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Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6
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Measuring Success: evaluate the Health of Your Clubs and Impact of Your Projects Part 2 of 6

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  • We have been looking at ways to measure the health of the club.
    One key element is listening to your members. Every club says that theirs is the greatest club in Rotary and that they members are happy. But how do you really know that they are?
  • Background in Consumer packaged goods marketing – household products.
    Environment where:
    Competitive – many alternatives.
    Important to get people to try your product or service. They must have a reason why to try. Either filing a perceived or real need, and must easily recognize the value
    Getting people to try is not enough. Must get them to try and stay. To build a business – more profitable to keep than to get. Higher amount of consumption and loyalty.
    Must identify and fulfill the needs of the customer – but how do you know that you are doing that?
  • Companies are constantly doing research – they do not speculate, they find empirical, objective data and make decisions and plans based on “hard data.”
    Researches two groups – potential and perspective customers
    Who is our prospective customer?
    What are they looking for?
    Can we fulfill their perceived or real needs?
    What incentives can we provide to get them to at least try us?
    Second group is the current customers – How to keep them?
    Are we meeting their needs?
    If not, where, specifically, are we failing them in the value proposition?
    What can we do to satisfy those needs?
    How do we know what we have done is what they want?
    Means of gathering this information is survey
    Time to secure data is while they are a customer – rarely after they are no longer our customer.
  • Who are our customers?
    The people to whom we provide service; the more than 2 billion children we have immunized; Those whose lives we have changed, the children in our programs, etc.
    Others today are talking about how to evaluate and measure the participants in our programs and recipients of our service projects. . . But from my perspective, our members are also our customers!
    Click to next page.
  • What happens when you satisfy your customers?
    they won’t leave” or “attracts potential customers” click
    Click to next page.
  • So, what is your role as a club member in this process?
    Allow the participants a chance to talk:
    Click
    Make your customers happy so that they will continue to buy from your club.
    If you’re a club leader, serve your membership so that they will want to be engaged in your club.
    Create an environment that supports your membership first.
    Satisfied customers will do what Rotary’s customer tend to do – serve others.
    Click to next page.
  • There are many ways to listen to your customers.
    Typically, in Rotary, we do this by providing exit surveys after a member has left. How many of you do this?
    Two problems with exit surveys - you have already lost your customer, and they are not very honest. Like breaking up in high school, “It is not you, it’s me.”
    Rotary has provided you with a free and perfect tools to listen to your customers – a customer satisfaction survey
  • By listening to your customers before they leave, you can make changes to your product, your club, that will increase their satisfaction with the service they receive and decrease the likelihood that they will leave.
    Now that you see value in doing a survey, and what it could tell you, what are you going to do?
    Wait for responses. After some discussion , state, “Let’s see if there is anything else.”
    It is important that you encourage them to conduct a survey/evaluation and share this data and to get many people in the club to carefully look at this information and to determine what it tells them.
    By evaluating sharing this data, you are validating to all of the club members that the leadership of the club really cares about its membership and that your club will work at focusing on serving the customer.
  • In 2013, I was involved with a pilot or a test of a club member satisfaction survey. Multiple districts in the US participated – over 700 clubs were involved in this project. Many of these questions were later incorporated into this year’s Rotary-wide 2014 Strategic Planning Survey. Over 10,000 Rotarians (a random and representative sample) from around the world completed this survey. Now, I would like you to take the survey. I have given you a subset of the survey questions. Please reflect on your experiences with Rotary and especially with your club when answering. Don’t worry, this survey is yours to keep – you will not be asked to give it to us.
  • What are you seeing in the results? In the pilot test in the US and again in this year’s strategic planning survey, the areas with the best scores were often pride in Rotary, willingness to recommend Rotary, and confidence in club leadership.
    Areas with worse scores were often club diversity and listening/acting upon club members’ input.
  • Not only is it important to look at the club scores to see what’s going well and what’s going not so well – it’s helpful to have a benchmark, i.e., know how other Rotary clubs in your area, your district or even the world are doing. With this year’s 2014 Strategic Planning Survey, we have the opportunity to give you the average score on these questions for all of Rotary (again, this survey with these questions was conducted earlier this year, it was a worldwide survey of Rotarians (Rotarians from over 150 countries responded) with over 10,000 respondents. The results and respondents are representative of the Rotary world. Please calculate your total score – Add up all your scores and divide by 15, the number of questions
    Now let’s compare to Rotary’s worldwide average – [hit page down] – it’s 2.41! Please note that there are also cultural and regional differences and these may mean the average in your zone, district or country would be higher or lower.
  • Transcript

    1. • Background in consumer packaged good marketing • Highly competitive environment • Need new customers • Must keep and build loyal customers • Identify and fulfill the needs of the customers
    2. • Market research • Research of potential and prospective customers • Research of current customers • Means of gathering information • Surveys
    3. Less prone to leave Attract potential customers
    4.  Share results with the Board  Use the conclusions to create a plan next year  Share the results and plan with your members  Validate that the plan really addresses their needs  Emphasize that your club’s highest priority is listening to, and caring for the members  Repeat the survey next year to see if the club improved
    5. • Look at your areas where you have given a 1 or a 2 score • These are your club’s areas of strength • Look at your areas where you have given a 5 or a 6 score • These may be your club’s greatest areas of opportunity
    6. • Calculate your average score • Total of your scores divided by 15 Rotary’s worldwide average 2.41

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