Effective Marketing - A Key Success Factor for Enterprise GIS

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This paper and presentation was presented at the 2004 URISA Annual Conference. It describes how GIS managers can effectively market their enterprise GIS programs to help build and maintain a viable GIS program and enlighten potential users of the benfits of implementing GIS.

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Effective Marketing - A Key Success Factor for Enterprise GIS

  1. 1. Effective Marketing A Key Success Factor for Enterprise GIS 42nd Annual URISA Conference Reno, Nevada November 10, 2004 Greg Babinski, GISP Finance & Marketing Manager King County GIS Center “Putting GIS to Work in King County” www.metrokc.gov/gis Geospatial Technology Competency Model Outputs, Roles, & Competencies Outputs are the products and services GIS organizations deliver to their customers GIS professionals typically perform specialized ‘roles’ that focus on delivering a subset of GIS outputs for the organization Geospatial Technology Competency Model identifies 12 distinct ‘roles’ required for enterprise GIS operations Typical roles include management, project management, data management, programming, training, mapping, marketing, etc. Each GIS ‘role’ requires mastery of a set of knowledge, skills, and abilities (KSA’s). 1
  2. 2. Geospatial Technology Competency Model Marketing Role & Competencies Technical: Assess Geospatial Technologies, Technical Writing Business: ‘Big Picture’ Vision, Industry Understanding, Cost Benefit Analysis/ROI, Change Management, Buy-in/Advocacy Analytical: Creative Thinking, Problem Solving Skills Interpersonal: Leadership, Questioning, Relationship Building, Feedback, Communications But what is effective enterprise GIS marketing? Two examples: King County GIS Center Muckleshoot Indian Tribe GIS King County GIS The King County Geographic Information System (KCGIS) is a consolidated and coordinated regional geographic information resource, organized to meet the business needs of King County, local agencies, and the general public. KCGIS is comprised of both the King County GIS Center (an internal service fund, responsible for core GIS resources and enterprise GIS services for the entire County) and business specific activity in various GIS programs distributed across other County agencies. KCGIS is managed by the Director of DNRP, supported by a management level GIS Oversight Committee and an operational level GIS Technical Committee. www.metrokc.gov/gis 2
  3. 3. KCGIS Organization GIS Sponsor GIS Sponsor Department Executive DNRP Director (P. Bissonnette) Budget DNRP DOT DDES KCA DES KCSO DPH Council Office KCGIS DNRP TU Oversight Governance (G. Hocking) Committee KCGIS KCGIS Technical GIS Service Providers Business Direction to Committee Budget Parks SWD WLRD WTD Transit Roads KCIA DDES KCA EMD RELSD FMD KCSO DPH Council Office Roads KCA EMD- Elections KCGIS Center Management Represents Transit DDES DNRP Parks & SWD on KCGIS Technical Committee KCGIS Center GIS IS Section GIS E911 GIS GIS GIS Unit Program Program Program Section 1 GIS Mgr 1 GIS Lead 1 GIS Lead 1 GIS Lead 1 GIS Lead 1 GIS Mgr 1 GIS Center Mgr 2 GIS Function Mgrs 3 GIS FTEs 5 GIS FTEs 5 GIS FTEs 3 GIS FTEs 1 Mapping 1 Office Mgr 2 GIS TLTs (6.15 net) 1 GIS TLT (4.33 net) Spvr (1.00 net) GIS Service Providers (3.01 net) 7 Mappers (5.45 net) (8.40 net) GIS DNRP Enterprise Client GIS Unit Operations Services 10.5 GIS 7.5 GIS 9.0 GIS FTEs FTEs FTEs DNRP: DNRP: DNRP: DNRP: Outside Regional Public DOT: DOT: DOT: DDES KCA DES: DES: DES: KCSO Budget DPH Council Parks SWD WLRD WTD Transit Roads KCIA EMD-E911 RELSD FMD Office GIS End Agencies and Public Users Users of KCGIS Data & Services 4 GIS Power 2 GIS Power 3 GIS Power 1 GIS (Parcel Viewer, iMap, VMC, GIS Users GIS Users GIS Users GIS Users GIS Users GIS Users Users Users Users Power User GIS Clients GIS Clients GIS Clients GIS Clients CDs, Client Services, etc.) GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients (0.15 net) (0.6 net) (0.60 net) 9 Casual GIS Users GIS Clients GIS Clients GIS Clients GIS Clients Agencies that Fund KCGIS Center O&M (entitled to a seat Business Reporting Relationship on the KCGIS Technical Committee). These agencies provide business direction to GIS service providers. GIS Oversight Committee Membership (lines depict business units with 2004 membership) DNRP Technology Unit Manager (Gary Hocking) is permanent Chair GIS Unit Typical KCGIS Service Provider Organization (FTE count indicates both positions assigned GIS tasks and net FTEs GIS Technical Committee Membership (lines depict where assigned to GIS, based on 2004 KCGIS O&M Plan) member is drawn from each agency) GIS Mgr GIS FTEs GIS Service Delivery - via KCGIS Center Enterprise Operations and/or Client Services KCGIS Center Direct GIS Service Delivery - via KCGIS Center Matrixed Staff King County Consolidated GIS Organization GIS Service Delivery - via Dedicated Department GIS Unit 2004 GB: November 17, 2003 How is GIS Used for King County Business? How is GIS used for County Business? Mapping Public information delivery Growth management & planning Property assessment Land development permitting Site selection Simulating environmental conditions Emergency response planning Crime analysis Transportation planning Bus & van routing Road maintenance management Public health service delivery E911 operations Airport sound abatement Boundary management (legislative districts, voter precincts, tax unit boundaries, etc.) And the list goes on….. www.metrokc.gov/gis 3
  4. 4. GIS Marketing Strategy Development Process Agency Business Drivers: Define Your Agency Business Goals Define Your Business Success Indicators Define Marketing Goals to Achieve Business Success Marketing Strategy Process: Define & ‘Package’ GIS Outputs (Products & Services) That Can Provide Business Value Identify Customers & Communicate the Business Value of Your GIS Products & Services to Appropriate Decision Makers Listen to Customers & Competitors to Enhance & Refine Your Agency Product & Service Offerings KCGIS Center Business & Marketing Goals KCGIS Center Business Goals: Develop, Maintain, and Distribute GIS Resources & Services that Meet Customer Business Needs Serve Customers Who are Willing to Pay for GIS Products & Services KCGIS Center Marketing Goals: Promote the Use of GIS Technology, Products & Services Ensure the Financial Viability of KCGIS Operations and the Products & Services Offered 4
  5. 5. KCGIS Center Marketing Objectives Maintain our Existing Base of Customers Identify & Develop New Customers Develop ‘Business Intelligence’ to Help Guide the Development of Future KCGIS Center Capabilities KCGIS Center Products & Services Enterprise Operations: GIS Data Warehouse Management GIS Systems Administration Enterprise GIS Data Coordination Core GIS User Applications Matrix GIS Staffing Services On-Demand GIS Client Services: Application Development Training Mapping & Analysis 5
  6. 6. KCGIS Center Target Markets Aligned with 3 KCGIS Center ‘Business Lines’ Some Customers use Products or Services from all 3 Business Lines KCGIS Center Target Markets Enterprise Operations: Current: 30 County agency customers Average annual revenue: $46K Potential for 40 – 60 additional customers (Other county agencies, local cities, utilities, special districts) KC Assessor Maintains: 1. Parcel Data 2. Parcel Annotation DDES Maintains: DES 1. Comp Plan Zones Maintains: 2. Land Use Zones 1. Election Districts 3. Hazard Zones 2. Voter Precincts 4. Wetlands Access all GIS Maintained Data Posts Newly ly ta ew a ta N dD P o ta M Da ain e st in sts in Ac s ed S Po inta GI N ce Data ew D a ss a all ly ta all M ss ce GI Ac S Da KCGIS Center: ta 1. Manages Data mainained by other Posts Newly Maintained Data KCGIS Center KCGIS Access all GIS Data Departments Posts Newly 2. Maintains Data acquired from other DNRP GIS Unit Maintains: Maintained Data Data Agencies 3. QC's & Monitors all Dept. data posted to 1. Hydrography Access all GIS Data Warehouse QC & Monitor all Public Library KCGIS Data Warehouse 2. Sampling Sites GIS Data for Standards & Quality 3. Sewer Lines (Managed by 4. KCGIS Database Administration 5. System Administration 4. Parks & Trails KCGIS Center) 6. Metadata management ly ta 7. Maintains standard KCGIS data access ew D a ta front end-user applications N s ed Da M Po ta ut u st in ain (F a s ts ine r e) P o inta IS GIS Dat Ac G Ne d D a all ce M w at ss ss ly a ce KC Ac GI all S Access Da ta DOT Maintains 1. Street Centerline Future Regional KCGIS Data Warehouse 2. Street Addresses GIS Partners Other KCGIS 3. Transit data Departments, Maintain: Maintenance & Access Countywide GIS 1. Local zoning Architecture 2. Local land use End-Users, & the Note: Only sample data 3. Other Local Data General Public maintenance responsibilities are shown 6
  7. 7. KCGIS Center Target Markets Matrixed GIS Staffing Services: Current: 6 County agency customers Average annual revenue: $203K Potential for 10 - 15 additional customers (Other county agencies, local cities, special districts) KCGIS Center Target Markets On-Demand GIS Client Services: Past Year: 160+ separate customers (County agencies, cities, districts, utilities, tribes, private firms & individuals) Average annual revenue per customer: $2,235 Potential for 250 - 750 customers New growth areas may include non-profits, targeted high-potential business communities, and out of area customers 7
  8. 8. KCGIS Center Target Market Decision Makers Enterprise Operations & Matrixed Staffing Clients: Public agency environment Rigid procurement and/or budgeting process requires extensive marketing effort A key objective is to retain these customers year after year (CRM is key!) Decision occurs at three levels KCGIS Center Target Market Decision Makers The Technician or Business End-User: Do the products or services being offered provided business value? Do the products or services being offered provided technical value? 8
  9. 9. KCGIS Center Target Market Decision Makers Agency Business Operations Management: Do the products or services being offered help me meet my business goals? Do the products or services being offered help me meet my department’s budget goals? Do the products or services being offered help me meet my goals within the expectations of my elected leadership/board? KCGIS Center Target Market Decision Makers Agency Leadership, Elected or City/Executive Manager: These decision makers control organizational strategy, procurement policy, and budget. Do the products or services being offered align with my strategy, policy, and budget? Is the political climate OK? Do the products or services help me save money while I retain control and credit in the eyes of my constituencies for GIS derived services? 9
  10. 10. KCGIS Center Target Market Decision Makers On-Demand GIS Client Services Customers: More diverse customer base Short-term and low/medium cost projects push most decision making down to managers, business end- users, & technicians General marketing message with focused sales effort Repeat business pushes down overall marketing cost, so CRM is key Business Intelligence Development Keeps Agency’s Business & Marketing Strategy Forward Focused: Everyone in the organization contributes business intelligence What is the competition up to? What can new technology do for customers? How satisfied are our customers? Did our services help them meet their business goals? How could we serve them better? 10
  11. 11. Business Intelligence Development Supports Development of New Products & Services: Based on GIS conferences, literature, educational programs, user groups, and professional networking Leads to analysis of emerging technology that could meet customer business needs Could lead to internal product/service R&D effort Could lead to new products or services (resulting in new marketing effort) Business Intelligence Development Management of Business Intelligence Process: MS Outlook Team Folders or SharePoint used to manage client contacts information Weekly business group staff meetings net first hand client information Monthly client services business meetings analyze client and competitor information Monthly all-staff meetings ensure customer information exchange Weekly management team meetings include focus on refining & acting on business intelligence 11
  12. 12. Other Marketing Strategy Considerations Competition: Theoretical – benchmarking studies Outsourcing the whole enchilada Internal: centralized vs. decentralized services Outside service providers Business partners Can another provider deliver services better or cheaper to the target market? Other Marketing Strategy Considerations Legal & Business Environment: Is there a legal or statutory issue? Ask you attorney – but ask the right question! Is there an internal political bias? Is there an external business lobby? What is in the best interest of your constituents? They are usually taxpayers. 12
  13. 13. Other Marketing Strategy Considerations Level of Effort & Cost: It will take time It will cost money – both for marketing material and R&D But - there are many ways to integrate marketing into what you are doing already! KCGIS Center Marketing Strategy Components Marketing Plan Matrix: Key link between strategy and implementation Describes individual marketing tools, materials, activities & events Identifies marketing goals each supports Identifies target market each addresses Describes who, how, when each is intended to be used 13
  14. 14. KCGIS Center Marketing Strategy Components Branding: Creates an image of quality and value Appropriate for the organization, or for specific services or products King County GIS Center – the message behind the name: The ITS Division GIS Technical Resource Center? King County: Origins & Core Service Area GIS: Our technology world of services & products Center: Enterprise, convenient, efficient KCGIS Center Marketing Strategy Components Logo’s & Product/Service Branding: Logo’s reinforce identity, but… Beware corporate standards Tag Lines can help reinforce the brand: ‘We Put GIS to Work for King County’ Product & Service Branding: GIS Services Express Training Tag Line: ‘Visualize Your Data – Better Decisions – Superior Public Service’ 14
  15. 15. KCGIS Center Marketing Strategy Components GIS Staff as a Key Marketing Resource: Customer-service focus should be a key non- technical expectation: 1x positive customer experience = 10y marketing effort 1z negative customer experience = 100y marketing effort All staff should understand the marketing process: Look for leads Report back business intelligence Scope out the competition Sensitivity, imagination, & flexibility KCGIS Center Marketing Plan Implementation Comprised of dozens of tools and activities Some target one market, some two or all three Some are one-time, annual, monthly, weekly, or ad-hoc events Some are appropriate for designated staff, others can be used by any GIS professional 15
  16. 16. KCGIS Center Marketing Plan Implementation KCGIS Governance Meetings & Process: KCGIS Oversight Committee (6 Senior Managers) KCGIS Technical Committee (20 Lead Technicians or Business Users) Enterprise Operations focus Prime venue to market enterprise operations services KCGIS Center Marketing Plan Implementation KCGIS User Group Meetings: Monthly meetings, open to all internal & external users of KCGIS Center services Attendees (20-40) tend to be technicians or business users Primary focus on technical issues or project show cases Outside vendors (KCGIS Business Partners) participate Non-overt marketing message: KCGIS center is a quality technical resource and a reliable, responsive service provider 16
  17. 17. KCGIS Center Marketing Plan Implementation KCGIS Center national GIS Day Event: All day public event in a large public conference room 8-10 booths for KCGIS business lines & other KCGIS business partners Two small adjacent rooms used for presentations and ‘ask the GIS doctor’ drop in clinic Primary focus on showcasing business solutions Recent key note speakers: County Executive & Assessor 200+ attendees represent current & future target markets Generate external publicity KCGIS Center Marketing Plan Implementation Annual King County Budget development Process: Narrowly Focused – But High Value Activity Focus by GIS Manager & Finance & Marketing Manager Targets business unit managers & department directors Focus to commit to annual GIS service & funding levels Extensive verbal & written communications, plus lobbying technicians & business users Other key players include department finance managers, budget office staff, Executive management analysts, and Council staff 17
  18. 18. KCGIS Center Marketing Plan Implementation Cold Calls & ‘Howdy Meetings’: Business intelligence driven Finance & Marketing Manager or other GIS staff initiate Cold call objective is a follow-up ‘Howdy Meeting’ with decision makers ‘Howdy Meetings’ are mostly informative – what we do, what potential client does, how GIS might help We focus on free GIS resources, but try to identify follow- up business opportunities Process resulted in several new Enterprise Operations & Matrix GIS Staffing customers KCGIS Center Marketing Plan Implementation Effective Web Site: Web mapping showcase (1.6 million annual user sessions) Generates exposure to the marketing message: Weekly GIS news items & client project news Staff professional presentations & GIS Knowledge Base Spatial data catalog Client Services Section: Sample projects & products Training program GIS data 18
  19. 19. KCGIS Center Marketing Plan Implementation Other Marketing Tools & Activities: Annual GIS O&M Plan, GIS Best Practices & Standards Targeted & mass mailings Customer satisfaction surveys Newsletter (KCGIS.Today), Posters & ‘Map-a-Month Calendar’ SOQ’s Service Description Sheets, Staff Bio’s Vendor booth at state URISA Conference, frequent speakers at local conferences & events Future: Business specific conferences & advertising, more public-private partnership KCGIS Center Marketing Plan Implementation Marketing Follow-up Activity: Annual report on activity: Number of events, contacts, activities Annual evaluation of marketing effectiveness: Number of new customers Customer retention ratio Repeat business Revenue growth Satisfaction surveys & feed back forms Unsolicited complaints (few) and testimonials (many!) 19
  20. 20. Muckleshoot Tribe GIS Located in Southern King County (semi-rural) Manages approximately 6 square miles of land, plus other property throughout King County Operates a major casino complex & a regional entertainment venue Muckleshoot Tribe GIS managed by one person with strong & successful marketing Muckleshoot Tribe GIS Branding Program & Target Market Development: Standard logo for all maps, web site, & products Target market identified as tribe department managers & business operations staff: Educated about GIS concepts Developed a product of wide tribal value 20
  21. 21. Muckleshoot Tribe GIS Branding Program & Target Market Development: Large scale aerial-imagery based “label-map’ of entire reservation area Developed with CC GIS interns Used throughout tribal government Whets appetite of market for more GIS-based products & services Muckleshoot Tribe GIS Tribe Intranet GIS Web Site: Educates Tribe administrative staff about GIS concepts Provides showcase for Muckleshoot GIS maps & imagery Provides access to maps & imagery in JPG & PDF format Describes the Tribe’s framework GIS projects No web mapping capability 21
  22. 22. Muckleshoot Tribe GIS Project & Personal Branding: Maximum use is made of project branding with descriptive acronyms: JUMP (Joint Utility Mapping Project) SNARE (Survey Network Across the Reservation with Elevations) Facilitate understanding project concepts by Tribal decision- makers & enhances image of quality & reliability Personal Branding: GIS Certification GIS Manager was self motivated to pursue certification GISP Certificate on Manager’s door has attracted attention Certification has perceptibly enhanced the stature of the GIS program Muckleshoot Tribe GIS Small Agency GIS Marketing Challenges: Limited resources means marketing needs to be focused and very efficient There are some inherent advantages though: Business intelligence processing is easy The marketing strategy & plan can be ‘in your head’ Marketing has been a key factor for Muckleshoot GIS: 6 plus years of support, growth, and success Continued support Potential for future development 22
  23. 23. Conclusions & Questions Effective marketing is a key success factor for development and ongoing operation of enterprise GIS Large and small agencies can benefit from effective marketing How does your agency market its GIS? Questions? Reference Gaudet, C., Annulis, H., and Carr, J., 2001. Workforce Development Models for Geospatial Technology, Hattiesburg, MS: The University of Southern Mississippi. (http://www.geowdc.usm.edu/research/research.htm) Acknowledgement Mr. Tim Leach, GIS Manager, Muckleshoot Indian Tribe, 39015 172nd Ave SE, Auburn, WA, 98092. www.metrokc.gov/gis 23

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