2. Today
1230 Introduction and report overview
1250 Revenue, content, communities and technology
throughout the membership lifecycle
1340 Break
1355 Magazines, mobile and the global opportunity
1425 A digital answer?
1455 Questions, answers and discussion
1515 Close
19. the web is moving faster than our
organisation, its internal
structures, and decision-making
processes can keep up with
A senior employee of one of our membership clients
81. Anticipated Reciprocity I give, I get back
Increased Recognition I give, I get rewarded
Sense of Efficacy I give, I have an impact
Sense of Community I give, I belong
Common Boundaries It’s clear who is in/out
Emotional Safety It’s inclusive and welcoming
Sense of Belonging This is part of me, of who I am
Personal Investment I made part of this
Common Symbols I recognise & use the symbols
Shared History I’m connected to a valued past
Shared Participation I’m not alone in this
82. Don’t be the pub bore!
The right community for the right audience
120. Considerations
• Think beyond a magazine – and PDFs, and emails…
• Deliver a mix of relevant, personalised content and
overall messages
• Enable your members to choose how they consume
your articles
• Empower experts to curate content on your behalf
• Combine print and digital to bolster your online
ecosystem
Our most valued asset – the magazine
140. Considerations
• Consider scenarios and motivations on mobile –
use your personas!
• There is a time and a place for mobile apps – but
they are not a magic bullet
• Designing for mobile should be an integral part of
future development
• Mobile/responsive design will become as intrinsic
to the web as accessibility
Mobile is here now
141. Your turn!
• In groups, sketch out the ideal mobile experience
for your users
• Think about:
• Context of usage and key information/journeys
• Mobile specific features – calling, geolocation, etc
Mobile is here now
167. recession enables organisations
to de-clutter their products and
services lists as well as offering
the opportunity to present
‘climate-specific benefits’ to
members
Sue Froggatt
168. it wouldn’t take a hell of a lot for an existing content provider
with sophisticated infrastructure to begin to cream off the
best of our talent and give them a forum through which
to broadcast their expertise...
... and then the next step could be for the provider to begin to
offer accreditation/membership to a new organisation
approved by our erstwhile members
One of our membership organisation contributors
169. the web is moving faster than our
organisation, its internal
structures, and decision-making
processes can keep up with
A senior employee of one of our membership clients
170. If you don’t like change,
you’re going to like
irrelevance even less
General Eric Shinseki, retired Chief of Staff, U. S. Army
171.
172. If I’d asked my customers what
they wanted they’d have said
a faster horse!
Henry Ford
173.
174.
175.
176.
177. Strategy is about making choices;
what to do - and what not to do
Michael Porter
190. Find our Precedent and and follow us at
Digital Membership @MacPrecedent and
Professionals groups on @precedentcomms for
LinkedIn for a chance to Precedent news, seminar info
find out more about our and general observations
seminars, network, share #PrecSem
ideas and quiz the
Precedent team on
seminar issues and more!
Editor's Notes
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
MSh
MSh
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
A typical approach of membership organisations is to set up a gate, that members have to qualify in order to qualify
Often these gates add up to a series of gates that members have to traverse to get to highest value product
The experience is not one of being seduced
On the internet now, services offer the majority of offering for free
And encourage you to fill out the proposition by setting the norm and small nudges
And offering value adds that are only possible online
And working hard to up sell their premium proposition
Only high value is charged, basics is freeOpposite of membership – cost to join and free for rest
TED is free to watch, but a cost to go in person
FT is less about what it is selling, more about what it knows about its customersFailing newspaper in 2002 to one of the few to make moneyFT can do this because 1. its news has value (unlike general news), 2. users attract luxury ads 3. Moves users up the value chain1/3 of clientele are digital, but create 73% of profit
Small as possible gate to entry
More niche, specialist content, sold at a premiumum
But not above special offers to lower the gateway even lower
Picture of busy person, try before you buy – snack, bite, meal
Graded delivery
Structured for group as well as individual memberships
Actually delivered by Man Met Uni but eConsultancy brand is now stronger than the university’s
FreePremiumMonthly
?
Reach out from HQ: Allow individuals to have their own space in the organisation
Reach out from HQ: Share projects, courses, collaboratively
Reach out from HQ: Web meeting, teaching, presentingIOD:blog or video conference or whatever
The content monster ate my site
The content monster ate my siteVery few organisations either realise they are publisher or have effective editors
Membership organisations are usually just as complex as running a government
Good content should grab the reader
How? By developing personas (they’re not just for website build) and writing for them
By researching web writing
By really really thinking about headlinesI they don’t grab your attention, why write the article
Some headlines are intrinsically interesting
Plenty of marketing style guidance on the web
Not to mention the BBC will tell you how
Think video
Think infographics
Think infographics
Content lifecycle – for the website
Content lifecycle – for a piece of content
Network for detailed conversations
Listen, buzz monitor and listening to similar communities
Buzz Monitoring
Focused communities work better
Linked groups have finally got traction
Closed community for pensions industry
First Direct’s Lab is a great way of trying things out and getting feedback without committing
There are potentially a lot of technologies to integrate
House of cards
As bad, committing to technologies that are set in stone
Interconnectivity and flexibility – it’s still a very changing place
The digital world can be daunting, as we heard before – we are light years away from some of the scary features of this hype curve, for example human augmentation, but some of these – speech recognition, location aware services, augmented reality etc – are here today
And yet we cling on to these printed documents, as far away from the boundaries of technology…
Nearly 70% of organisations surveyed would not want to move all communications online – and that’s quite right – a valued, trusted resource
We recognise the savings and the advancement of tech – but there are serious implications in changing – not least of which is the fact of VAT on printed materials
But today we are looking at the future – possibilities for digital – and for our old trusted friend print
Because who knows when we will see situations like this. Oh yes.
How many people have taken this bold step? Is it any good?
What about these? How many times have you read one cover to cover?
Probably all sending out a plethora of emails. How personalised? Usually ends up with information overload
We could do better.
This is how we are getting our information nowadays – not tied to publication dates, few cost overheads, enables discussion/commenting. How many have ablog?
Users themselves are taking it further. They are no longer bound by the restriction of your magazines. They are seeking information elsewhere – and aggregating with tools like flipboard. Your messaging may be diluted in the mix
RSPB for example have taken this challenge on head first for their members – publishing their own articles and curating others on a paper.li system – also automated related links, so while the content may fall from relevance, there is still an opportunity to point people to fresh incoming news. Much more dynamic, engaging and fresh
There is of course a time and a place for printed publications – people like to read on the train
But we know this is coming, so how to we marry the two?
QR codes – enhance and add depth to the printed experience – and maybe reduce costs?
Cambridgeuni here bolster their printed prospectus with a QR code linking to a set of videos and information – never goes out of date, even though the publication might…
Augmented reality – the next step…
Image recognition turns the printed page into something interactive and with far more depth than a traditional publication. Also more elegant than QR. The future is here now!
Image recognition turns the printed page into something interactive and with far more depth than a traditional publication. Also more elegant than QR. The future is here now!
Image recognition turns the printed page into something interactive and with far more depth than a traditional publication. Also more elegant than QR. The future is here now!
Speaks for itself 118
Stats are not important – mobile is here now
If you want to work out what, or how, Look at analytics and understand which areas of the site are being used for whta
think about context, and your personas (mark S) Under what circumstances are they browsing? Because they need specialist, on the go info?
Or, like it or not, are they just browsing to kill some time?
Good for – nothing really
Example of missing the point – remember the cambridge university QR code? Of course, we need a mobile to scan it…
Which brings us here… pointless.
Understanding users, context and motivation will inform your options.
Good example – mobile optimised “m” site. Technically a “different” site but does the job
Good example – mobile optimised “m” site. Technically a “different” site but does the job
Aegon pension reform gives pro information on mobile -
Apps – it’s all very exciting. But consider why you are doing it. Must be used to enrich an existing commitment or experience. NAPF app is tied into their conference to help delegate orient themselves, tweet, get news and meet others. But there is a development overhead, so use it wisely
Responsive – where it’s at.
Obama desktop site – pretty comprehensive
Portrait tablet or phone – navigation reorders to what is important. They understand motivations.
And if you can cut that content down – can you cut it down on desktop? Microcontent.
Typical experience of a UK website trying to talk overseas.
Actually expectations are very different.
There are countless nuances and cultural differences. In the same way as setting up a physical presence overseas (as HSBC reminds us) involves a great deal of local knowledge, so does trying to set up your digital ecosystem
And don’t even think about social media unless you know it well. How many of you have heard of weibo?
Some attempt to solve this problem with microsites – culturally sensitive imagery. But this can be a nuclear option
And never mind overseas, what about your members in the UK? Do your scottish members feel valued? What about those in Bedford?? How to engage
By creating a digitally connected world. Some of you will devote time and resource to your physical premises, spend the same amount on a digitla campus that allows everyone to feel connected. How do you do this?
Provide learning and chances to earn CPD etc online
Provide learning and chances to earn CPD etc online
Virtual webinars and e learning resources
Virtual webinars and e learning resources
By facilitating professional networking and discussion on a virtual forum
By facilitating professional networking and discussion on a virtual forum
By providing tools and opportunities to benefit from you.
Videos as we saw earlier. They don’t have to be expensive – just relevant, timely and engaging
Answer: A website worth the price of membership in itself?
By providing up to the minute content and information, and signposting to other sources, as a trusted filter of information
And by delivering a mobile experience that adds true value beyond just the bare minimum
Get your strategy right, execute well on all of these and you will be well on your way to making a digital home for life, without borders.
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
That doesn’t mean trying to do everything fairly well – at the expense of doing a few things very well
Instead need to cut through the volume of content and instead focus on delivering a few compelling services excellently
User needs to immediately understand the unique added value this site can offer
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
RM is all around us so much that we don’t really even question it any more. Youtube now a synechdoche for video in general, and that’s what we’ll be focusing on. Our report shows that most people are using video without question, but integration is lacking (as will be a theme throughout this morning)
We’re a digital design agency with brand at it’s coreSpecialise in the Education sectorOffices in UK and AustraliaA significant proportion of our work is research in our base countries but also throughout AsiaSome paid for some just for fun!
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
With a roadmap to achieving it – prioritised and set against the corporate objectives
We’re a digital design agency with brand at it’s coreSpecialise in the Education sectorOffices in UK and AustraliaA significant proportion of our work is research in our base countries but also throughout AsiaSome paid for some just for fun!
We’re a digital design agency with brand at it’s coreSpecialise in the Education sectorOffices in UK and AustraliaA significant proportion of our work is research in our base countries but also throughout AsiaSome paid for some just for fun!
Because whereas the traditional model sees a digital strategy sitting firmly in the remit of the MarComms teamStudent experience can be almost everything from recruitment, open days all the way through to alumni and donationsTechnology is enabler – websites, learning environment, HRExternal & internal communications. REINFORCE THE POINT. USED TO SIT FIRMLY IN MKTG & COMMS
The more that the stakeholders feel engaged the more the digital vision can be rooted firmly at the heart of the organisation.SHOULD HAPPEN AT END OF PROCESSTraditionally we look at the digital vision/strategy as something which is very much external facing and to do with the website. Today, a good vision/strategy is not just your externally facing comms & mktg, it is everything that you do e.g. Virtual learning systems, alumni, whole package
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
In terms of 1 Recruitment and brand reputation2 throughout the student experience3 As a revenue stream
