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Acquiring and retaining participants Robine Neven

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  • Saving energy with smart plugs 16 March 2011
  • Parallel with more ‘commercial’ marketing terms: customer A&R, customer equity etc. Costs. Saving energy with smart plugs 16 March 2011
  • Saving energy with smart plugs 16 March 2011
  • Saving energy with smart plugs 16 March 2011
  • Saving energy with smart plugs 16 March 2011
  • Transcript

    • 1. Introducing myself – Robin Neven
      • Started 2 weeks ago as graduation intern at Liander,
      • Taskforce Energy Saving Solutions.
      • MSc Marketing Management.
      • University of Groningen.
      16 March 2011
    • 2. Pilot Project Participant Acquisition & Retention – Motivation to Join and Stay Robin Neven Luleå, March 16 th , 2011
      • Part of Task 3.2: Set-up of the Experiment
      • Part of Deliverable 3.3: Experiment design transfer technology and protocol
      • Contributing in Knowledge Transfer
    • 3. The issue in its core defined by Liander 16 March 2011
    • 4. Problem Statement & Research Questions
      • Problem statement:
      • How can pilot projects in the area of energy (saving) innovations be conducted more effectively and successfully concerning the acquisition and retention of participants?
      • Research questions:
        • How can the acquisition rate for participation in pilot projects best be improved? What are the success and fail factors for this?
        • How can the retention rate of the participants during the pilot projects be improved and thus how can churn be minimized? What are the success and fail factors for this?
        • What can be done to increase the success rate of pilot projects; how can the per participant contribution (or participant equity ) be improved?
      16 March 2011 Aim of my stay here: gather input from all of you regarding all of the above!
    • 5. Focus of the Research 16 March 2011 Possible basis for Conceptual Model
    • 6. Improving participant acquisition rate , success and fail factors:
        • Reward systems : in what form, monetary or otherwise? Of what value? Direct or indirect?
        • Sociological motivational reasons : recognition, image, feeling of belonging, being amongst ‘the innovators’. How to communicate this for acquisition? Is it a problem then that you only attract these kind of people?
        • Communications : what media can best be used to communicate the above and to what extent (cost effectiveness)? What information? E.g. goal.
        • Lowering thresholds : e.g. ease of installation of products or helpdesk.
      • Intrinsic motivation is stronger than extrinsic! How to reach that?
      16 March 2011
    • 7. Improving participant retention rate , success and fail factors:
        • Reward systems : duration, continuity, increasing over time, to compensate fatigue?
        • Information provision: over course of the pilot, with what intervals? Other ways to keep participants involved? Types and forms of feedback (direct, indirect).
        • Communication in general; quality (how to be defined?), type of media, form.
      16 March 2011 Intrinsic motivation is stronger than extrinsic!
    • 8. Improving pilot success rate/participant equity :
        • What is success? Define by asking managers if wanted insights are gained.
        • Reward systems: Lottery example.
        • What’s the influence of the experience of the participants during the pilot? Is there a relation with the contributions they make?
        • What about two-way communication, how can participants feedback to the company?
        • Reliable pilot results being relevant for the participant? Not only in ‘rewards’, but how does it ‘return’ to them in other ways? E.g. societal consequences, ‘moving towards a better world’? How to let them know?
      16 March 2011 Intrinsic motivation is stronger than extrinsic!
    • 9. Other interesting questions (but not the main aim)
      • What is the influence of certain socio-demographics :
        • Age;
        • Gender;
        • Income;
        • Education;
        • Occupation;
        • Marital status;
        • Household size.
      • What is the influence of certain economics ? Should you or should you not target population segments hit harder by a downturn for example?
      16 March 2011
    • 10. Design of the Research
      • Theory: Discover solutions offered by (marketing) literature; what are suggested best practices for acquisition & retention and increasing customer/participant equity?
      • Empirical: Quantitative and qualitative research; calculating A&R and Succes rates from pilot data, interviewing management, exploring documents. What are ways of doing it now? Which work and which don’t?
      • Data sources : Liander (databases and employees), APOLLON ( shared pilot project knowledge ), pilot project participants (PPPs).
      16 March 2011
    • 11. 16 March 2011 Luleå LL Helsinki LL Lisbon LL Amsterdam LL Vitória LL LL Cross-border Benchmark Liander has many pilots from which experiences can be gained, but considering APOLLON, focus will be Amsterdam Smart City (ASC): The Pilots (I)
    • 12. 16 March 2011 Other Liander pilots to gain information/experiences from, are in four focus areas: The Pilots (II) Which to actually be researched? At least individual as well as office. All focus areas/all pilots? What do you think?
    • 13. In the end…
      • Come to conclusions and managerial recommendations concerning A&R of participants and increasing participant equity:
        • What to do always/never ?
        • Which (A&R) methods to use in what situations (selection criteria)?
        • Different methods for different client groups? Compile the overall picture afterwards? Or test ‘the average Dutchman’?
      16 March 2011
    • 14. Thank you for your attention! Questions? Remarks? [email_address]
    • 15. Overview of total energy usage and quick technical feed-back may improve user experience and effectiveness 16 March 2011
        • Consumers signed up spontaneously or were contacted by telephone
        • Retention limited for solicited participants (target!)
      Finding participants System System usage
        • Retention limited by complexity of installation
        • Helpdesk not yet up to speed
        • Technical feedback and troubleshooting will improve consumer experience
        • Computer, TV, Washing machine, Drying
        • laundry and Lighting
        • Feedback difficult to interpret
        • Demand for total energy use overview
        • Switching schemes were complicated and
        • therefore not often used
      The World Cup football was an important factor in consumers’ energy usage
    • 16. Improved contact with employees stimulates energy saving and improves troubleshooting of new system
      • - Information on the project (goal, status quo, helpdesk) hardly reaches employees, despite communication effort (flyers, e-mails)
      • - Measuring and saving energy requires insight into work place management during project
      16 March 2011 Pilot project Saving behaviour System
      • Personal contact could stimulate insight and motivate employees to save energy
      • - Switching off PC’s after hours has strong savings potential, but is a hassle for employees due to long start up
      • - Fast installation of plugs requires accurate inventory and planning
      • Monitoring and maintenance of system requires external ICT-access
      • Effective savings measures on lighting (light pulse) are hard to combine with wireless network that uses tension of light socket
    • 17. Future projects involve effective energy management and focus on user retention 16 March 2011 Idea Set up Experiment Future projects Today Evaluation Focus on User Upgrade setup Energy management pilot
    • 18. 16 March 2011 Employees were informed about the pilot to create energy awareness, with limited results Commu- nication Response On location E-mail & Flyers Live data on Intranet Reference vs. experiment “ Interesting, but complicated!” “ Can employees get this system at home?” “ The bathroom light is often on; perhaps we can apply the energy management system there?” “ So the new switch does work!” “ Will I be able to get coffee when I’m working late?”