Technology as Strategy™

Technology Trends and Insight

Tom LehmanLehman Associates, LLC

Lehman Reports

Association TRENDS Live

September, 2013

Lehman Associates, LLC

• Associations and Supplier Companies

• Strategy consulting for technology and marketing

• Customer Satisfaction, Market & Member Research

• The Lehman Reports™ industry research series

• Founded 1992, Alexandria, VA

• AMS Use and Satisfaction 2006-2013

• AMS International: CA, AU, UK 2010, 2013

• Association Technology Study 2011, 12, 13

• Donor Management Systems, NTEN, 2013

• New Snapshot survey series

Technology-independent IT Strategy Planning

• The pace of change requires it

• Resilient to rapid tech changes

• Flexibility to adopt new models / tech

• Importance of adoption cycles in technology decisions

• Investment in platform, direction, capacity – positions for future needs

SpecificTechnology

The AMS• Increasing importance as hub

• Best of Breed Third-party Applications

• Deeper, Two-way Integrations

• BI, Dashboard, Advanced Analytics

• CRM Importance, but not pure CRM solutions

• Configurability, may increase SaaS viability

• Consolidation, changes in the landscape

Impact of Enhanced Technology

AMS Customization

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Key Trends• Interactivity, not just information access

• Engagement, not just communications

• Community, not just networking

• Mobile, going beyond remote access

• Configurability replacing customization

• Content Marketing

• Technology as Strategy, innovation, success

Evolving Role of Technology

Technology Introductio

n

Technology as Tools

Technology as

Strategy

Investment

Investment

Cost CenterLinear

Exponential

ROI Potential

Innovation Scale

Short Term Fixes

Process Improvement

Transformational

Obama: Technology as Strategy

• Huge investments in big data and analytics, data-driven messaging and targeting

• Predictive analysis, voter projections, trends in voter preferences, identify at risk voters, continually updated

• Cross-channel integrated marketing• Extensive online presence for key messages and positioning• Social media, mobile campaigns to engage through

experience, convey campaign themes through experience• Highly targeted marketing, campaigns for specific, narrow

segments• Micro-fundraising, adds up, reinforces connections and

engagement

One Indicator

Online Display Ad Impressions (MM)

ContentWebsite

Communication

Email

CollaborationSocial

Interlocking Content Marketing

Highest growth and most effective models are in the overlaps

Both internal and external perspective

Circle of Engagement

Realizing One-to-One Marketing

• Interest driven-marketing, content• Micro-segmentation• Predictive analysis, marketing tools• Dynamic content, deep personalization• Inclusion of behavior-based indicators• Role of crowd sourcing, Kickstarter as

a planning / engagement model • Mass customization < Link >

CRM in Associations

Lehman Reports ANS, 2013

The CRM-AMS Match

Lehman Reports ANS, 2013

The Promise of CRM

• Greater knowledge / insight about members• Alignment with organization goals and

member interests / expectations• In-depth understanding of trends, patterns,

and variable interactions• Market segmentation and targeted services• Prediction and forecasting, anticipate needs

and interests• Deeper engagement with constituents

The Promise of Engagement

• Greater understanding of the dynamics of membership and participation

• Increased visibility and awareness

• Retention, loyalty

• Non-dues revenue

• Advocacy, show up

• Relevance in the large mix

Limiting FactorsCRM and Engagement

• Data, Big Data• Analytics• Engagement

Measurement• CRM Capabilities• Expertise and Culture

CRM Big Data• 360 view of constituents, participation,

operations, marketing, advocacy • Deep data, multi-stream• A driver of integration to capture

increasing levels of digital interactions• Critical for CRM and other functions, but

not actionable in its raw form• Participation / purchase patterns,

correlations

Integrating Data Streams

Exhibits Management

Advanced Reporting / BI

Social Media / Community

e-Learning

Online voting tools

Job boards

Email marketing

Enhanced meeting registration

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Projected adoption within 12 months Currently evaluating

Lehman Reports Association Technology, 2012

Driving deep, two-way integration requirements

Analytics

• Turn data into actionable intelligence• Multivariate, longitudinal • Underlying drivers, trends, patterns• Decision information• Advanced reporting, dashboards,

decision systems• Increasingly provided by third-party

services

Analysis Levels

• Operational – looking back– Counting, one variable over time or other single

measure, basic segmentation– Benchmark current against past, limited straight

line projection• Analytical – looking forward

– Multivariate– Influence of multiple variables, identification of

key levers or inhibitors, advanced segmentation– Predictive analytics, useful for strategy and

planning

Dashboards

Operational Dashboards

Analytical Dashboards

0% 20% 40% 60% 80% 100%

Current use Plans to use Evaluating

Use projected to double within 2 years

Lehman Reports AMS, 2012

Measuring Engagement

• Scores from CRM, social media, other applications

• In-house scoring / measurement scales• Separating meaningful indicators from a

multitude of activities is challenging• Weighting activities• Frequent topic of conversation, subset have

begun the process• Fewer understand the commitment involved• Potential payoff is high, however

Status: Measuring Engagement

26%

48%

26%

Engagement Measurement Status

Using some type of scoring

Taking about this, no action as yet

Not a topic for us

Lehman Reports Snapshot 2013

Challenging, Early Stage

Big Data in Commercial Firms

Only one quarter collecting the data required

While fewer than half of those say they have sufficient resources to make use of it

Expertise

Culture

Commitment

Mobile

Another channel of access …

…. Or something more?

Mobile Internet

Tablet as Primary Computer

Business Insider Survey, 2012

The Multi-device Connected Segment

More than another Internet device

• Significant differences in access models• Takes place in the midst of multi-tasking• User Scenario Analysis• Tablets and phones offer different access

models, mobile web has to reflect that• iOS vs Android – different patterns of use• Apps as browser replacements• Apps versus HTML5• Mobile First strategy worth considering

Technology as Strategy• Alignment – goals driving technology• Forward focus, what is possible• 360 donor view, in-depth knowledge• Greater personalization, one-to-one marketing• Integrated solutions, high value in areas of content

overlap• Strategic investment vs. cost center• Organization outcomes, not IT results• Advanced management reporting / BI decision

information• Changing role for the CIO and IT

Changing Role of ITMore about

– Being a strategic resource to help leverage technology to achieve organization mission and goals

– Management of the technology environment and providers

– Big data, analytics, application integration– Technology education of possibilities, opportunities– A focus on outcomes, contributions

Less about– Operating technology– Purely reactive support function– Application training– Focus on input and activities

Senior Management Role in Technology Decisions

• Technology as the key component in achieving organization goals

• Technology as Strategy for greater ROI• Vision of the organization drives

investments in technology, • Bring the long view to decisions• Include technology strategy at the

senior leadership level – hire at a strategic level

Questions and Discussion

Tom Lehman

President

Lehman Associates, LLC / Lehman Reports

Alexandria, VA

703-373-7550 ▪ 888-221-0081

Tom@LehmanConsulting.comwww.LehmanConsulting.com www.lehmanreports.com