Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Challenging Attitutes Changing Times

IRIS Presentation Educational

Collette Langley

on 14 September 2009

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Challenging Attitutes Changing Times

Challenging Attitudes in Changing Times Efficiency Business and service planning/reporting; understand industry/sector/member
profile (representation); focus activity,
services/training; develop recruitment/retention programmes; sell more/increase income Record interaction history and profile of stakeholders in order to service/represent them (more) effectively Engage stakeholders through multiple channels, improve delivery, increase reach, reduce administration overheads, sell more/increase income Relevance Personalisation Time for a change? The Challenges • Drive to decrease costs
• Drive to increase income
• Drive to increase services
• Increased ‘customer’ expectation
• Service-led
• Anytime
• Anywhere
• Fast / Efficient
• Value for Money / Low Cost
• Relevant and Engaging • Increased costs to association
• 'Customers’ are spending less
• Increased competition "That’s how we’ve always done it" "We are not a commercial organisation" "Our organisation is unique" "Everyone is a potential member" "That’s how we’ve always done it" Or “change is too hard”
“we’re not good at change”
“Barbara won’t like that”
“we’ve tried it and it doesn’t work” The status quo: People and IT People and IT Change is reliant on: Success dependent on: Cultural and Technical change "We are not a commercial organisation" Embrace the similarities

differences to achieve your aims • Sell/promote products and services
• Recruit and retain ‘customers’
• Service-centric expectations
• Minimise administration • Representation/Lobbying
• Education
• Professional/Personal/Spiritual Development
• Commitment to a cause
• Networking
• Commercial/income generating activity in support of the above The same... BUt different.. Commercial Contact Relationship Management Acquisition/Service Retention/Repeat Sell Personalisation + Relevance + Efficiency = Effective Relationships But... can you tap into it and is it cost effective? Acquisition/Service Retention/Repeat Sell Non-Commercial Brain versus Brawn:
Get off the treadmill

Computers are good at repetitive tasks
Computers follow rules
Computers don’t get bored
Computers respond within seconds
Computers don’t sleep Applying Commercial Principles: Relationship Automation Commercial Organisation

Value-add follow up
- extra information
Automated Reminder
- online check in, delivery
Newsletters and Promotions
- based on buying history
- suggested interests Membership Organisation

Value-add follow up
- resources, publications
Automated Reminder
- CPD, events, exams
Newsletter and Promotions
- based on complete relationship
- interests and activity Dolly the Sheep "Our organisation is unique" Members (in various guises)
Volunteers and Officers
Opinion Makers
Potential Members / Supporters
Non-Members (public)
Non-Member consumers (information)
Customers (any/all of the above) Do you have...? Membership and Subscription Processing
Financial Processing
Events, Training, Conferences
Continuous Professional Development
Case Management – arbitration, awards, applications, grants, projects
Campaign Management
Fundraising, Legacies, Donor Management
Gift Aid
Publications and Merchandising
Examinations, Course Approvals
Committees and Groups
Opportunity and Sales Forecasting Do you manage...? Multiple Databases
Duplicate information
Duplicate work
Risk of lost information
Poor data quality
No Single View of Complex Relationship with a Stakeholder
Difficulty searching and querying
Difficulty reporting
Hard to segment and market accurately
Hard to profile industry / sector
Hard to personalise services
Hard to manage retention issues
Hard to measure usage of services
Hard to spot trends and deliver services accordingly
Lots of administration-heavy tasks
No Real Integration with Website and Online Services Do you suffer from...? Dollys
Sister Dollys
Cousin Dollys
Mother Dollys
Brother Dollys
Nephew Emo [ee-mo] –noun Informal

Emo is a style of rock music typically characterized by melodic musicianship and expressive, often confessional lyrics Complex and specialist
does not necessarily mean unique! ... But it does mean you need to consider the differences between solutions The traditional system view: The complex membership ‘real-world’ view: parent Company company committee Mr. A Ms. B (Member) Mrs. C Unique Vs Specialist: Requirements of MRM All areas of the organisation on the system
Specialist functionality for the unique requirements of membership/NFP organisations
Real world data model
All areas of activity, interaction, preferences etc
Single view of all interaction
Access to all data held – querying and reporting
Integration with desktop tools
Multiple user interfaces (back office, remote, web)
Systems built into processes – automatic CRM
Easy to use – sweeteners – life will be easier
Security Enterprise-wide system
Data heavy, admin tasks deferred to the
Genuine 24/7 service and working
System Automation
Activity logging (stats versus information)
Interests and Activities
Better quality information
Feedback and intelligence
Profiling and segmentation (improved marketing)
Personalised service and relationship understanding
Improved levels of service Working Smarter "What am I paying for?" The problem for retention:
Short memories
Little and often is not recognised
Only the physical has weight
Fee-payer not the beneficiary Retention solutions:
Targeted services
Personalisation and personal choice
Improved service levels
Greater active engagement
Spot ‘at risk’ members
Prove the relationship: (Individual value statement and Organisation value statement)
Stategic imperatives:
Increase representation
Increase regular income
Increase engagement Strategic solutions:
Understand representation ‘quota’
Effective reporting and trend analysis
Targeted communications and activity
Outcome monitoring: guide your services
Improved financial monitoring and control
Value your members and stakeholders "Everyone is a potential member" Or...
“we want to grow our membership by 25%”
"we are all things to all men” Internal attitudes are as important as external attitudes
Embrace the best commercial principles, but recognise the differences
Unique, bad. Specialist, good.
Relevance, Efficiency and Personalisation are the rules of Engagement
Let I.T. do the ‘manual’ labour and people do the brain work
Services should bring benefits to both the member and the association The Rules! & * * Marketing/Advertising
Integrated Systems
Web, Call centres
System Automation Sales History
geo-demographic) Personalisation
Cross-Sell Marketing/Advertising
Integrated Systems
Web, Call centres
System Automation Personalisation
Cross-Sell Sales History
geo-demographic) Activity
Membership Roles
Preferences "What am I paying for?" "We are more than a commercial organisation" company
(member) Mentor/Mentee Introduces Thank You

Full transcript