/healthy Need to establish Need to establish 11% Public Awareness Raise public awareness and capitalize on the public perception of the prestige of Mensa - # of value generating partnerships 2% 4 4 4A B- Public Awareness Promote Mensa brand through licensing, partnerships and other means to increase value and awareness - # of revenue generating partnerships 1% C- 5A- Public Awareness Vigilantly protect the brand through education, monitoring and partnership with Mensa worldwide - no measurement NA NA 100% 2% 4 4 Finance Increase non-dues revenue $ 870,806 $ 350, % 1% B- 5C- Finance Maintain strong financial position for the health of the organization - Net Operations (Bottom line profit/loss) $(123,510.00) $ 4, % 0% 5 5 Finance Ensure compliance with appropriate regulatory requirements - no measurement NA NA 100% 0%

10 DATA OVERLOAD

11 LESSONS LEARNED Benefits Lots of information Mapping of Individual to Organization Board is happy Down Side Time to track Are we really tracking what s important?

12 GLOBAL COLD CHAIN ALLIANCE CASE STUDY A LOOK AT KPI FOR MEMBERSHIP RECRUITMENT AND RETENTION

13 THE PROBLEM

14 FINDING THE RIGHT VENDOR(S) ASK ABOUT: Cultural fit Cost implementation and recurring Capacity staff resources, time Integration Infrastructure

15 DEVELOPING BUSINESS QUESTIONS

16 THE PROCESS Scope Communicate Collect Analyze Clean

17 KEY QUESTIONS ANSWERED

18 KEY QUESTIONS ANSWERED

19 ACTIONABLE INFORMATION

20 ACTIONABLE INFORMATION

21 MEASURE PERFORMANCE

22 MGI CASE STUDY KPI RENEWAL LIKELIHOOD MODEL

23 MGI CASE STUDY: KPI - RENEWAL LIKELIHOOD MODEL Main Goal of the Model: To evaluate all engagement behaviors against member renewal history and identify those behaviors that have the strongest impact on member renewal. A data-driven marketing strategy that encourages these important behaviors and improves member renewal can then be developed.

24 WHAT KINDS OF DATA CAN BE ANALYZED? Engagement activities, including but not limited to: Webinar participation White paper downloads Conference/meeting attendance Volunteer engagements with the organization Donations Product purchases Professional development Subscriptions Etc.

25 OUTCOMES FROM THE MODEL Model results include a list of all engagement behaviors that have a statistically significant effect on member renewal All statistically significant behaviors have a positive or a negative score assigned to them to reflect the level of contribution to member renewal. The most important engagement behaviors that increase the likelihood of member renewal are outlined Recommended potential strategies to improve member renewal based on the KPI model findings

26 MGI CLIENT EXAMPLE: VARIABLES WE LOOKED AT Participation in private social network/community Subscription to the enewsletter Meeting attendance (In person and webinars) Product Buyer Status Smartbrief Subscription

27 MGI CLIENT EXAMPLE: POSITIVE & NEGATIVE ENGAGEMENT The following engagement points were found to have a positive effect on membership renewal likelihood: Smartbrief Subscription Product Buyer Status Newsletter Subscription Smartbrief Subscription Product Buyer Status Newsletter Subscription Meeting Attendance Private Social Network Interpretation of a "positive" effect on renewal likelihood: members that engage in this particular behavior renew at a higher rate than average in this particular dataset.

28 MGI CLIENT EXAMPLE: A DEEPER DIVE ON PRODUCTS Some specific products had stronger effects than others Professional Development (online)

29 INSIGHTS AND RECOMMENDATIONS 1. Content appears to be more valued than networking The topic engagement points with positive renewal correlation were informational in nature, rather than connecting members to each other 2. Incentivize strong renewal engagement early - Consider offers to new members that get them to try an online professional development product 3. Consider bundled offers Allow members to purchase membership + products, or multiple products together, at reduced rates to spur more positive engagement 4. Evaluate the private social network/community Are people making posts and talking to each other, how active are the message groups and libraries, have people been asked to complete their profiles to find the people they need to speak to more easily

30 QUESTIONS

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