IMPLEMENTING AN ENGAGEMENT STRATEGY - NiUG Presentations/360 degrees approac… · Implementing an...

NiUG Asia Pacific Discovery Conference

12-14 September 2016

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IMPLEMENTING AN ENGAGEMENT STRATEGY

MICHELLE LELEMPSIS, CAUSEIS

IMPLEMENTING AN ENGAGEMENT STRATEGIY

Pokie Machines and Membership

• What is an engagement strategy?

• Why do you need one?

Case Study: Tale of Two Associations

• XYZ Association

• Australian Medical Association NSW

Implementing an engagement strategy

• Steps to create and implement an engagement strategy

• iMIS tools to implement an engagement strategy

TOPICS WE WILL COVER



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YOUR PRESENTERI LOVE DATA

Michelle LelempsisLead Solutions Consultant

Contact meEmail: [email protected]

Mobile: 0404 092 105 Twitter: mlelempsis

POKIE MACHINES AND MEMBERSHIP WHAT DOES THIS HAVE TO DO WITH MEMBERSHIP?

Understand pokies and you’ll understand membership



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POKIE MACHINES AND MEMBERSHIPWHAT DOES THIS HAVE TO DO WITH MEMBERSHIP?

• Macquarie University, Statistics on Gambling and Probability

• Pokie machines legally have a minimum return to player (RTP) payout of 85% - 92% – If you want better odds gamble in Queensland (up to 92%) – Don’t gamble in NSW or Tasmania (85%)

• You cannot influence this return to player rate.

• Let’s have a look at what would happen if I played $100 over and over again




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• We’re in NSW so let’s pop down to The Star


• This is the same as your membership retention rate.

• EXCEPT you can influence the return or the rate on your membership. So you can get the jackpot!

• Membership engagement is a proven method of influencing and driving membership retention.




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• You need to understand what these really mean so you can talk the talk!

• Membership Retention: Percentage of the number of members that are offered to renew take up the renewal. This is not a churn figure that incorporates your new member, only renewing.

MEMBERSHIP RETENTION AND ENGAGEMENT TALK THE TALK


• Industry retention rate



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• Industry growth rate

• Membership Engagement: The process of moving a member from being a passive observer into an active user of the organisations services and resources available from their association or charity.

• What is the impact of engagement on retention

Higher engagement = Higher retention Lower engagement = Lower retention




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• As an organisation you should understand your Member Lifecycle


Joins your association

New member (12-18

months)

Renewal cycle Reminders

Renews or lapses

Member services: • Events • Training and CPD• Journals • Web content • Legal / Industrial

Support • Policy

External forces: • Competing

organisations • Industrial /

legislative changes • Time

• The member and donor lifecycle for your organisation provides the starting point for analysing and establishing an engagement strategy.

• Which stages have higher or lower retention? Which are more likely to lapse?

• How do you communicate with each stage?

• How do you know which members are in their “first year” of membership?

• How do you measure retention of membership renewals?




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• Tracking at every level of your lifecycle and business process is pivotal to identifying the holes.

• If the data is not tracked you can’t report the trends.

• You can track and manage moves without complex analytics software


IMPLEMENTING AN ENGAGEMENT STRATEGYSTEPS TO CREATE AND IMPLEMENT AN ENGAGEMENT STRATEGY

So how do you implementan engagement strategy?



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• Let’s recap what Paul showed in this morning’s plenary?

– What are the different ways to score engagement? – There is no right or wrong way to score– Reasons for having an engagement scoring– Different methods for scoring and using the engagement scorecard – A simple plan is all you need to get started!





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• What are the practical steps for implementing an engagement strategy to influence retention?

– Step 1 – What are you key member services and engagement options? – Step 2 – Align engagement offering to membership categories – Step 3 – Define your engagement scoring – Step 4 – Report and seek trends or patterns amongst retention– Step 5 – Develop a practical iMIS implementation of findings

• Automated Communications • New Member engagement strategy • Promotion of lead services • Data management strategy


iMIS provides you with the tools

• With simple iQA reporting you can now use this data for the following purposes:

– Which members renewed? – Who hasn’t? Where are they from? What was their last activity? – Have they attended an event? – Have they opened an email recently? – How do they pay for membership? – When did they become a member?




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• Process Automation – Develop member facing alerts to invite them to participate – Automation of communications to members. For example: Establish an

email that is sent 3 months after their last login to encourage participation– Automate delivery of key membership reports through SSRS and a Task

• Activities– Develop a specific RENEWAL activity for tracking members that are sent

renewals for reporting purposes (include the segment code, current category)

– Develop activities for tracking ALL engagement


• Staff Sites– Create an engagement scorecard– Set-up staff task alerts – Simplify the tracking of activities – Develop a dashboard specific to your organisations engagement strategy

to identify areas of risk among member segments




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TALE OF TWO ASSOCIATIONS AMA NSW & XYZ ASSOCIATION

How are these two different associations implementing strategies


XYZ Association

• Small membership association with about 600 members• Membership is both individuals and companies • Resources in staff for membership • No strategy for renewals or engagement • Unable to report on key membership metrics • Renewals were sent 3 weeks after the due date with only 1 follow-up



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XYZ Association: Retention and Growth



What are they doing to fix this? Commencing the journey of Membership Strategy and Engagement Reporting.

Year 1 Goals

• Identifying core data that needs to be tracked for reporting • Developing a renewal strategy and communications schedule • Aligning their membership services to measurable engagement



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Expected outcomes will included:

• Reports and Staff Site Dashboard on key membership figures • Planned and structured renewal campaign to improve response rate

and retention • Starting point for identifying which forms of engagement drives

retention


Australian Medical Association NSW

• Embarked on a journey of aligning Engagement Strategy to Membership Retention nearly 5 years ago

• 8,500 members from junior Doctors to senior Doctors• What has the journey been like? • What are they doing now?



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5 years ago it was a different story

• “We don’t know who our members are and we certainly don’t know what they do!” Fiona Davies, CEO AMA NSW

• AMA NSW membership was in decline, and had been for a few years.

• Retention rates across some categories were 55%

• Membership reporting was minimum and they did the same thing every year.


2012 – Driver for change

and implemented

data management

strategy

2013 – New renewal

strategies supported by segmentation

2014 –Implemented new member engagement

strategy

2015 –Developed

engagement reporting to

drive decisions

2016 –Realigned services to member

needs based on

engagement

2017 –Reintroducing

segmented

engagement modelling

Their engagement journey 2012 to 2017



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Key engagement strategies

• New member engagement strategy • Renewal segmentation • Segmentation engagement strategy


Renewal Segmentation Strategy (2013)

Goal: Increase speed to respond, increase retention from 85% and decrease administrative effort

Strategy objective: The objective of the Renewal Segmentation Strategy is to communicate effectively to members based on their payment method, category and membership duration to drive an increase to response rate, increase retention and decrease administration processing.

Operational:• Developed a segmentation model • Developed a communications plan to support the segmentation model • Tracked each segment for reporting



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Renewal Segmentation Strategy (2013)


Renewal Segmentation Strategy

Results: In the first year, the following results were achieved:

• Fastest response to renewals with over 60% renewing prior to the due date

• Retention rate went to 89% • Membership only had to “process” about 50% of the renewals (a few

years later they are only now processing about 20-30%)



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New Member Engagement Strategy

Goal: Increase new member retention from 70% (high risk segment)

Strategy objective: The objective of the New Member Engagement Strategy is to increase participation of a new member within the first 12 months to directly improve their likelihood to renew their subsequent years’ membership with the AMA.

Operational: Stages of the New Member Engagement Strategy: • Application • Encourage participation• Online services • Event attendances• Renewal process



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New Member Engagement Strategy

Results: Increased retention from 70% to 82%


Segmented Engagement Strategy

Goal: Increase member retention across high risk segments

Strategy objective: The objective of the Segmented Engagement Strategy is to increase participation of high risk member segments within the 12 months leading up to the renewal to directly improve their retention with the AMA.

Operational: Stages of the Segmented Engagement Strategy: • Identification of risk segments• Review of engagement metrics across high risk segments • Develop and tailor engagement strategy • Implement automated reporting and communications plan



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AMA NSW definition of engagement as whether a member accessed any of these membership services:

– Attended an event– Clicked on an email link– Contact from membership– Accessed Industrial service – Accessed Medico Legal service


Back in the day …



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AMA NSW Retention by Segment


AMA NSW Retention by Engagement Type



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What does these charts tell AMA NSW?

• Overall retention is 93% which is excellent! • Growth is stagnant at 1-2% which is below average.• Segments are new members and junior members which limiting AMA

NSW growth. • Engaged members had higher retention rate overall across all

services.


Segmented Engagement Strategy

Next steps: Implement operational objectives

Operational: Stages of the Segmented Engagement Strategy: • Identification of risk segments• Review of engagement metrics across high risk segments • Develop a tailored engagement strategy – being developed • Implement automated reporting and communications plan – being

developed for roll out in 2017



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IMPLEMENTING AN ENGAGEMENT STRATEGYRECAP

Let’s recap

• Step 1 – Define member services and engagement

• Step 2 – Align engagement offering to membership categories

• Step 3 – Define your engagement scoring

• Step 4 – Report and seek trends or patterns amongst retention

• Step 5 – Develop a practical implementation of findings

IMPLEMENTING AN ENGAGEMENT STRATEGYRECAP



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Michelle Lelempsis Lead Solutions ConsultantEmail: [email protected] Mobile: 0404 092 105

QUESTIONSCONTACT ME

VISUALISE YOUR DATA READING LIST

ASI 2016 Benchmark Report 2016 Global Benchmark Report: Fundraising Performance http://www.advsol.com/ASI/IMIS20/resources/library/Resources/library.aspx

ASI 2016 Benchmark Report 2016 Global Benchmark Report: Membership Performancehttp://www.advsol.com/ASI/IMIS20/resources/library/Resources/library.aspx

Marketing General The 2016 Membership Marketing Benchmarking Reporthttp://www.marketinggeneral.com/knowledge-bank/reports/



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WITH THANKS TO OUR SPONSORSNIUG DISCOVERY CONFERENCE

IMPLEMENTING AN ENGAGEMENT STRATEGY - NiUG Presentations/360 degrees approac… · Implementing an...

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