2015 dmaw kpi case studies in action
TRANSCRIPT
KPI CASE STUDIES IN ACTION
INTRODUCTIONS
Trevor S. Mitchell, CAE, Director of Membership & Strategy, American Mensa Tori Liu, Director of Information Systems, Global Cold Chain Alliance Jason Gudenius, Senior Account Director, Marketing General Inc.
OVERVIEW OF SESSION
Sharing of Case Studies of Various KPI’s in Action Organizational Membership Campaigns
Questions
AMERICAN MENSA CASE STUDYA LOOK AT ORGANIZATIONAL KPI
KPI’S AT MANY LEVELS
OrganizationalDepartment Individual
Associate Level Department Number of Goals
Ratings' definitions can be found on the "Workbook Setup &
Instructions" Tab
1 - On Track, Substantially Complete or Complete
Trevor Mitchell Director Membership 5 2 - Not Yet Started, NA Goal Removed or Moderate Issues
9 - Significant Issues
Department Goal Steps to Achieve Start End Status Note Yellow and Red Status IssuesComplete
0=No1=Yes
Project Type0=Existing
1=New
Goal Priority
(1-5)
Goal 1 Membership1. Increased membership and establish strategy for membership recruitment, retention, engagement and value
• Increase membership satisfactions as demonstrated by increased retention• Increase new membership via testing and prior evidence• Review benefits and value proposition• Create and implement customer persona’s 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
• Develop tracking tool.• Implement tracking tool.• Ensure staff are keeping it updated on status.• Work with Directors on discussions.• 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
• Develop resources and aids for board members about process.• Gather data and key information for board.• Ensure consultant is on board with the direction.• Leverage Planning Committee for ideas and vetting of key parts of the strategy.• Incorporate strategy into budget planning and committee direction.
7/1/2015 3/31/2016 1 0 1 5
Goal 4 MembershipDevelop programs to create healthier more robust chapters/local groups that increase the value and enhance the membership experience
• Establish clear and regular communication channels.• Survey to leaders to understand needs.• Program assessment on needs, actions, and plans• Coordinate responsible committees to develop key resources.
7/1/2015 3/31/2016 1 0 1 3
Goal 5 ITSuccessfully lead organization through AMS vendor identification and selection process.
• Create RFI and RFP• Gather feedback and responses.• Create buy in from staff, board, and other key stakeholders.• 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 Prior-ity %
1; 6%
2; 13%
3; 6%4; 6%
5; 19%6; 13%
7; 19%
8; 5%9; 5%
11; 6%Organizational Goal
Priority %
12
4
1 1 1 1
4 43
1
3
1
3 32
4
12
3 3 3
0
2 23 3
0
3
1
6 6 6
1 10 0
1 10 0
Departmental Goals & Resources Assigned 1A
-Mem
bers
hipI
ncre
ase
mem
ber s
atisf
actio
n th
roug
h en
gage
men
t wi
th lo
cal g
roup
s, SI
Gs,
reco
gniti
on p
rogr
ams,
even
ts, a
nd o
nlin
e se
r-vic
es -
Rete
ntion
Rat
e
1C-M
embe
rshi
pOffe
r co
nven
ient a
nd w
elcom
-in
g qu
alific
ation
test
ing
to th
ose
inte
rest
ed in
m
embe
rshi
p - n
o m
ea-
sure
men
t
2A-G
over
nanc
eInc
reas
e un
ders
tand
ing
abou
t ro
les, r
espo
nsib
ilities
an
d re
lation
ship
s am
ong
the
boar
d of
dire
ctor
s, co
mm
ittee
s, na
tiona
l of-
fice
staff
, and
loca
l gr
oups
- no
mea
sure
-m
ent
2C-G
over
nanc
eDec
reas
e ba
rrier
s to
effec
tive
work
an
d de
cision
syst
ems -
no
mea
sure
men
t
3B-L
eade
rshi
p De
vel-
opm
entIn
crea
se th
e nu
mbe
r of m
embe
rs
willin
g to
serv
e in
ele
cted
and
app
ointe
d po
sition
s - #
of l
ocal
grou
ps c
onsid
ered
hig
h fu
nctio
ning
/hea
lthy
4B-P
ublic
Awa
re-
ness
Prom
ote
Mens
a br
and
thro
ugh
licen
sing,
pa
rtner
ship
s and
oth
er
mea
ns to
incr
ease
valu
e an
d aw
aren
ess -
# o
f re
venu
e ge
nera
ting
partn
ersh
ips
5A-F
inan
ceIn
crea
se n
on-
dues
reve
nue
5C-F
inan
ceEn
sure
com
-pl
iance
with
app
ropr
iate
regu
lator
y re
quire
men
ts
- no
mea
sure
men
t
1013
5 7 9 7 9 106
3
10
3
10
4 3
Organizational Goals & Resources Assigned
1A-; 24; 13%
1B-; 26; 14%
1C-; 8; 4%
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 DataDepartment # of Staff # of Goals Avg # of Goals Executive Lead
Administration 4 5 1.3 PamCommunication 4 19 4.8 PamFinance 3 12 4.0 PamFoundation 1 5 5.0 PamIT 2 12 6.0 PamMarketing 3 15 5.0 PamMembership 5 27 5.4 Pam 22 95
Staff Level Data
Level # of Staff # of Goals Avg # of GoalsExecutive 1 0 0.0Director 6 31 5.2Staff 15 64 4.3
22 95
(See comments in this cell for instructions)MGR Risk Review
1=Green2=Yellow
9=Red
Department Goals Schedule
Resources
Scope
Issues/
Risks
High Risk
Override
(ONLY
Type "9" to
Override)
Total Risk
Level
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 5Admin 3 - Provide ongoing staff development and support 1 2 1 1 5Admin 4 - Provide financial services for the organization 1 2 1 1 5
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%
Risk Driver
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
DATA OVERLOAD
LESSONS LEARNED
Benefits Lots of information Mapping of Individual to Organization Board is happy
Down Side Time to track Are we really tracking what’s important?
GLOBAL COLD CHAIN ALLIANCE CASE STUDYA LOOK AT KPI FOR MEMBERSHIP RECRUITMENT AND RETENTION
THE PROBLEM
FINDING THE RIGHT VENDOR(S)
ASK ABOUT:
• Cultural fit• Cost – implementation and
recurring• Capacity – staff resources, time• Integration• Infrastructure
DEVELOPING BUSINESS QUESTIONS
THE PROCESS
Scope
Collect
CleanAnalyze
Communicate
KEY QUESTIONS ANSWERED
KEY QUESTIONS ANSWERED
ACTIONABLE INFORMATION
ACTIONABLE INFORMATION
MEASURE PERFORMANCE
MGI CASE STUDYKPI – RENEWAL LIKELIHOOD MODEL
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.
WHAT KINDS OF DATA CAN BE ANALYZED?Engagement activities, including but not limited to:
Webinar participation White paper downloads Conference/meeting attendance Volunteer engagements with the organization Donations Product purchases Professional development Subscriptions Etc.
OUTCOMES FROM THE MODEL
Model results include a list of all engagement behaviors that have a statistically significant effect on member renewal
All statistically significant behaviors have a positive or a negative score assigned to them to reflect the level of contribution to member renewal.
The most important engagement behaviors that increase the likelihood of member renewal are outlined
Recommended potential strategies to improve member renewal based on the KPI model findings
MGI CLIENT EXAMPLE: VARIABLES WE LOOKED AT
Participation in private social network/community
Subscription to the eNewsletterMeeting attendance (In person and
webinars)Product Buyer Status Smartbrief Subscription
MGI CLIENT EXAMPLE: POSITIVE & NEGATIVE ENGAGEMENT The following engagement points were found to have a positive effect on membership
renewal likelihood: Smartbrief Subscription Product Buyer Status 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.
Engagement Point
-0.4 -0.3 -0.2 -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7Contribution of Engagement Variable to Renewal Likelihood (as Lo
Smartbrief Subscription
Product Buyer Status
Express Subscription
Meeting Attendance
Edge Participation*
-0.2741
-0.3381
0.5445
0.5629
0.4837
Smartbrief SubscriptionProduct Buyer StatusNewsletter SubscriptionMeeting AttendancePrivate Social Network
MGI CLIENT EXAMPLE: A DEEPER DIVE ON PRODUCTS
Some specific products had stronger effects than others
Product Category
-0.2 -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8Contribution of the Engagement Point to the Renewal Likelihood
PDOL
Books
Magazine
Videos
PD
eBooks
Conference -0.0819
0.2665
0.7288
0.2968
0.3983
0.2266
0.1991
Professional Development (online)
INSIGHTS AND RECOMMENDATIONS1. Content appears to be more valued than networking – 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 – 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 – 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
QUESTIONS