The document provides an agenda and background information for a meeting of the GAC, SAC, and TCC member leaders. The agenda includes a welcome, a technology needs assessment presentation, a discussion of membership personas, and a discussion activity. The background section describes how technology improvements were identified as a key unmet need and informed the development of a member technology survey. The objectives are to identify specific tools and features to help member leaders and incorporate them into websites. Member personas and tactics to leverage them in marketing programs are also reviewed. The next steps outlined are to identify actions to move member segments along the engagement continuum and leverage personas in programs and communications.

1. WELCOME
MEMBER LEADERS
GAC – SAC – TCC Meeting
April 30, 2017

2. AGENDA
1 Welcome
2 Technology Needs Assessment
3 Membership Personas
4 Discussion Activity

3. MEMBER UNIT/COMMUNITY OF PRACTICE
TECHNOLOGY ASSESSMENT
Bill Brody
April 30, 2017

4. BACKGROUND
Technology improvements identified as a key unmet need in the Member
Leader Engagement studies
The Technology Roadmap prioritized improvements to the Member Unit and Member
Community of Practice websites
Brainstorming session with Member Leaders identified technology
features and benefits to help member leaders be more effective
This input, combined with feedback from Community Development and IT,
informed the development of the survey.

5. RESEARCH OBJECTIVES
Identify the specific technology tools and features to help Member
Leaders be more effective.
Incorporate these tools and features in the Member Unit and Member
Community of Practice Websites

6. TIMING
Results – 5/17
Technology Development
Prioritize features and functionality for development

7. APPENDIX

8. Technology Features/Benefits
Access to real-time data such as current membership information
“Remember me” function for ease of log-in, so don’t have to enter ID and password every
visit
Customize your experience so site offers relevant content based on your search history and
preferences
Electronic signature for document submission
Dashboard that tracks and displays compliance and key metrics
Tool to monitor and update business plans
Provide integrated ASQ event calendar reflecting all member unit and ASQ events and key
dates
Ability to identify relevant contacts such as appropriate member leaders and staff
Provide collaboration tools such as work flows, document versioning, etc.
Provide communication tools such as email, chat, web conferencing, etc.
Log in once and have access to all relevant ASQ sites

10. MEMBER PERSONAS
Bill Brody
April 30, 2017

11. MEMBER PERSONAS
OBJECTIVE
• Review Segmentation work
• Behavioral Segmentation
• Attitudinal Segmentation
• Review Member Personas
• Review tactics to leverage Personas in
marketing programs

12. Behavioral Segmentation
• ASQ commissioned MGI to analyze our database
to identify appropriate targets for marketing
strategy and programs
• Analysis identified 7 member segments

14. 1. Veteran Loyalists/Old Faithfuls
2. Highly Invested/Loyalists
3. Transitioners/Undecided
4. Samplers
BEHAVIORAL SEGMENTS

15. ATTITUDINAL SEGMENTATION STUDY

16. They are:
Passionate about their families: members (80%), lapsed members (79%),
customers (83%)
Problem solvers: members (71%), lapsed members (68%), customers (70%)
Team players: members (69%), lapsed members (70%), customers (69%)
Analytical: members (60%), lapsed members (60%), customers (57%)
A mix of rational and emotional on a scale from 0=“totally rational” to
10=“totally emotional,” median scores: members (4), lapsed members (5),
customers (5)
Take away: Members and customers see themselves
similarly.
In what ways are their personalities more similar than
different?

17. In what ways is their commitment to quality improvement
and professional development more similar than
different?
• Make things better for customers: members (66%), lapsed members (64%),
customers (65%)
• Improve internal processes: members (65%), lapsed members (64%),
customers (66%)
• Affiliate with ASQ to enhance their skills and knowledge: members (73%),
lapsed members (66%), customers (53%)
Take away: Members and customers share altruistic
impulses and professional aspirations.

18. PERSONAS
• Combined the behavioral and attitudinal
segmentation to create the Member Personas
• A Persona is a semi-fictional representation
of your customer based on market research
and data about your existing customers.

19. MEMBER PERSONAS

20. Member Personas
- Identified 4 Member Personas
- Differences are driven based on career stage and strength of connection to ASQ

21. Member: Highly Invested & Loyalist
vcxvQuentin, Quality Manager

22. NEXT STEPS
• Identify actions to move member segments along the
engagement continuum to fully engaged members.

23. NEXT STEPS
- Leverage Personas in Marketing Programs
- Utilize rational and emotional messaging to make
communications relevant and motivating
- Use Personas to target the appropriate audience.

24. Questions?

25. APPENDIX

26. CUSTOMER PERSONAS

27. Identified 5 Customer Personas
27
Anita - Training &
Events
Simon - Certificant
Dave - Window
Shopper
Walt - Print Peter - Power Buyer
• Newest to quality
field
• Females dominate
• More in junior
positions
• 3 in 10 in
healthcare
• Least tech savvy
• 39% under age 35
• Certification
focused
• Seek career growth
& recognition
• 1 in 3 international
• 39% Master’s+
• 1 in 3 in healthcare
• Least in quality
management, some
students or self-
employed
• 41% Master’s+
• Most tech savvy
• Most likely be in
quality management
• Oldest
• 10% plan to retire
• Print & conference
user
• Almost all US-based
• 1 in 3 passionate
about their faith
• Networker
• High spender
• Strong ASQ share
of wallet
• In-person training
& conferences
• Career focused
• As their names imply, customer segments differ by what they purchase from ASQ, ASQ
spending and, to some extent, by industry and demographics.
• In addition to manufacturing, some segments have strong representation in healthcare.

28. Customer: Window Shopper
Dave, Manager
Age: 43
Income: $78,500
Claimed
• Mean annual spend: $1,566
• Mean ASQ share: 25%
• Mean ASQ spend: $366
Dave is a…
Manager in a small health-
related manufacturing firm
Goals
To achieve a leadership
position in quality or his
current role
Challenges
Make things better for
customers by improving
internal processes & systems
Motivations
Assure his firm’s products
and services are the best
they can be; health, fitness
and work/life balance are
drivers
Story
Dave began his involvement with quality about 8 years ago. As a
highly educated manager focused on solving problems, Dave uses
his analytical skills to improve customers’ experiences. It’s
sometimes a challenge to apply quality concepts and tools in his
environment.
Dave willingly devotes resources to professional development but
ASQ is not a primary allegiance. To address thorny issues and
provide ideas for implementing process improvements, he turns to
free resources or books and in-person training from other sources
or through their list servs.
ASQ offers Dave opportunities to expand his knowledge of quality
concepts and tools. He finds value in ASQ e-learning and an
occasional article.
.

29. Tenure - Members

30. Executive Summary
ASQ’s members and customers are significantly more similar than different from an attitudinal
perspective.
Similarities include their personality traits, the reasons they are involved in the quality field, and their career
aspirations
The segments differ with respect to…
• Where they are in their careers
• Level of engagement with associations, overall, and ASQ, in particular
30ASSOCIATION LABORATORY

31. Discussion 1
Café Discussion at table
As ASQ continues on the
Transformation Journey, what
issues do you want to make sure
are addressed?

33. Discussion 2
Café discussion at table
What do you value most about
ASQ?

35. Thank you!