BOC Member Engagement Case Study
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The document discusses challenges faced by the Board of Certification/Accreditation including an outdated website, understaffed teams, and lack of a social media strategy. Solutions implemented included moving systems to the cloud, focusing on human capital, streamlining processes, developing a brand strategy, and creating a social media presence using various tools. Key results shown include increased website traffic and engagement, improved certification application processes, expanded social media outreach, and higher renewal rates following implementation of the solutions.
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BOC Member Engagement Case Study
- 1. BOC Engagement Case Study Jeff Price, MCP Board of Certification/Accreditation Chief Operating Officer
- 3. CHALLENGES
- 4. Our Challenges • Outdated Website – circa 1995 • Handicapped Staff – policies – work load – What’s a KPI? • Social Media Strategy?
- 5. SOLUTIONS
- 6. Business Operations Building Infrastructure –Cloud Computing Internet-based computing, whereby shared resources, software, and information are provided to computers and other devices on demand, like the electricity grid. –Human Capital The skills, knowledge, and experience possessed by an individual or population, viewed in terms of their value or cost to an organization. 6
- 7. Communications Strategic and Amplified – Meeting customers where they are comfortable. – Giving customers the message they want. – “Social media doesn’t exist in a vacuum. Make traditional media and social media work together.” 7
- 8. Business Process Review Streamline Simplify Automate
- 9. Brand 2009 2010 and 2013
- 10. Social • iMIS – Integrated GoLightly – Integrated SocialToaster • Chatter – Trained Staff • Hootsuite – Created Management Portal
- 11. Key Performance Indicators 11 10 8 6 4 2 0 Track Measure Compare
- 12. RESULTS
- 13. Total Site Visits 110000 100000 90000 80000 70000 60000 50000 4Q2010 1Q2011 2Q2011 3Q2011 4Q2011 1Q2012 2Q2012 3Q2012 4Q2012 1Q2013 2Q2013 3Q2013 4Q2013 1Q2014 2Q2014 www.bocusa.org my.bocusa.org go.bocusa.org ce.bocusa.org
- 14. Top Page Visits
- 15. Certification Application Conversions Begin 305 Create Account 26% Select Type Select Exam(s) Answer Questions Review Selections Enter Payment 11% Final Review 27% Complete 29%
- 16. MyBOC Engagement 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Find CEUs SocialToaster Reaccredit Pay Fees Apply Apply Pay Fees Reaccredit SocialToaster Find CEUs Facility Accreditation 37% 34% 14% 1% 2% Certification 32% 45% 0% 4% 15% Facility Accreditation Certification
- 17. Social
- 18. Outbound Sales Team 2014 Projected 2014 Projected 140 120 100 80 60 40 20 0 1Q 2Q 3Q 4Q 2014 Reassignments 2013 Reassignments 2012 Reassignments
- 19. 2014 Renewal Call Results Renewed 11% No Valid Contact Info No Return Call 43% 18% No Longer in the field 10% Deceased 1% Retired 3% With ABC - Not Renewing 1% May Renew Later 4% No Reason Given 2% Promised to Renew Later 7% Other 14%
- 20. Seamless Operations. Seamless Communication. Seamless BOC. Jeff Price, MCP Chief Operating Officer jeff.price@bocusa.org
Editor's Notes
- https://twitter.com/bryankramer Who am I? COO of BOC w/ a background in Accounting, IT & Marketing. I’ve been with BOC since 2002 with a break in between where I worked at couple different IT consulting companies. Personal Mission Statement: I want to make the world better by empowering others to connect with & embrace who they were uniquely made to be. My calling is to organize & connect people, things, ideas and resources. Who is BOC? Credentialing organization founded in 1984 to offer a pathway to certification in the orthotics and prosthetics industry. Now we offer 6 different individual certifications for the DMEPOS (3500 people nationwide), and 2 different business accreditations (1700 businesses nationwide). BOD of about 15 made up of industry experts from our certification and accreditation populations Using iMIS to manage this process since 1998 H2H organization
- In 2010 Web 1995 website in 2010 Wayback Machine – web.archive.org People - No social media allowed in employee manual or highly regulated Overworked administrative staff working long hours - costing thousands of $ in OT Strategy - A Facebook page & twitter account with no strategy
- What have we been doing at BOC for the last 5 years? Operations IT Infrastructure moved a great deal of infrastructure to the cloud Upgraded our iMIS database Strengthened disaster recovery model People Cross-training staff on BOC processes Increased communications and cross-department meetings Invest in training & learning opportunities for every member Motivate team towards success with rewards, exercises and games Business Process Review Streamline – everything we were doing internally and with customers (application/renewal, accounting procedures, website, communications) Simplify – all processes so they were easier to perform and required less manual labor Automate – letters, emails, database updates, synchronizing & connecting Strategic Program Management Asked a lot of “why” questions – why do it this way, why does this matter, why doesn’t this matter. Asked what will make us successful and how will we know we are successful. Looked at what we are measuring and what we can’t. Changed the nature of our discussion in finance, marketing and board meetings to take data driven action.
- Communications Social FB – interacting with certificants and candidates LI – increase number of recommendations for our Facility Accreditation services TW – interacting with other industry leaders such as OWW and sharing industry news G+ - part of our SEO project – more later ST –more later GoBOC – more later Target Analysis – using metrics and messaging Survey – asking for feedback, finding the pulse, focus groups Informz – email and newsletter marketing based on iMIS data Build Fast Company (September 2012) brand awareness through increased communications – PR, Tradeshows (big push in 2012), Ad campaigns (We Care campaign)
- Business Process Review Streamline – everything we were doing internally and with customers (application/renewal, accounting procedures, website, communications) Simplify – all processes so they were easier to perform and required less manual labor Automate – letters, emails, database updates, synchronizing & connecting
- Web - Brand redesign, New "customer friendly" website in 2010, New self-service portal in 2011 powered by iMIS New public directory powered by GoLightly Created CE Portal People - Free staff up - BPR & employee manual update
- Tools - iMIS - Integrated GoLightly Integrated SocialToaster – Social Media Amplification Chatter - increase & improve internal communication (cut down on email traffic) teach our team how to be social Hootsuite – Carli to touch more on this shortly Single source for listening/publishing/interacting with FB, TW & LI Strategy - Focus on the platforms to create a strategy FB - where people come to interact with friends and the brands they support (B2C=Certifcation) TW - where everyone comes to check the pulse of right now (share & promote) LI - where businesses come to talk business (B2B=Accreditaion) Now what? Drive traffic to self-service portal (WCM) Customer Service (CSA) Enhanced iMIS profile – Targeting Communications (Informz) public profile integration (GoLightly) Ambassadorship value added opportunities (ASI Customer Rewards Program)
- Key Performance Indicators Before you can have dashboards you need to identify your KPIs and before you identify your KPIs you need reliable data. Track tens of thousands of records data quality, alignment and metrics report renewal revenue per certification Making sense of data starts at the point of collection – Have a shared meaning for values – Collect your data – Examine results Who owns the data in your organization? Departments? People? Programs? IT? Who is responsible for ensuring the quality of that data? What would you like to see improved with the workflow? Measure Data collected earlier was tested and refined as hundreds of reports were created Verified to ensure alignment with BOC operating principles Close the feedback loop & iterate Watch data as it flowed through to the online directory, our billing processes and the fulfillment of annual certification renewal fees What are some of the key performance indicators that you are measuring and why are they relevant to you? What are you not measuring that you wish you were? Compare Communication and Decision Making See trends, compare to last year, know where we are headed Visualize the impact of various economic factors and marketing efforts on the success of individual certification programs Who needs to see and act on these key performance indicators in your organization?
- Finding the story in your data = Trends, correlations, outliers Dashboards are everywhere Advertisements Bank Statements Financial/Marketing/BOD meetings Energy Efficiency Report Measured various data points of my energy consumption, Showed them over time, Compared them to my neighbors (other associated data points) Graded me on my performance based on related data or benchmarks Convinced me to take action
- Average Total Site Visits – 83k WWW – 74k (introduced in 2010 & updated again in 2013) MY – 6k (introduced in 2011 with additional features added in 2012, 2013 and projected 2014) GO – 2.2k (introduced in 2012 with more prominent location given in 2013) CE – 1.9k (introduced late 2013)
- Top WWW Page Visits (2010 – 2014) /Becoming Certified – 4/5 years in top 5 /Certification – 5/5 years in top 5 /BOCO – 4/5 years in top 5 /COF – 4/5 years in top 5 2014 – Exam Preparation & Facility now in top 5 Top MyBOC Page Visits (2011 – 2014) Create Account – 3 out of 4 years in top 5 Checkout – 4 out 4 years in top 5 My Profile – 3 out of 4 years in top 5
- May 2014 – July 2013 WWW Conversion Metrics 146 FA applications downloaded from WWW 157 COF applications downloaded from WWW 129 CMF applications downloaded from WWW MyBOC Certification Application Conversion Process 305 begin by clicking on Apply for Certification 88 completed the Application (29% conversation) Exit Statistics to note: 26% exit when they need to create an account (name, address, email, etc) 11% exit when payment is required (credit card information) 27% exit after entering payment information and are presented with a final review (process payment screen)
- New Visitors to MyBOC 2012 - 2014 FA – 41% CERT – 51% Begin Application Process on MyBOC 37% of Accredited Facilities 32% of Certificants/Candidates Pay Renewal Fees on MyBOC 34% of Accredited Facilities 45% of Certificants Reaccredited on MyBOC 14% of Accredited Facilities Choose to Become Ambassadors 1% of Accredited Facilities 4% of Certificants/Candidates Look-up CEU opportunities while logged in to MyBOC 2% of Accredited Facilities 15% of Certificants/Candidates
- 1Q – 2012 outperforms 2013 largely due to 3-year cycle (word of mouth, ads, etc), and 2014 is in alignment with 2012. 2Q – 2014 continues to be better than 2012 & 2013 3Q – 2013 begins to outperform 2012 due to sales efforts, and with 2014 actuals+projected outperforms both 2012 & 2013. 4Q – 2014 to outperform both 2012 & 2013
- 1Q – 2012 outperforms 2013 largely due to 3-year cycle (word of mouth, ads, etc), and 2014 is in alignment with 2012. 2Q – 2014 continues to be better than 2012 & 2013 3Q – 2013 begins to outperform 2012 due to sales efforts, and with 2014 actuals+projected outperforms both 2012 & 2013. 4Q – 2014 to outperform both 2012 & 2013