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
  • Acquiring and retaining participants Robine Neven

    1. 1. Introducing myself – Robin Neven <ul><li>Started 2 weeks ago as graduation intern at Liander, </li></ul><ul><li>Taskforce Energy Saving Solutions. </li></ul><ul><li>MSc Marketing Management. </li></ul><ul><li>University of Groningen. </li></ul>16 March 2011
    2. 2. Pilot Project Participant Acquisition & Retention – Motivation to Join and Stay Robin Neven Luleå, March 16 th , 2011 <ul><li>Part of Task 3.2: Set-up of the Experiment </li></ul><ul><li>Part of Deliverable 3.3: Experiment design transfer technology and protocol </li></ul><ul><li>Contributing in Knowledge Transfer </li></ul>
    3. 3. The issue in its core defined by Liander 16 March 2011
    4. 4. Problem Statement & Research Questions <ul><li>Problem statement: </li></ul><ul><li>How can pilot projects in the area of energy (saving) innovations be conducted more effectively and successfully concerning the acquisition and retention of participants? </li></ul><ul><li>Research questions: </li></ul><ul><ul><li>How can the acquisition rate for participation in pilot projects best be improved? What are the success and fail factors for this? </li></ul></ul><ul><ul><li>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? </li></ul></ul><ul><ul><li>What can be done to increase the success rate of pilot projects; how can the per participant contribution (or participant equity ) be improved? </li></ul></ul>16 March 2011 Aim of my stay here: gather input from all of you regarding all of the above!
    5. 5. Focus of the Research 16 March 2011 Possible basis for Conceptual Model
    6. 6. Improving participant acquisition rate , success and fail factors: <ul><ul><li>Reward systems : in what form, monetary or otherwise? Of what value? Direct or indirect? </li></ul></ul><ul><ul><li>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? </li></ul></ul><ul><ul><li>Communications : what media can best be used to communicate the above and to what extent (cost effectiveness)? What information? E.g. goal. </li></ul></ul><ul><ul><li>Lowering thresholds : e.g. ease of installation of products or helpdesk. </li></ul></ul><ul><li>Intrinsic motivation is stronger than extrinsic! How to reach that? </li></ul>16 March 2011
    7. 7. Improving participant retention rate , success and fail factors: <ul><ul><li>Reward systems : duration, continuity, increasing over time, to compensate fatigue? </li></ul></ul><ul><ul><li>Information provision: over course of the pilot, with what intervals? Other ways to keep participants involved? Types and forms of feedback (direct, indirect). </li></ul></ul><ul><ul><li>Communication in general; quality (how to be defined?), type of media, form. </li></ul></ul>16 March 2011 Intrinsic motivation is stronger than extrinsic!
    8. 8. Improving pilot success rate/participant equity : <ul><ul><li>What is success? Define by asking managers if wanted insights are gained. </li></ul></ul><ul><ul><li>Reward systems: Lottery example. </li></ul></ul><ul><ul><li>What’s the influence of the experience of the participants during the pilot? Is there a relation with the contributions they make? </li></ul></ul><ul><ul><li>What about two-way communication, how can participants feedback to the company? </li></ul></ul><ul><ul><li>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? </li></ul></ul>16 March 2011 Intrinsic motivation is stronger than extrinsic!
    9. 9. Other interesting questions (but not the main aim) <ul><li>What is the influence of certain socio-demographics : </li></ul><ul><ul><li>Age; </li></ul></ul><ul><ul><li>Gender; </li></ul></ul><ul><ul><li>Income; </li></ul></ul><ul><ul><li>Education; </li></ul></ul><ul><ul><li>Occupation; </li></ul></ul><ul><ul><li>Marital status; </li></ul></ul><ul><ul><li>Household size. </li></ul></ul><ul><li>What is the influence of certain economics ? Should you or should you not target population segments hit harder by a downturn for example? </li></ul>16 March 2011
    10. 10. Design of the Research <ul><li>Theory: Discover solutions offered by (marketing) literature; what are suggested best practices for acquisition & retention and increasing customer/participant equity? </li></ul><ul><li>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? </li></ul><ul><li>Data sources : Liander (databases and employees), APOLLON ( shared pilot project knowledge ), pilot project participants (PPPs). </li></ul>16 March 2011
    11. 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. 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. 13. In the end… <ul><li>Come to conclusions and managerial recommendations concerning A&R of participants and increasing participant equity: </li></ul><ul><ul><li>What to do always/never ? </li></ul></ul><ul><ul><li>Which (A&R) methods to use in what situations (selection criteria)? </li></ul></ul><ul><ul><li>Different methods for different client groups? Compile the overall picture afterwards? Or test ‘the average Dutchman’? </li></ul></ul>16 March 2011
    14. 14. Thank you for your attention! Questions? Remarks? [email_address]
    15. 15. Overview of total energy usage and quick technical feed-back may improve user experience and effectiveness 16 March 2011 <ul><ul><li>Consumers signed up spontaneously or were contacted by telephone </li></ul></ul><ul><ul><li>Retention limited for solicited participants (target!) </li></ul></ul>Finding participants System System usage <ul><ul><li>Retention limited by complexity of installation </li></ul></ul><ul><ul><li>Helpdesk not yet up to speed </li></ul></ul><ul><ul><li>Technical feedback and troubleshooting will improve consumer experience </li></ul></ul><ul><ul><li>Computer, TV, Washing machine, Drying </li></ul></ul><ul><ul><li>laundry and Lighting </li></ul></ul><ul><ul><li>Feedback difficult to interpret </li></ul></ul><ul><ul><li>Demand for total energy use overview </li></ul></ul><ul><ul><li>Switching schemes were complicated and </li></ul></ul><ul><ul><li>therefore not often used </li></ul></ul>The World Cup football was an important factor in consumers’ energy usage
    16. 16. Improved contact with employees stimulates energy saving and improves troubleshooting of new system <ul><li>- Information on the project (goal, status quo, helpdesk) hardly reaches employees, despite communication effort (flyers, e-mails) </li></ul><ul><li>- Measuring and saving energy requires insight into work place management during project </li></ul>16 March 2011 Pilot project Saving behaviour System <ul><li>Personal contact could stimulate insight and motivate employees to save energy </li></ul><ul><li>- Switching off PC’s after hours has strong savings potential, but is a hassle for employees due to long start up </li></ul><ul><li>- Fast installation of plugs requires accurate inventory and planning </li></ul><ul><li>Monitoring and maintenance of system requires external ICT-access </li></ul><ul><li>Effective savings measures on lighting (light pulse) are hard to combine with wireless network that uses tension of light socket </li></ul>
    17. 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. 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?”

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