2015 dmaw kpi case studies in action
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Sharing of how to leverage KPI's in organizations
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2015 dmaw kpi case studies in action
- 1. KPI CASE STUDIES IN ACTION
- 2. INTRODUCTIONS ļ” Trevor S. Mitchell, CAE, Director of Membership & Strategy, American Mensa ļ” Tori Liu, Director of Information Systems, Global Cold Chain Alliance ļ” Jason Gudenius, Senior Account Director, Marketing General Inc.
- 3. OVERVIEW OF SESSION ļ” Sharing of Case Studies of Various KPIās in Action ļ” Organizational ļ” Membership ļ” Campaigns ļ” Questions
- 4. AMERICAN MENSA CASE STUDY A LOOK AT ORGANIZATIONAL KPI
- 5. KPIāS AT MANY LEVELS ļ” Organizational ļ” Department ļ” Individual
- 6. Associate Level Department Numberof Goals Ratings' definitions can be found on the "Workbook Setup & Instructions" Tab 1 - On Track, SubstantiallyComplete or Complete Trevor Mitchell Director Membership 5 2 - Not Yet Started, NA Goal Removed or Moderate Issues 9 - SignificantIssues Department Goal Steps to Achieve Start End Status Note Yellow and Red Status Issues Complete 0=No 1=Yes Project Type 0=Existing 1=New Goal Priority (1-5) Goal 1 Membership 1. Increased membership and establish strategy for membership recruitment, retention, engagement and value ā¢ Increase membership satisfactions as demonstrated by increased retention ā¢ Increase new membership via testing and prior evidence ā¢ Review benefits and value proposition ā¢ Create and implement customer personaās for membership efforts 7/1/2015 3/31/2016 1 0 0 4 Goal 2 Administration Successfully integrate metrics, tracking and goal setting into operations ā¢ Develop tracking tool. ā¢ Implement tracking tool. ā¢ Ensure staff are keeping it updated on status. ā¢ Work with Directors on discussions. ā¢ Implement quarterly discussion points and board updates. 7/1/2015 3/31/2016 1 0 1 3 Goal 3 Administration Guide the Board through strategic planning ā¢ Develop resources and aids for board members about process. ā¢ Gather data and key information for board. ā¢ Ensure consultant is on board with the direction. ā¢ Leverage Planning Committee for ideas and vetting of key parts of the strategy. ā¢ Incorporate strategy into budget planning and committee direction. 7/1/2015 3/31/2016 1 0 1 5 Goal 4 Membership Develop programs to create healthier more robust chapters/local groups that increase the value and enhance the membership experience ā¢ Establish clear and regular communication channels. ā¢ Survey to leaders to understand needs. ā¢ Program assessment on needs, actions, and plans ā¢ Coordinate responsible committees to develop key resources. 7/1/2015 3/31/2016 1 0 1 3 Goal 5 IT Successfully lead organization through AMS vendor identification and selection process. ā¢ Create RFI and RFP ā¢ Gather feedback and responses. ā¢ Create buy in from staff, board, and other key stakeholders. ā¢ Present to the board a proposed solution and data gathered from process. 7/1/2015 12/31/2015 1 0 1 4 Goal 6 4/1/2015 3/31/2016 Goal 7 4/1/2015 3/31/2016 Goal 8 4/1/2015 3/31/2016 Goal 9 4/1/2015 3/31/2016 Goal 10 4/1/2015 3/31/2016 Department Goal Priority % 1, 6% 2, 13% 3, 6% 4, 6% 5, 19%6, 13% 7, 19% 8, 5% 9, 5% 10, 0%11, 6%12, 0%13, 0%14, 0%15, 0%16, 0%17, 0%18, 0%19, 0%20, 0%21, 0%22, 0%23, 0%24, 0%25, 0%26, 0%27, 0%28, 0%29, 0%30, 0% Organizational Goal Priority %
- 7. 1 2 4 1 1 1 1 4 4 3 1 3 1 3 3 2 4 1 2 3 3 3 0 2 2 3 3 0 3 1 6 6 6 1 1 0 0 1 1 0 0 Departmental Goals & Resources Assigned 10 13 5 7 9 7 9 10 6 3 10 3 10 4 3 1A- MembershipIncreas emember satisfactionthrough engagementwithā¦ 1B- MembershipIncreas emotivationfor peopletojoinand retainā¦ 1C- MembershipOffer convenientand welcoming qualificationā¦ 1D- MembershipEncour ageandsupport diversitywithinthe membership-noā¦ 2A- GovernanceIncreas eunderstanding aboutroles, responsibilitiesā¦ 2B- GovernancePromot eacollegial atmospherethatis supportiveofā¦ 2C- GovernanceDecrea sebarriersto effectiveworkand decisionsystemsā¦ 3A-Leadership DevelopmentAttract newleadersinall agegroups-%of newvolunteersinā¦ 3B-Leadership DevelopmentIncrea sethenumberof memberswillingto serveinelectedā¦ 4A-Public AwarenessRaise publicawareness andcapitalizeon thepublicā¦ 4B-Public AwarenessPromote Mensabrand throughlicensing, partnershipsandā¦ 4C-Public AwarenessVigilantl yprotectthebrand througheducation, monitoringandā¦ 5A- FinanceIncrease non-duesrevenue 5B-Finance Maintainstrong financialpositionfor thehealthofthe organization-ā¦ 5C-FinanceEnsure compliancewith appropriate regulatory requirements-noā¦ Organizational Goals & Resources Assigned
- 8. 1A-, 24, 13% 1B-, 26, 15% 1C-, 8, 5% 1D-, 22, 12% 2A-, 17, 9% 2B-, 7, 4% 2C-, 17, 9% 3A-, 13, 7% 3B-, 3, 2% 4A-, 6, 3% 4B-, 10, 6% 4C-, 6, 3% 5A-, 12, 7% 5B-, 5, 3%5C-, 4, 2% Number of Dept Goals Supporting Each Organizational Goal 1A- 1B- 1C- 1D- 2A- 2B- 2C- 3A- 3B- 4A- 4B- 4C- 5A- 5B- 5C- Department Level Data Department # of Staff # of Goals Avg # of Goals Executive Lead Administration 4 5 1.3 Pam Communication 4 19 4.8 Pam Finance 3 12 4.0 Pam Foundation 1 5 5.0 Pam IT 2 12 6.0 Pam Marketing 3 15 5.0 Pam Membership 5 27 5.4 Pam 22 95 Staff Level Data Level # of Staff # of Goals Avg # of Goals Executive 1 0 0.0 Director 6 31 5.2 Staff 15 64 4.3 22 95 (See comments in this cell for instructions) MGR Risk Review 1=Green 2=Yellow 9=Red Department Goals Schedule Resources Scope Issues/Risks HighRiskOverride(ONLY Type"9"toOverride) TotalRiskLevel Admin 1 - Provide support to the organization and its strategic objectives 1 2 1 1 5 Admin 2 - Provide valued support to the Board and its appointees 1 2 1 1 5 Admin 3 - Provide ongoing staff development and support 1 2 1 1 5 Admin 4 - Provide financial services for the organization 1 2 1 1 5
- 9. Organizational Goal Percent Complete Goal # Strategic Goals Metrics Metric Goal Metric Result % Goal % Complete Risk Level 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% 1A- Membership Increase member satisfaction through engagement with local groups, SIGs, recognition programs, events, and online services - Retention Rate 88% 91.9% 104% 8% 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1B- Membership Increase motivation for people to join and retain membership resulting in overall membership growth - Total Members 57,000 50,026 88% 8% 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1C- Membership Offer convenient and welcoming qualification testing to those interested in membership - no measurement NA NA 100% 24% 13 13 13 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1D- Membership Encourage and support diversity within the membership - no measurement NA NA 100% 9% 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2A- Governance Increase understanding about roles, responsibilities and relationships among the board of directors, committees, national office staff, and local groups - no measurement NA NA 100% 10% 5 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2B- Governance Promote a collegial atmosphere that is supportive of approved actions and is welcoming to unique perspectives - no measurement NA NA 100% 25% 5 5 5 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2C- Governance Decrease barriers to effective work and decision systems - no measurement NA NA 100% 10% 5 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3A- Leadership Development Attract new leaders in all age groups - % of new volunteers in overall volunteer pool Need to establish Need to establish 2% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3B- Leadership Development Increase the number of members willing to serve in elected and appointed positions - # of local groups considered high functioning/healthy Need to establish Need to establish 11% 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4A- Public Awareness Raise public awareness and capitalize on the public perception of the prestige of Mensa - # of value generating partnerships 2% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4B- Public Awareness Promote Mensa brand through licensing, partnerships and other means to increase value and awareness - # of revenue generating partnerships 1% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4C- Public Awareness Vigilantly protect the brand through education, monitoring and partnership with Mensa worldwide - no measurement NA NA 100% 2% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5A- Finance Increase non-dues revenue $ 870,806 $ 350,111.72 40% 1% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5B- Finance Maintain strong financial position for the health of the organization - Net Operations (Bottom line profit/loss) $(123,510.00) $ 4,680.18 100% 0% 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5C- Finance Ensure compliance with appropriate regulatory requirements - no measurement NA NA 100% 0% 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
- 10. DATA OVERLOAD
- 11. LESSONS LEARNED Benefits ļ” Lots of information ļ” Mapping of Individual to Organization ļ” Board is happy Down Side ļ” Time to track ļ” Are we really tracking whatās important?
- 12. GLOBAL COLD CHAIN ALLIANCE CASE STUDY A LOOK AT KPI FOR MEMBERSHIP RECRUITMENT AND RETENTION
- 13. THE PROBLEM
- 14. FINDING THE RIGHT VENDOR(S) ASK ABOUT: ā¢ Cultural fit ā¢ Cost ā implementation and recurring ā¢ Capacity ā staff resources, time ā¢ Integration ā¢ Infrastructure
- 22. MGI CASE STUDY KPI ā RENEWAL LIKELIHOOD MODEL
- 23. MGI CASE STUDY: KPI - RENEWAL LIKELIHOOD MODEL Main Goal of the Model: To evaluate all engagement behaviors against member renewal history and identify those behaviors that have the strongest impact on member renewal. A data-driven marketing strategy that encourages these important behaviors and improves member renewal can then be developed.
- 24. WHAT KINDS OF DATA CAN BE ANALYZED? Engagement activities, including but not limited to: ļ¼ Webinar participation ļ¼ White paper downloads ļ¼ Conference/meeting attendance ļ¼ Volunteer engagements with the organization ļ¼ Donations ļ¼ Product purchases ļ¼ Professional development ļ¼ Subscriptions ļ¼ Etc.
- 25. OUTCOMES FROM THE MODEL ļ¼ Model results include a list of all engagement behaviors that have a statistically significant effect on member renewal ļ¼ All statistically significant behaviors have a positive or a negative score assigned to them to reflect the level of contribution to member renewal. ļ¼ The most important engagement behaviors that increase the likelihood of member renewal are outlined ļ¼ Recommended potential strategies to improve member renewal based on the KPI model findings
- 26. MGI CLIENT EXAMPLE: VARIABLES WE LOOKED AT ļ” Participation in private social network/community ļ” Subscription to the eNewsletter ļ” Meeting attendance (In person and webinars) ļ” Product Buyer Status ļ” Smartbrief Subscription
- 27. MGI CLIENT EXAMPLE: POSITIVE & NEGATIVE ENGAGEMENT ļ” The following engagement points were found to have a positive effect on membership renewal likelihood: ļ” Smartbrief Subscription ļ” Product Buyer Status ļ” Newsletter Subscription Interpretation of a "positive" effect on renewal likelihood: members that engage in this particular behavior renew at a higher rate than average in this particular dataset. Smartbrief Subscription Product Buyer Status Newsletter Subscription Meeting Attendance Private Social Network
- 28. MGI CLIENT EXAMPLE: A DEEPER DIVE ON PRODUCTS ļ” Some specific products had stronger effects than others Professional Development (online)
- 29. INSIGHTS AND RECOMMENDATIONS 1. Content appears to be more valued than networking ā The topic engagement points with positive renewal correlation were informational in nature, rather than connecting members to each other 2. Incentivize strong renewal engagement early - Consider offers to new members that get them to try an online professional development product 3. Consider bundled offers ā Allow members to purchase membership + products, or multiple products together, at reduced rates to spur more positive engagement 4. Evaluate the private social network/community ā Are people making posts and talking to each other, how active are the message groups and libraries, have people been asked to complete their profiles to find the people they need to speak to more easily
- 30. QUESTIONS
Editor's Notes
- how we used dashboards and business intelligence to advance our membership recruitment and retention efforts.
- Sure, hereās an example of how we used to do board reports ā in PowerPoint. No interactivity and took a long time to put them together. The real question ļ What is the variance between budget, actual recruitment, and retention? And we need to know by year, month, and member type. Budget data is in Great Plains, actual capacity and recruitment is in our AMS. Took hours to prepare and we werenāt even sure if it was accurate. No confidence in data! Yikes! Retention Rate=(Dues Collected)/((Dues Billed-New Member Dues Collected)) āWe want to be able to see visualizations of retention rate percentage. The problem with the data is that they havenāt set up the financials, or have been able to tag a new member was and how much the member paid. Itās just one number so far. We also have an issue with the rejoins.ā ā Corey Rosenbusch You also couldnāt tell why ā not interaction with reports. Just lump numbers with little to no explanation. WORSE. We couldnāt be proactive. No easy way to track when someoneās membership was left unpaid for months.
- Can I get a comprehensive view of our organization from the dashboard? Does it provide full features at an affordable price? Can I start seeing value in 90 days? Can I be assured that my data is secure and available? Can I proceed with limited IT resources? How does that integration work? Does integration cost extra? Can business users create their own analysis? Can the solution scale? Is it easy to upgrade? Will it upgrade/respond when netFORUM upgrades? Will it adapt as our needs change? Will you work with our other vendors? Whatās your support structure? What are the annual fees? What is the set-up fee? Will the solution work outside of North America? Will the solution be accessible via mobile devices? How can we connect data/dashboards to our strategic plan? Should there be different scores for individuals and companies? How do they relate to each other? How will we handle our structure as a trade association? Will you help our staff determine data needs?
- Biggest problem is that we were spending so much time gathering data and trying to figure out what it all means that we hadnāt spent any time thinking about WHAT DO WE ACTUALLY NEED TO KNOW TO SUCCEED and WHAT CAN WE DO ABOUT IT? What do we already know about it? What are our objectives? How do we currently measure it? How do we make decisions about it? What else do we want to know? Whatās the business value? Hereās how we narrowed down our initial business questions, which became the basis of our scope for Phase I TALK TO THE EXPERTS GATHER OPERATIONAL & STRATEGIC INFORMATION Collect all dashboards, reports currently used Collect strategic plan(s) Collect objectives/goals Interview stakeholders to : learn how staff is currently using data; learn how data is helping or hindering decision-making in the association; and identify opportunities for future growth or improvement. TIP: Learn from the past. Collect information that is already known about the problem. Make sure you understand the history of the problem. CATEGROIZE AND DE-DUP Categorize information collected into a strategic function area Remove duplicate information/questions DRAFT QUESTIONS REVIEW, REDUCE, AND PRIORTIZE YOUR QUESTIONS trash it or treasure it game pick a pony game Think about what you want to do with the answers: Have access to easily actionable information Be proactive in retention efforts
- Scope, Collect, Clean, Analyze and Communicate.Ā This comes from DSK. Scope your project (start small ā pick membership, events, or financials) Collect your data (find all the data sources) Clean your data (what does ācleanā look like for your org? devote the time) Analyze your data Communicate your results (itās about telling stories, not repeating numbers). All the steps are obviously important, however, it was during the collect and clean phase that we brought in our financial data as well as well as our information from our AMS. Combining expense data from GreatPlains along with information from our AMS, netFORUM, allows us to have dashboards that show us information on our key KPIs. We also made changes to our AMS to allow for categorizing of event types, etc. NOTE: Iterative Process. This isnāt a monologue. Itās a dialogue. The visualizations should and will change. Although one of the main things Iāve learned is that most of our work turned out not to be technical. This is really a business initiative with technology as an enabler. And in the end - itās really a change management project. It is common once you begin the analysis process, you realize you need more data and go back to the ācollectā step. This is actually encouraged as a natural part of the learning process. The only way to really get it wrong is not to start in the first place.
- At the top we can clearly see our retention rate by association. This shows us very quickly which of the associations we need to concentrate on. We use colors, like red, to visually highlight problem areas. We also have another visualization that shows us where we are in revenue this year compared to the same month last year. Kind of like a version of an event registration āweeks outā report, but for membership revenue. The visualization on the bottom is showing total counts of members by association (this includes both new and renewals). We also have a parameter on this one that lets us look at dollars vs. counts. So we can see that although it may appear that retention is declining, it is offset by the new members we are attracting. Now we have visualizations like these Our organization actually has multiple associations. This visualization shows how the revenue for each compares to budget. The dark black reference line at the top of each column is the budget number. Itās also color coded ā the bar is RED until we hit the goal and then it automatically changes to BLACK. If we want to know more about the revenue for each association, right clicking on the bar allows us to see the organization name, location and their payment amount. This is really important because it helps to build TRUST in the data when people can look at the underlying information. Also, allow senior leadership to get a quick view and the other staff to get more detailed information. We are a global association as well and the Account Detail section at the bottom of this visualization is critical because it further breaks down the revenue and budget by location. Also, we are using color to quickly show which locations are in the RED.