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KPI CASE STUDIES IN ACTION

KPI Case Studies in Action - · PDF fileKPI CASE STUDIES IN ACTION . ... Senior Account Director, Marketing General Inc. OVERVIEW OF SESSION Sharing of Case Studies of Various KPI’s

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KPI CASE STUDIES IN ACTION

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

AMERICAN MENSA CASE STUDY A LOOK AT ORGANIZATIONAL KPI

KPI’S AT MANY LEVELS

Organizational

Department

Individual

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

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hip

D

eve

lop

me

ntI

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ase

th

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um

be

r o

f m

em

be

rs w

illin

g to

se

rve

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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

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igila

ntl

y p

rote

ct th

e b

ran

d

thro

ug

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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

DATA OVERLOAD

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?

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

THE PROBLEM

FINDING THE RIGHT VENDOR(S)

ASK ABOUT:

• Cultural fit

• Cost – implementation and recurring

• Capacity – staff resources, time

• Integration

• Infrastructure

DEVELOPING BUSINESS QUESTIONS

THE PROCESS

Scope

Collect

Clean Analyze

Communicate

KEY QUESTIONS ANSWERED

KEY QUESTIONS ANSWERED

ACTIONABLE INFORMATION

ACTIONABLE INFORMATION

MEASURE PERFORMANCE

MGI CASE STUDY KPI – RENEWAL LIKELIHOOD MODEL

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

QUESTIONS