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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.
OVERVIEW OF SESSION
Sharing of Case Studies of Various KPI’s in Action
Organizational
Membership
Campaigns
Questions
Associate Level Department Number of Goals
Ratings' definitions can be found on the "Workbook Setup &
Instructions" Tab
1 - On Track, Substantially Complete or Complete
Trevor Mitchell Director Membership 5 2 - Not Yet Started, NA Goal Removed or Moderate Issues
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 3/31/2016 1 0 0 4
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 3/31/2016 1 0 1 3
Goal 3 Administration Guide the Board through strategic planning
• 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. 7/1/2015 3/31/2016 1 0 1 5
Goal 4 Membership
Develop programs to create healthier more robust chapters/local groups that increase the value and enhance the membership experience
• Establish clear and regular communication channels. • Survey to leaders to understand needs. • Program assessment on needs, actions, and plans • Coordinate responsible committees to develop key resources. 7/1/2015 3/31/2016 1 0 1 3
Goal 5 IT Successfully lead organization through AMS vendor identification and selection process.
• 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. 7/1/2015 12/31/2015 1 0 1 4
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
Department Goal Priority %
1, 6%
2, 13%
3, 6%
4, 6%
5, 19% 6, 13%
7, 19%
8, 5%
9, 5% 10, 0%
11, 6% 12, 0% 13, 0% 14, 0% 15, 0% 16, 0% 17, 0% 18, 0% 19, 0% 20, 0% 21, 0% 22, 0% 23, 0% 24, 0% 25, 0% 26, 0% 27, 0% 28, 0% 29, 0% 30, 0%
Organizational Goal Priority %
1
2
4
1 1 1 1
4 4
3
1
3
1
3 3
2
4
1
2
3 3 3
0
2 2
3 3
0
3
1
6 6 6
1 1 0 0 1 1 0 0
Departmental Goals & Resources Assigned
10
13
5 7
9 7
9 10
6
3
10
3
10
4 3
1A
-M
em
be
rsh
ipIn
cre
as
e m
em
be
r sa
tisfa
ction
th
rou
gh
e
ng
ag
em
en
t w
ith
…
1B
-M
em
be
rsh
ipIn
cre
as
e m
otiva
tio
n fo
r p
eo
ple
to
jo
in a
nd
re
tain
…
1C
-M
em
be
rsh
ipO
ffe
r co
nve
nie
nt a
nd
w
elc
om
ing
q
ua
lific
ation
…
1D
-M
em
be
rsh
ipE
nco
ur
ag
e a
nd
su
pp
ort
d
ive
rsity w
ith
in th
e
me
mb
ers
hip
- n
o …
2A
-G
ove
rna
nce
Incre
as
e u
nd
ers
tan
din
g
ab
ou
t ro
les,
resp
on
sib
ilities …
2B
-G
ove
rna
nce
Pro
mo
te
a c
olle
gia
l a
tmo
sp
he
re th
at is
su
pp
ort
ive
of …
2C
-G
ove
rna
nce
Decre
ase
ba
rrie
rs to
e
ffe
ctive
wo
rk a
nd
d
ecis
ion
syste
ms …
3A
-Le
ad
ers
hip
D
eve
lop
me
ntA
ttra
ct
ne
w le
ad
ers
in
all
ag
e g
rou
ps -
% o
f n
ew
vo
lun
tee
rs in
…
3B
-Le
ad
ers
hip
D
eve
lop
me
ntI
ncre
ase
th
e n
um
be
r o
f m
em
be
rs w
illin
g to
se
rve
in
ele
cte
d …
4A
-Pu
blic
A
wa
ren
essR
ais
e
pu
blic
aw
are
ne
ss
an
d c
ap
ita
lize
on
th
e p
ub
lic …
4B
-Pu
blic
A
wa
ren
essP
rom
ote
M
en
sa
bra
nd
th
rou
gh
lice
nsin
g,
pa
rtn
ers
hip
s a
nd
…
4C
-Pu
blic
A
wa
ren
essV
igila
ntl
y p
rote
ct th
e b
ran
d
thro
ug
h e
du
ca
tio
n,
mo
nito
rin
g a
nd
…
5A
-F
ina
nce
Incre
ase
no
n-d
ue
s r
eve
nu
e
5B
-Fin
an
ce
M
ain
tain
str
on
g
fin
an
cia
l po
sitio
n fo
r th
e h
ea
lth
of
the
o
rga
niz
atio
n -
…
5C
-Fin
an
ce
En
su
re
co
mp
lian
ce w
ith
a
pp
rop
ria
te
reg
ula
tory
re
qu
ire
me
nts
- n
o …
Organizational Goals & Resources Assigned
1A-, 24, 13%
1B-, 26, 15%
1C-, 8, 5%
1D-, 22, 12%
2A-, 17, 9%
2B-, 7, 4%
2C-, 17, 9%
3A-, 13, 7%
3B-, 3, 2%
4A-, 6, 3%
4B-, 10, 6%
4C-, 6, 3%
5A-, 12, 7%
5B-, 5, 3% 5C-, 4, 2%
Number of Dept Goals Supporting Each Organizational Goal
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 4 5 1.3 Pam
Communication 4 19 4.8 Pam
Finance 3 12 4.0 Pam
Foundation 1 5 5.0 Pam
IT 2 12 6.0 Pam
Marketing 3 15 5.0 Pam
Membership 5 27 5.4 Pam
22 95
Staff Level Data
Level # of Staff # of Goals Avg # of Goals
Executive 1 0 0.0
Director 6 31 5.2
Staff 15 64 4.3
22 95
(See comments in this cell for instructions)
MGR Risk Review 1=Green 2=Yellow
9=Red
Department Goals
Sch
edu
le
Res
ou
rces
Sco
pe
Issu
es/R
isks
Hig
h R
isk
Ove
rrid
e (O
NLY
Ty
pe
"9"
to O
verr
ide)
Tota
l Ris
k Le
vel
Admin 1 - Provide support to the organization and its strategic objectives
1 2 1 1 5
Admin 2 - Provide valued support to the Board and its appointees 1 2 1 1 5 Admin 3 - Provide ongoing staff development and support 1 2 1 1 5 Admin 4 - Provide financial services for the organization 1 2 1 1 5
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% 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1B-
Membership Increase motivation for people to join and retain membership resulting in overall membership growth - Total Members 57,000 50,026 88% 8% 13 13
13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1C-
Membership Offer convenient and welcoming qualification testing to those interested in membership - no measurement NA NA 100% 24% 13 13
13 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1D- Membership Encourage and support diversity within the membership - no measurement NA NA 100% 9% 13 13
13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2A-
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% 5 5
5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2B-
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
5 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2C- Governance Decrease barriers to effective work and decision systems - no measurement NA NA 100% 10% 5 5
5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3A-
Leadership Development
Attract new leaders in all age groups - % of new volunteers in overall volunteer pool Need to establish Need to establish 2% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3B-
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% 4 4
4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4A-
Public Awareness Raise public awareness and capitalize on the public perception of the prestige of Mensa - # of value generating partnerships 2% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4B-
Public Awareness Promote Mensa brand through licensing, partnerships and other means to increase value and awareness - # of revenue generating partnerships
1% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4C-
Public Awareness Vigilantly protect the brand through education, monitoring and partnership with Mensa worldwide - no measurement NA NA 100% 2% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5A- Finance Increase non-dues revenue $ 870,806 $ 350,111.72 40% 1% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5B-
Finance Maintain strong financial position for the health of the organization - Net Operations (Bottom line profit/loss) $(123,510.00) $ 4,680.18 100% 0% 5 5
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5C- Finance Ensure compliance with appropriate regulatory requirements - no measurement NA NA 100% 0% 4 4
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
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?
FINDING THE RIGHT VENDOR(S)
ASK ABOUT:
• Cultural fit
• Cost – implementation and recurring
• Capacity – staff resources, time
• Integration
• Infrastructure
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.
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.
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
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
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
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.
Smartbrief Subscription
Product Buyer Status
Newsletter Subscription
Meeting Attendance
Private Social Network
MGI CLIENT EXAMPLE: A DEEPER DIVE ON PRODUCTS
Some specific products had stronger effects than others
Professional Development (online)
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