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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
Com
ple
xit
y o
f C
ust
om
izati
on
Time
CustomCoding
ConfigurationApp
licat
ion
Tech
nolo
gy
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
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
[email protected] www.lehmanreports.com