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Laura Scarlett, National Trust: Member Retention at Touchpoints: How the National Trust is Approaching CRM

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Topic: Member Retention at Touchpoints: How the National Trust is Approaching CRM

- Getting the data and technology right
- Exploiting your ‘owned channels’ and delegated organisational model
- Implementing the changes across different touchpoints; website, tills, call centres emails etc
- Connecting with members as individuals

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Laura Scarlett, National Trust: Member Retention at Touchpoints: How the National Trust is Approaching CRM

  1. 1. Laura Scarlett Marketing within the Leisure Sector
  2. 2. Laura Scarlett Programme Director, Supporter Loyalty Platform Data Science & Data Management Teams Adobe Campaign SWAT Team CRM Best Practice 13 May 2015
  3. 3. 1. Programme Context 2. Platform Design & Implementation 3. Learnings Supporter Relationships at Touchpoints
  4. 4. Programme Context
  5. 5. A UK conservation charity, founded to conserve Britain’s heritage and open spaces for ever, for everyone Holidays 421 cottages 3 hotels & spas 84 bed & breakfasts 47 campsites Hundreds of working holidays Buildings & Countryside 340 castles, palaces, manors and halls 740 miles of coastline 59 villages 630,000 acres of land 61 nature reserves 2,000+ tenanted homes 1 gold mine Catering 260 cafes 35 pubs Retail 267 shops on-line shop Curating 334 nationally important collections Events Over 1,000 events/year Over 100 exhibitions/year 56 wedding venues Film & TV Location
  6. 6. A wealth of assets in our owned channels & data Built Properties 20m visits/year 50% members On-line 2m hits/month 60% members Apps 1m opens/month ? members Call-centre 2m inbound calls/year Supporters 12.8m known individuals 4.2m active members 70k volunteers (3.1m hours donated) Data bases 7 major 5 minor Local Lists Circa. 800 Content 6 systems Countryside Places 20m visits/month 60% members
  7. 7. A delegated organisational framework Operations & Consultancy Whole Trust 7 Regional Directors 25 Assistant Directors 250 General Managers 7 Heads of Consultancy 70 Marketing Consultants 50 Visitor Experience Consultants Brand & Marketing Supporter Development Conservation & Collections IT Finance HR
  8. 8. Other Concurrent Programmes = opportunity SLP Digital POS Finance
  9. 9. My SLP Programme Brief To provide a ‘loyalty’ platform which enables the Trust to deliver value to each and every supporter through increased relevancy & recognition
  10. 10. Platform Design & Implementation
  11. 11. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters The Heart – build a single supporter view (maximise value from product diversity) The Brain – analytics & intelligence (to deliver relevancy based on behavioural insights) The Body - new personalised inbound & outbound interaction capabilities (exploit new tills, new website & mobile app) Change Management - skills, processes and re-organisation (utilise delegated organisation) Programme Workstreams
  12. 12. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters The Heart – single supporter database Built from 13 silo feeds. A total mission. Contains virtually all behaviours known supporters do with us. Well structured, clean and accessible data. Hosted on Amazon Redshift. Completed May 2015 Programme Workstreams
  13. 13. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters The Brain – self-serve analytics A vast analytics team was out of the question, and the curiosity was there so we decided to go with Tableau to enable every manager in the Trust to make more supporter-centric decisions around staffing, stocking, proposition planning, targeting & also to support bids. Launched May 2015 Programme Workstreams
  14. 14. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters The Body - new personalised interaction capabilities We clearly needed a campaign engine to be more personalised, but also we had to utilise our inbound opportunities and empower our local ‘branches’. We bought Adobe Campaign which will allow us to deliver effective, highly relevant timely messages to individual supporters in all our owned channels, and deploy a distributed model, through their ‘light touch’ application. Proof of Concept Nov 2014 – June 2015 Programme Workstreams
  15. 15. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Adobe Campaign 2 phase manned touchpoint strategy for inbound interactions Programme Workstreams Call Centre Slice of supporter data held locally – feed from SSV POS Best Next Message prompts from Adobe Campaign Access to blended relationship history feed from SSV Best Next message prompts from Adobe Campaign 1 2 21 prompts
  16. 16. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Adobe Campaign 2 phase un-manned touchpoint strategy for inbound interactions Programme Workstreams mobile app Anonymous users personalised by location & browsing behaviour website Known users - best content atoms served from Adobe Campaign Anonymous users personalised by location and browsing behaviour Known users - best content atoms served from Adobe Campaign 1 2 1 2 Content tiles/push notifications
  17. 17. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Change Management - Skills, Processes and Organisation We now need to organise ourselves to get the most from these new capabilities - roles & processes are and will change for the next few years. Marketing will be faster with more, smaller campaigns, bleeding into member service. Intelligence will be democratic and richer and personalised inbound interactions will enable a much higher degree of supporter service. Programme Workstreams
  18. 18. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Change Management New Direct Marketing Unit = property ‘clusters’ based on supporter visit patterns Channel agnostic marcomms delivery roles KPI’s – properties will be able to carry membership retention kpi’s for the first time. This will change the emphasis of General Managers energies from visit volume to quality relationships Programme Workstreams
  19. 19. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Change Management - cultural Programme Workstreams about us slow & planned campaigns media schedules segmentation about them fast & iterative interactions customer moments recognition
  20. 20. Learnings
  21. 21. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supportersHeadline Learnings 1. Employ a Programme Director who is a subject matter expert and has a vision – not a generalist PM 2. The more cultural change is involved the slower you can proceed. Take this into account and release what you can, when you can. EASE things into the organisation 3. Don’t underestimate the man-power needed – I have a dedicated programme team of 16 fte - and ensure they are mandated for change. 4. It’s hard – make sure you are genuinely supported from the very top of your organisation – if not say no.
  22. 22. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters What we missed The importance of content Transparency = fear = resistance
  23. 23. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters The game-changers The creation of an empowered Data Team (with teeth and shoulders) who are central to this transformation Single Supporter View is THE foundation stone Tableau & the democratisation of data Distributed marketing model for relevance Behaviour-triggered comms / Personalising Inbound Interactions
  24. 24. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Thank-you
  25. 25. Supporter Loyalty Platform Update Oct 2014 Building stronger, more relevant relationships with our supporters Question for discussion Can sales messages be successfully merged with member service messages at touchpoints? And if so should they be?
  26. 26. Marketing within the Leisure Sector Roundtable Question Can sales messages be successfully merged with member service messages? And if so should they be?

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