Online & Offline Strategies and Database Recommendations for SAS Canada Community

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The goal was to increase overall member participation of online and offline events provided by SAS (analytical software) Canada Community. We analyzed strengths, weaknesses, opportunities and treats. We segmented members by industry and province. We analyzed the the participation rate of different types of events and recommended providing events of high participation rate. We also recommended ways to improve the database.

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Online & Offline Strategies and Database Recommendations for SAS Canada Community

  1. 1. Copyright © 2008, SAS Institute Inc. All rights reserved. Enhance Engagement of SAS Canada Community Created by GBC Team
  2. 2. Copyright © 2008, SAS Institute Inc. All rights reserved. Agenda  Executive Summary  Current Situation  Objective, Strategies and Tactics  Conclusions  Appendices
  3. 3. Copyright © 2008, SAS Institute Inc. All rights reserved. Executive Summary • This report offers some recommendations for encouraging more SAS users to participate more often in SAS events. • Analysis is shown in Appendices. This plan focuses more on some strategies that SAS can begin executing today as well as a recommendation on the data that should be collected in the future and how to leverage it once the new database becomes available.
  4. 4. Copyright © 2008, SAS Institute Inc. All rights reserved. Executive Summary (continued) Specifically, we recommend: • Increasing number of event types with high attendance rate • Modifying event types with low attendance rate • Improving relevant data to better understand the relationship between attendee profiles and event attributes for better targeting and communication • Reducing user effort required for on line registration • Encouraging external social communities to migrate to the SAS community • Making it easier for users to connect with groups/networks with shared interest • Testing alternative communication techniques to improve attendance
  5. 5. Copyright © 2008, SAS Institute Inc. All rights reserved. Current Situation  SAS Canada believes that greater involvement amongst users generates higher opportunities to up-sell or cross- sell their products and services.  SAS Canada Community provides online and offline platforms for the users of SAS products to interact with each other and share their knowledge.  The database shows that a relatively small number of users (986 out of 5470 total users) have been taking advantage of SAS Canada Community’s offerings (1540 attended counts since 2010).  We built marketing strategies with the goal to increase the attended counts effectively and efficiently.
  6. 6. Copyright © 2008, SAS Institute Inc. All rights reserved. Issue/Opportunity Implication • Insufficient or unavailable data which limits optimal understanding of SAS users • Better customer understanding makes it easier to engage customers with matters that are most relevant to them. • Most popular events (e.g. SAS User Group) have low attendance rates. Events with high attendance rates are less popular • Need to understand the event attributes and communication approaches that impact popularity and attendance rates • Limited connection between SAS online community and external groups/networks such as forums (e.g. Talk Stats*) • SAS can strengthen the appeal of its online community by convincing external groups to migrate to the SAS community *www.talkstats.com *www.talkstats.com/forumdisplay.php/16-SAS
  7. 7. Copyright © 2008, SAS Institute Inc. All rights reserved.
  8. 8. Copyright © 2008, SAS Institute Inc. All rights reserved. Objective 1: Attendance Increase total attendance counts by 10%
  9. 9. Copyright © 2008, SAS Institute Inc. All rights reserved. Strategy 1 Create additional events by identifying and building on the formula used for event types that have high attendance rate* Course, External Event, SAS Talks, SAS Live Event, On-Demand SAS Webcast, Relationship Marketing/Corporate Hospitality, SAS Webinar, Contact Request (See Appendix for analysis) Tactics 1. Identify event elements (topic, venue, speaker, location, month of the year, etc.) that contributed to high attendance rate and create additional events Example: Analyze how distance to event, commute time, cost of transportation, month of the year and industry affect participation 2. Identify profile of attendees (industry, province, frequency of attendance, month of the year) at events with high attendance rate 3. For profiles with low attendance, create relevant events based on event elements identified in #1 4. For profiles with high attendance, assess opportunity to offer them more frequently or on a regional basis. *Attendance rate defined as attendance counts divided by total including attended users and non-attended users
  10. 10. Copyright © 2008, SAS Institute Inc. All rights reserved. Strategy 2 Test other communication channels , creative approaches, and targeting techniques to improve attendance for popular* events with low % participation (See Appendix for analysis) Tactics 1.Target decision makers with more intrusive direct marketing techniques such as direct mail and phone 2.Target and tailor promotional messages according to user profile and interests (when new database is available,) 3.Test the impact of creating a micro-site and promoting on social media (e.g. – SAS Community, etc) and SAS home page *Popularity defined as absolute number of attendees
  11. 11. Copyright © 2008, SAS Institute Inc. All rights reserved. Objective 2: Database Enhance data capture and data quality to better target and tailor communication and services
  12. 12. Copyright © 2008, SAS Institute Inc. All rights reserved. Information/Fields to be Captured User • Industry • Pre-defined and required Job Function Category • City of user location (not company headquarter) • Pre-defined Area of Interest • Status for a particular event (see note below) Event • Online or Offline (2 categories) • City where an offline event occurs • Event type • Month of the year when the event occurs Note For offline events Attended Registered Declined No Response For online events Downloaded Registered Declined No Response
  13. 13. Copyright © 2008, SAS Institute Inc. All rights reserved. Tactics  Facilitate online registration by creating pre- populated registration form for events that only require that user update any personal information that has changed  Target promotion of events according to user profile Example: - Segment users by industry and target financial service and telecommunication industries - Segment users by job function; test and target promotion according to job functions - Analyze association between user profile and event profile
  14. 14. Copyright © 2008, SAS Institute Inc. All rights reserved.
  15. 15. Copyright © 2008, SAS Institute Inc. All rights reserved. Objective 3: Virtual Platform Increase usage of SAS Canada online Community Strategy: Minimize registration and search effort Tactics:  Automatically enroll SAS users once they register for a product on the server  Retrieve personal usage preferences by sharing personal email  Create micro-site containing all events for users to search by event type, location, date, industry and solution; users may register immediately Strategy: Promote community discussions of greatest interest Tactics:  Profile links to popular discussion on SAS home page  Develop weekly emails highlighting the latest blogs, articles and news Strategy: Encourage owners of most popular discussion communities outside SAS Community to join the SAS community Tactics:  Building relationships with online forums by reaching out and starting to participate in their discussions  Offer to maintain discussion forum “brand name” and to promote on SAS site
  16. 16. Copyright © 2008, SAS Institute Inc. All rights reserved.  Lots of opportunity to increase attendance and user involvement by • Leveraging the “formula of high % attendance events to create other events • Finding more effective ways of promoting events with low % participation but a relatively high number of attendees  Improved data capture and data quality will enhance SAS’ ability to target and tailor communication as well as support continuous improvement efforts to strengthen the appeal of SAS events  Exploration of other forms of promoting events can help identify better ways of breaking through cluttered email in-baskets of users. Vehicles like direct mail, if used creatively, can influence key decision makes to support event attendance by staff.
  17. 17. Appendices
  18. 18. Copyright © 2008, SAS Institute Inc. All rights reserved. SWOT Analysis Opportunities High quality of crucial SAS events increase users’ interests and improve attendance rate Comprehensive and accurate data deepens understanding of users and improves customization Systematic process creates better user experience Relationships with other groups and networks provide users with easy and quicker access to information Better technology improves the process of communication Network and knowledge sharing platforms accommodate increasing needs for business analytics Threats Clear presentation of upcoming events on SAP website, making it easy for users to search Large SAP User Group with 130,000 members Easy and quicker registration process of SPSS and Cognos External LinkedIn groups and SAS networks not communicating with SAS Canada Community Strength Strong representation of financial industry in the community Comprehensive online community network Active participation in Social Media Communities, such as LinkedIn groups. Strong loyalty and close relationship. Weakness Low attendance rate of some crusual SAS events such as SAS User Group Low number of members in online network owned by SAS Canada Community Lack of organization and management of different groups and networks related to SAS Canada
  19. 19. Copyright © 2008, SAS Institute Inc. All rights reserved.
  20. 20. Copyright © 2008, SAS Institute Inc. All rights reserved.
  21. 21. Copyright © 2008, SAS Institute Inc. All rights reserved. Data Received Current Status: attended, registered, invited, no response, no show, cancelled, declined wait listed, no status
  22. 22. Copyright © 2008, SAS Institute Inc. All rights reserved. Data Cleansing The processes of cleansing and modeling included: − Removal of duplicates − Correcting Start Date and End Dates that were in the wrong position, sometimes the start date was after the end date − Correcting of date cells that were not in the appropriate date format − Filtering 26 most important events − Merge of tables in one master table to optimize the analysis process
  23. 23. Copyright © 2008, SAS Institute Inc. All rights reserved. Table Reconstruction • Exclude high-level decision makers (job functions of C-level, directors, VP) and non-users • Include only users of relevant and unknown job functions (administrative, consultant, educator, manager, medical, sales, student and technical) •Current_Status (9 categories, assuming mutually exclusive) in Event_Contacts table is further categorized into Attended, Not Attended, Other, where: Attended attended Not Attended registered, invited, no response, no show, cancelled, declined Other wait listed, no status (majority)
  24. 24. Copyright © 2008, SAS Institute Inc. All rights reserved. Event Types with High % No Status – Removed for Attendance Rate Analyses % No Status = No Status / Total
  25. 25. Copyright © 2008, SAS Institute Inc. All rights reserved. Assessing Popularity and % Attendance Table goes here Total = Attended + Not Attended Attendance Rate = Attended / Total Other: Waitlisted, No Status (majority) Attended + Not Attended + Other = Number of Contacts
  26. 26. Copyright © 2008, SAS Institute Inc. All rights reserved. Largest Industries: Financial Service & Telecommunication
  27. 27. Copyright © 2008, SAS Institute Inc. All rights reserved. Largest Financial Industry Segment: Commercial Banks
  28. 28. Copyright © 2008, SAS Institute Inc. All rights reserved. Largest Telecommunication Segments: Network Equipment and Telco Service
  29. 29. Copyright © 2008, SAS Institute Inc. All rights reserved. Different Geographical Distribution for Financial and Telecom Industries Telecommunication : British Columbia Financial Service: Nova Scotia Telecommunication Financial Service
  30. 30. Copyright © 2008, SAS Institute Inc. All rights reserved. Energy Industry: Alberta and New Brunswick
  31. 31. Copyright © 2008, SAS Institute Inc. All rights reserved. Manufacturing Industry: Quebec
  32. 32. Copyright © 2008, SAS Institute Inc. All rights reserved. Public Sector Industry: Quebec & Ontario
  33. 33. Copyright © 2008, SAS Institute Inc. All rights reserved. Retail Industry: Ontario, Saskatchewan, Quebec
  34. 34. Copyright © 2008, SAS Institute Inc. All rights reserved. Services Industry: Ontario, Quebec, Alberta
  35. 35. Copyright © 2008, SAS Institute Inc. All rights reserved. Large Amount of Unknown Job Function Data Job Function Count of CONTACT_ID Percentage Administrative 18 0.21% Consultant 127 1.45% Educator/Professor 5 0.06% Manager 1140 13.01% Medical/Healthcare 24 0.27% Sales 9 0.10% Student 5 0.06% Technical 1030 11.75% Unknown 6407 73.10% Total 8765 100.00%
  36. 36. Copyright © 2008, SAS Institute Inc. All rights reserved. Predicting Attended Counts by Number of Contacts With nearly 4500 contacts, less than 600 attend
  37. 37. Copyright © 2008, SAS Institute Inc. All rights reserved. 12.8% Attendance Rate for All (22) Target Event Types
  38. 38. Copyright © 2008, SAS Institute Inc. All rights reserved. Predicting Attended Counts of Event Types with High Attendance Rate Among more than 300 users, more than 60 attended
  39. 39. Copyright © 2008, SAS Institute Inc. All rights reserved. Achieve 20 % Attendance Rate Using Selected (8) Event Types with High Attendance Rate

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