Digital Transformation you your members and your suppliers
Industrybull Digital transformationbull Innovation amp collaborationbull Marketing transformation
Membersbull Demand from membersbull Demand to suppliersbull Digital journeys (if time)
2x Breakout sessions
OverviewOverview
About bigwavehellip
Currently working with over 200 clients and over 400 leisure facilities
Predominantly Leisure amp Cultural Trusts Local Authorities Universities and private operators
Full service marketing agency working nationally
A selection of our clients
DIGITAL TRANSFORMATION
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Industrybull Digital transformationbull Innovation amp collaborationbull Marketing transformation
Membersbull Demand from membersbull Demand to suppliersbull Digital journeys (if time)
2x Breakout sessions
OverviewOverview
About bigwavehellip
Currently working with over 200 clients and over 400 leisure facilities
Predominantly Leisure amp Cultural Trusts Local Authorities Universities and private operators
Full service marketing agency working nationally
A selection of our clients
DIGITAL TRANSFORMATION
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 83
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
About bigwavehellip
Currently working with over 200 clients and over 400 leisure facilities
Predominantly Leisure amp Cultural Trusts Local Authorities Universities and private operators
Full service marketing agency working nationally
A selection of our clients
DIGITAL TRANSFORMATION
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 11
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
A selection of our clients
DIGITAL TRANSFORMATION
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DIGITAL TRANSFORMATION
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
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Slide 16
Slide 17
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Slide 19
Slide 20
Slide 21
Slide 22
Slide 23
Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
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Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
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Slide 44
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Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
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Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
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Slide 75
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Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society
Digital transformation may be thought as the third stage of embracing digital technologies digital competencerarr digital literacy rarr digital transformation
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Source Detaf Le Grand Flickr
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 11
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Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Disruptionhellip
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
INNOVATION
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 16
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Slide 19
Slide 20
Slide 21
Slide 22
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Slide 24
Slide 25
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Slide 27
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Slide 29
Slide 30
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Slide 33
Slide 34
Slide 35
Slide 36
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Slide 41
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Slide 49
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Slide 51
Slide 52
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Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
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Slide 64
Slide 65
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Slide 67
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Slide 69
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Slide 71
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Slide 73
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Slide 75
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Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
COLLABORATION
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Disruptionhellip
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
MARKETINGDISRUPTION TRANSFORMATION
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Digital transformation in marketing
bull Mobile responsive webbull Mobile appsbull E-marketing - automationbull SMS - automationbull Social mediabull Digital advertising PPCbull Search engine optimisationbull Digital contentbull Digital training needs
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 10
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
CampaignsIntegrated campaigns
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Digital transformation BigWaveMediahellip
Structure amp systems
bull New staffing bull In-house trainingbull External training bull Workflow systemsbull Cloud drivesbull New equipmentbull Cloud conferencing amp webinarsbull Cloud based artwork proofingbull On Demand edit to printbull Internal amp external social media
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Where is the Sport amp Leisure sector and what opportunities are there
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Crowd funding
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 83
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Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DEMAND FROM MEMBERS
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Everything Now
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 8
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Slide 10
Slide 11
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Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Real time comms
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 19
Slide 20
Slide 21
Slide 22
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Slide 24
Slide 25
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Slide 27
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Slide 35
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Slide 49
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Slide 62
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Slide 67
Slide 68
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Slide 70
Slide 71
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Slide 73
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Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
On demand
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Engagement
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 4
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Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
WORKSHOP
Wherehow has your organisation digitally transformed
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 22
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Slide 78
Slide 79
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DEMAND TO SUPPLIERS OR NEW TO MARKET
(including start ups)
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
3D print
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 8
Slide 9
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Robots amp Sensors
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 23
Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
Slide 32
Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Beta testingConcepts
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
Slide 15
Slide 16
Slide 17
Slide 18
Slide 19
Slide 20
Slide 21
Slide 22
Slide 23
Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
Slide 32
Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
WORKSHOP
What could digitally transform Your membersYour organisation The sport amp leisure sector
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
bull Collaborationbull Listening to demandbull Driving the demandbull Delivering to an lsquoon demandrsquo societybull Focused on collection or use of data
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 13
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Slide 19
Slide 20
Slide 21
Slide 22
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Slide 24
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Slide 33
Slide 34
Slide 35
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Slide 38
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Slide 43
Slide 44
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Slide 46
Slide 47
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Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
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Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
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Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 83
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Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Stimulus
ZMOT-----------------------
Pre-purchase
First moment of truth
----------------------------Online
In centre Online
Second moment of truth
----------------------------Experience
----------------------------In centre online
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
ZMOT-----------------------
Pre-purchase
First moment of truth
----------------------------Online
In centre Online
Second moment of truth
----------------------------Experience
----------------------------In centre online
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
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Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
First moment of truth
----------------------------Online
In centre Online
Second moment of truth
----------------------------Experience
----------------------------In centre online
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 19
Slide 20
Slide 21
Slide 22
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Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
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Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
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Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Second moment of truth
----------------------------Experience
----------------------------In centre online
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 88
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Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
----------------------------In centre online
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Multi-device journey
First moment
----------------------------Purchase
Stimulus
ZMOT----------------------------Pre-purchase
amp Reducing friction
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 19
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Slide 21
Slide 22
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Slide 33
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Slide 35
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Slide 47
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Slide 49
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Slide 51
Slide 52
Slide 53
Slide 54
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Slide 57
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Slide 62
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Slide 70
Slide 71
Slide 72
Slide 73
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Slide 75
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Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Carl BennettFounderDirector at
amber Health Insight LtdExpert Advisor - Commissioning Support for Local Authorities (cCLOA amp Sport England)
Elected Trustee amp Vice Chair CIMSPA and UKPHR Practitioner Assessor
Local Priorities - Informing Intervention Design
CSBenno amp AmberHILtd
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 3
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Slide 83
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Some of the things we are going to cover
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Identification amp Building ndash Standing out from the crowd
Horizon scanning for The Emerging Issues
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Who saidldquoAnyone who has never made a mistake has never tried anything newrdquo
ldquoInsanity doing the same thing over and over again and expecting different resultsrdquo resultsrdquo
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Who Said
ldquoIndividuals less suited to the environment are less likely to survivehelliprdquo
ldquoA struggle for survival ensueshelliprdquo
ldquoIndividuals in a population vary significantly from one anotherrdquo
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 8
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Slide 10
Slide 11
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Slide 19
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Slide 27
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Slide 35
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
On the Origin of Species by Means of Natural Selection or the Preservation of Favoured Races in the Struggle for Life
Charles Darwin 1859
ldquoIndividuals that are poorly adapted to their environment are less likely to survivehelliprdquo
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
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Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Darwinrsquos Theory suggests Time = Evolution
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 79
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Sport Englandrsquos Chief Executive Jennie Price said
ldquoThese are really disappointing results Whilst wersquove seen the number of people playing sport increase by 14 million since we won the right to host the London 2012 Games these results highlight that our current investment model has delivered all the growth available in the traditional markets for sportsrdquo
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 13
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Slide 19
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Slide 24
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Slide 27
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Slide 30
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Slide 33
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Slide 35
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Slide 40
Slide 41
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Slide 46
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Slide 48
Slide 49
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Slide 54
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Slide 57
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Slide 59
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Slide 61
Slide 62
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Slide 64
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Slide 75
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Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Valid - Reliable - Current 3 Crucial Tests
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information and Priorities
Where should we look
What might you find
Key Q Do you trust what you have found
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Identifying NeedNeeds AssessmentldquoA systematic procedure for determining the nature and extent of needs (health) in a population the causes and contributing factors to those needs and the human organizational and community resources which are available to respond to theserdquo
Reference Modified Definition WHO Glossary of Health Terms 2014 (Last 2001 Wright 2001)
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Health Profiles
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
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Slide 10
Slide 11
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Slide 13
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Slide 19
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Slide 22
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Slide 24
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Slide 27
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Slide 29
Slide 30
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Slide 33
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Slide 35
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Slide 37
Slide 38
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Slide 40
Slide 41
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Slide 43
Slide 44
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Slide 46
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Slide 49
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Slide 51
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Slide 53
Slide 54
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Slide 56
Slide 57
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Slide 59
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Slide 61
Slide 62
Slide 63
Slide 64
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Slide 67
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Slide 69
Slide 70
Slide 71
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Slide 75
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Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Where to find lsquoNeedsrsquo
Your shopping list for data information should include
Joint Strategic Needs Assessment ndash LA web and published documents incl Annual Report and web based six month update to statisticsdata
Public Health Summary
Director of Public Health Annual Report ndash Sets the scene for local health issues
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Other places to find Needs amp Priorities
LA Corporate Plan ndash CCG Local Delivery Plan ndash Regeneration Plan Employment Action Plan ndash Police amp Crime Commissioner Plan - Public
Health Outcome Framework - Troubled Families Action Plan Health amp Wellbeing Board Plan amp Annual Report
Need must be established amp addressed at the development stage of interventions
not by retro-fitting as a best fit
Intervention design must be shaped by local need and clearly demonstrate how they contribute to the local priorities Providers must be able to articulate intervention benefits impact outputs
and outcomes and clearly demonstrate a causal link
Health Warning
Long gone are the days when a sole provider based
lsquoExercise Referralrsquo scheme can respond to the wide range
of physical activity needs of different local populations
If you do not have a mixed bag of lsquoBehaviour Changersquo
offers and you are not working with others who
compliment your offers then you are not responding to
need or the evidence
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
InequalitiesHealth inequality and inequityHealth inequalities can be defined as differences in health status or in the distribution of health determinants between different population groups It is important to distinguish between inequality in health and inequity Some health inequalities are attributable to biological variations or free choice and others are attributable to the external environment and conditions mainly outside the control of the individuals concerned In the first case it may be impossible or ethically or ideologically unacceptable to change the health determinants and so the health inequalities are unavoidable In the second the uneven distribution may be unnecessary and avoidable as well as unjust and unfair so that the resulting health inequalities also lead to inequity in health
Reference WHO Glossary of Health Terms 2014
Emerging Issues
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
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Slide 83
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Travelling east from Westminster each tube stop represents nearly one year of life expectancy lost
Westminster
Waterloo
Southwark
London Bridge
BermondseyCanad
aWater
CanaryWharf
NorthGreenwich
Canning Town
London Underground Jubilee Line
Differences in Life Expectancy within a small area in London
Electoral wards just a few miles apart geographically have lifeexpectancy spans varying by years For instance there are eight stops between Westminster and Canning Townon the Jubilee Line ndash so as one travels east each stop onaverage marks nearly a year of shortened lifespan 1
River Thames
1 Source Analysis by London Health Observatory using Office for National Statistics data Diagram produced by Department of Health
Male Life Expectancy716 (CI 699-733)
Female Life Expectancy 806 (CI 787-825)
Male LifeExpectancy777 (CI 756-797)
Female Life Expectancy842 (CI 817-866)
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Emerging Issues
Health LiteracyHealth Literacy has been defined as the cognitive and social skills which determine the motivation and ability of individuals to gain access to understand and use information in ways which promote and maintain good health Health Literacy means more than being able to read pamphlets and successfully make appointments By improving peoples access to health information and their capacity to use it effectively health literacy is critical to empowerment
Reference Nutbeam D (1998) Health Promotion Glossary Health Promotion International
Local Challenge In Stoke on Trent 49 of the local population have been identified as having poor Health Literacy Add to this the average reading age of 11 years old and we have a massive communication challenge
(Health Literacy in Stoke-on-Trent Final Report Marshall Roberts amp Wisher Information by Design 2014)
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
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Slide 8
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Slide 73
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Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwbusinessdictionarycom
SegmentationEmerging Issues
ldquoThe process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs wants or demand characteristicsrdquo
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Department of Health ldquoCommissioning is the strategic activity of assessing needs resources and current services and developing a strategy to make best use of available resources to meet identified needsrdquo Audit Commission ldquoThe process of specifying securing and monitoring services to meet individualsrsquo needs both in the short and long term As such it covers what might be viewed as the purchasing process as well as a more strategic approach to shaping the market for care to meet future needsrdquo
I see it as The act of investing targeted resources (people and pound) with the aim of improving health reducing
inequalities and enhancing customer experience using the available evidence and ensuring value for money for the
outputs produced and that these align with the local priorities to produce measurable outcomes
The Biggest Emerging Issue Introducing the Concept of Commissioning ldquoThe World Providers are Enteringhelliprdquo
Definitions
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
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Slide 19
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Slide 22
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Slide 27
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Slide 33
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Slide 35
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Slide 37
Slide 38
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Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Priorities
Needs
Resources
Userscommunities
Deliveryoptions
Procurement
Review
Monitoring
Delivery
The Commissioning Cycle
Review Analyse
Do Plan
PA amp Sport generally
found here
Decisions are made
here
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
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Slide 27
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Slide 35
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Slide 38
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Slide 41
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Slide 46
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Slide 49
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Slide 51
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Itrsquos All Abouthellip
OUTCOMES
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
Slide 15
Slide 16
Slide 17
Slide 18
Slide 19
Slide 20
Slide 21
Slide 22
Slide 23
Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
Slide 32
Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
When Outputs become an Outcomehellip
Output (outpʊt) n An amount produced or manufactured during a certain time
Using a lsquoProductionrsquo analogy
Outcome (outkŭmlsquo) n An end result a consequence
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
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Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Evidence Building ndash Standing out from the crowd
Using tools to generate evidence is crucial ndash The time is lsquorightrsquo for all to generate evidence of what works Systematic lsquoEvaluationrsquo will produce evidence at scale
If you donrsquot evaluate ndash prove your productsservices work ndash whatrsquos the point
Providers especially those within Local Authority and Trust control have to prove their interventions work
Austerity is providing an excuse to review effectiveness of services and if they donrsquot stack up they will get cut
Lots of evidence exists to help shapeinform intervention design especially those related to health improvement
- National Institute for Health and Care Excellence wwwniceorguk- British Heart Foundation National Centre for Physical Activity
wwwbhfactiveorguk- Centers for Disease Control (America) wwwcdcgov- cCLOA wwwcloaorgukcurrent-issues- Sport England wwwsportenglandorgresearch- Local Government Association wwwlgagovuk- Sporta wwwsportaorgcase-studies
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Data amp Information
Public Health England are encouraging different sectors to become lsquoData Sciencersquo savvy
UK active have championed the Data issue for some time and now generate Data amp Information via a number of initiatives ie Research Institute Promising Practice in PA Turning the Tide Generation Inactive amp Blueprint for an Active Britain
A recent publication from PHE provides encouragement for Data Science competency building
Get it ndash Analyse it ndash Use it ndash Govern it
Brilliant quote
ldquoData is the crude oil ndash itrsquos how you refine it how you work with it that makes it valuablerdquo Jonathan Woodward Business Lead for BI and Analytics at Microsoft UK
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
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Slide 27
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Slide 38
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Slide 49
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Slide 51
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Slide 53
Slide 54
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Slide 61
Slide 62
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Slide 72
Slide 73
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Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
The things we have covered
Identifying Valid Reliable amp Current lsquoLocalrsquo Data Information amp Priorities
Evidence Building ndash Your chance to stand out from the crowd
Horizon scanning for The Emerging Issues
Outcomes ndash Why they are important
The importance of Data Science
Darwin amp Einsteinrsquos Theories of Change
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Thank you for listening amp Contributing
Any Questions Observations Points to Share
Carl Bennettcarlamberhealthinsightcom
M 07870271743wwwamberhealthinsightcom
CSBenno amp AmberHILtd
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 6
Slide 7
Slide 8
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Large trust using feedback-Focus335 comments in total across 40+ sites in OctoberCustomers can select several experience categories
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Community Sport Facility using feedback- Focus94 comments in total for 1 site in OctoberCustomers can select several experience categories
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 22
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Slide 35
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Slide 38
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Slide 49
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Slide 78
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Slide 80
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Small Trust using feedback- Focus63 comments in total across 4 sites in OctoberCustomers can select several experience categories
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 22
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Slide 25
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Slide 27
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Slide 79
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Slide 81
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Add some theatre
>
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 6
Slide 7
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Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Online Enquiries does the quality amp speed of response matter
Lesley Aitken
wwwnurturingskillscom
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 19
Slide 20
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Slide 22
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Slide 24
Slide 25
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Slide 27
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Slide 35
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwnurturingskillscom
A NEW TREND HAD SPRUNGhellip LEAD RESPONSE MANAGEMENT
Anyone can do it Almost No One Does
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwnurturingskillscom
2 500 memberships sold 52 enquired online
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwnurturingskillscom
50 via online enquiries30 new member referrals13 outreach7 adverts
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DATA POINTS OF A LEAD LIFE CYCLE
wwwnurturingskillscom
1 LEAD CREATED TIME
2 FIRST CONTACT TIME
3 FIRST QUALIFICATION TIME
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
LEAD RESPONSE STUDY
In November 2015 -20 sites were contacted via their website
wwwnurturingskillscom
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 19
Slide 20
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Slide 22
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Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
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Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
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Slide 68
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Slide 71
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Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
SUMMARY OF RESULTS
wwwnurturingskillscom
Companies do not respond fast enough to internet leads
bull Average of 30 hours response time bull Only 20 were actually spoken tobull 20 of leads didnrsquot get a responsebull 60 received an email from a sales person bull 80 never got called at all
The ones that were spoken to took an average of 8 minutes response time by phone
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
LEAD CREATED TIME
wwwnurturingskillscom
19 20 of the websites were quick to navigate to complete a web enquiry form
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
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Slide 19
Slide 20
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Slide 22
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Slide 24
Slide 25
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Slide 27
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Slide 29
Slide 30
Slide 31
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Slide 33
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Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
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Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwnurturingskillscom
Autoresponder Email Call No Response
4 radic
1 radic radic
1 radic
11 radic
3 radic radic
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
Slide 14
Slide 15
Slide 16
Slide 17
Slide 18
Slide 19
Slide 20
Slide 21
Slide 22
Slide 23
Slide 24
Slide 25
Slide 26
Slide 27
Slide 28
Slide 29
Slide 30
Slide 31
Slide 32
Slide 33
Slide 34
Slide 35
Slide 36
Slide 37
Slide 38
Slide 39
Slide 40
Slide 41
Slide 42
Slide 43
Slide 44
Slide 45
Slide 46
Slide 47
Slide 48
Slide 49
Slide 50
Slide 51
Slide 52
Slide 53
Slide 54
Slide 55
Slide 56
Slide 57
Slide 58
Slide 59
Slide 60
Slide 61
Slide 62
Slide 63
Slide 64
Slide 65
Slide 66
Slide 67
Slide 68
Slide 69
Slide 70
Slide 71
Slide 72
Slide 73
Slide 74
Slide 75
Slide 76
Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
FIRST CONTACT TIME
wwwnurturingskillscom
20 responded within an hour
35 responded within one to 24 hours
25 took more than 24 hours
20 didnrsquot respond at all
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
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Slide 4
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
EMAIL EXAMPLE
Thank you for your e-mail our current membership fees are monthly no contract direct debit pound2999We do a 12 month contract for pound2599 and the last membership is the cheapest full annual prepaid for pound28069 there is also a pound2000 joining fee on all options can I suggest coming into the gym to take a look around at our facilities would you be free this week
wwwnurturingskillscomwwwnurturingskillscom
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 77
Slide 78
Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
FACT Fast response times result in a higher close ratio
Queenrsquos Park Sports Centre188 online enquiries in just 4 weeks136 joined72 close rate
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
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Slide 78
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Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
FIRST CONTACT TIME ndash Case Study
wwwnurturingskillscom
All leads receive an autoresponder Contacted by phone within 15 mins (except overnight hours)
The sales team know immediately when an online enquiry is registered
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
FIRST QUALIFICATION TIME
wwwnurturingskillscom
The 4 calls that were made by sales people to the web enquiries ticked all the boxes
Interests Goals Provided correct information Seen as experts in their fields (not sales people) Inspired the prospect to take action
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
TRUTHS ABOUT YOUR PROSPECTS
wwwnurturingskillscom
Urgent responseRight email at the right timeShort lifeThey are going to buyThey are not just after information about prices
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 77
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Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
UNDERSTANDING THE WEB ENQUIRER
wwwnurturingskillscom
Every enquirer goes through anldquoemotional journeyrdquo
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
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Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
SALES CALL REACTIONS
wwwnurturingskillscom
Combative sales calls
Unemotional sales calls
Friendly Sales calls
Synergistic sales calls
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
TURNING IT ALL AROUND
wwwnurturingskillscom
FIVE EASY STEPS
1 Make a list of all the sales enquiries you receive
2 Decide on your ideal outcome
3 Design questions or information you can reply with
4 Align IT online marketing and sales5 Agree and stick to your lead response time
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11
Slide 12
Slide 13
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Slide 79
Slide 80
Slide 81
Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
wwwnurturingskillscom
1 Define contact-handling performance targets for enquiries 2 Educate and up skill your ldquoenquiry handling teamrdquo
3 Measure amp motivate call performance
4 Monitor web enquiries to sales5 Manage peak enquiry periods
6 Prioritise urgent customer contact calls
7 Independent audit of performance
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
INSIGHT MAGIChellip
wwwnurturingskillscom
bull IDENTIFY staff who deserve praise or reward
bull INDICATE training needs and confirm after the training how effective the sales and service training has been
bull IMPLEMENT new sales processes to help your staff to deliver exceptional customer service
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
GET YOUR SALES TEAM anhellip EXPRESSO MACHINE
wwwnurturingskillscom
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwnurturingskillscom
wwwfacebookcomNurturingSkills
Lesley_at_NS
Lesley AitkenM +44 7815 800939
enquiriesnurturingskillscom
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
INSIGHT 2015
Alex Burrows Director 4 global Consulting
ldquoThe first time from within the leisure sector this type of initiative has been developed for the leisure sector
ndash a game changerrdquo
Phil White Head of IT Places for People
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Who is Mike Richards
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
And what about our sectorHow many different activity names were being used across the first 125 sites (7 operators) that joined the DataHub
20052
257How many versions of football activity names were listed
5343How many versions of fitness activity names were listed
What does good really look like
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 7
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Slide 82
Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Joining the dots
>
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
The DataHub Today
bull Sector leaders working together
bull Relevant information at the fingertips of EVERY operator
bull Easy and simple to use ndash all modules in one place (coordination across approved specialist Partners)
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
LONGER TERMSingle customer view
Fully integrated into Partner modules (customer amp operator
journey)
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 3
Slide 4
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Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
2013bull Pilot stagebull Proof of conceptbull LMS integration
2014 bull 50+ million visitsbull 347 million
individual activity bookings
2015bull 1000 sport amp leisure sitesbull 250+ million visits per year
Sector LeadersStandards
Governance
NGBs SpecialistsModules
standards infrastructure
OperatorsGive share use
data
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DataHub Break Out
NOW
1 What are your current A) campaign and B) research objectives (eg address low utilisation need for new members address customer complaints because wersquove always done it this way)
2 What typically triggers these activities (quarterly reports contract commitments etc) A) campaign and B) research
3 How would you categorise common marketing campaigns (one month free bring a friend exclusive new activity offer etc)
4 How do you review the success of marketing or research programmes
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Imagine ifhellip
You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You were able to standardise your data to understand whatrsquos happening and specifically where YOU could be doing better
Imagine ifhellip
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You had consistent reporting that highlighted relative underperformance to the respective staff member
(organisational management)
Imagine ifhellip
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
There was access to an independent source of information to identify the extent of underperformance (growth opportunity)
amp optimal programmes for YOUR customers at YOUR facilities
Imagine ifhellip
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
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Slide 83
Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You could proactively target customer feedback gathering to prioritise operational changes (risk profiling) that pre-empts
drop outs and drives upsell opportunities
Imagine ifhellip
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You could profile your customer base and identify the local gaps across YOUR communityhellip
And that you had proactive support from NGBs and other delivery partners to target these gaps
Imagine ifhellip
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
SROI Calculator
Summary
PERIOD MARCH 2014 ndash APRIL 2015CENTRE Deben Pool
SPORTPROGRAMME Badminton Smash Up
Social Value pound534270Index score 87
You could accurately evidence the return YOUR facilities and programmes are delivering to the local community
Imagine ifhellip
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
SROI Calculator
You could pro-actively plan where and how you can positively impact YOUR community even more
Imagine ifhellip
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You could understand the propensity of residents within these gaps to do activities at YOUR facility
WHO WHAT WHEN WHY
Imagine ifhellip
Informed partner engagement and funding allocation
Knowing what the likely commercial return is - total value of prospects = poundpoundpound savings
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 84
Slide 85
Slide 86
Slide 87
Slide 88
Slide 89
Slide 90
Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
User database (INSERT NAME)
Creation date Number of customers
Source
BADMINTON OCT TARGET
11015 352 Badminton drop out
MEMBER UPSELL
101015 500 Member participation decline
SWIM NEW ACTIVOTY
171015 450 Previous swim programme customers
SELECT AND TARGET
You or a delivery partner of yours had a mechanism to target these high value or priority individualscommunities
Imagine ifhellip
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
You or a delivery partner knew what kind of message and delivery channel had the highest likelihood of success with
EACH individual
Imagine ifhellip
SMS Email
Template 1 Template 2 Template 3
INSERT TEXT Categorise campaign
Campaign objective
TARGET AND TRACK
Previouscampaign
KPIs
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
Marketing Intelligence
User database (INSERT NAME)
Campaign sent Objective Outcome
BADMINTON OCT TARGET
11015 Participation next 28 days
110352313
MEMBER UPSELL
101015 At least one class last week
250500500
SWIM NEW ACTIVOTY
171015 Participation in new activity
55450122
You could track the impact of your interventions and use sector intelligence to continuously improve YOUR results (ROI)
Imagine ifhellip
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
TARGET
TRIGGER
TRACK
Continuous improvement
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DataHub Break Outcompleting the picture
2016 what would you do differently 1 Campaign and research objectives
2 What could now trigger these activities
3 What difference would this make to you organisation
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
DataHub Break Outcompleting the picture
1) Retention - re-engage with targeted offerCampaign success 75Average customer value pound950 per weekTarget segment 100
2) New customers targeting (propensity filter applied targeted offer)Campaign success 50Average customer value pound5 per week Target segment 300
3) Upsell new offer ndash target high propensity based on current activity profileCampaign success 70Average customer value pound350 per weekTarget segment 250
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
Slide 120
Slide 121
Slide 122
Slide 123
Who is Mike Richards
And what about our sector
Joining the dots
Slide 127
The DataHub Today
Slide 129
Slide 130
Slide 131
DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
Slide 145
DataHub Break Out completing the picture
DataHub Break Out completing the picture (2)
Slide 148
wwwDataHubClubcom
DataHub4globalcom
AlexBurrows4globalcom 4global1
Slide 1
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Slide 89
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Slide 91
Slide 92
Slide 93
Slide 94
Add some theatre
Slide 96
Slide 97
Slide 98
Online Enquiries does the quality amp speed of response matter
Slide 100
Slide 101
WHAT YOUR SOURCE REPORT COULD LOOK LIKE
DATA POINTS OF A LEAD LIFE CYCLE
LEAD RESPONSE STUDY
SUMMARY OF RESULTS
LEAD CREATED TIME
LEAD RESPONSE ACTIONS
FIRST CONTACT TIME
EMAIL EXAMPLE
FIRST CONTACT TIME ndash Case Study
FIRST CONTACT TIME ndash Case Study (2)
FIRST QUALIFICATION TIME
TRUTHS ABOUT YOUR PROSPECTS
UNDERSTANDING THE WEB ENQUIRER
SALES CALL REACTIONS
TURNING IT ALL AROUND
7 TIPS TO IMPROVE YOUR LEAD RESPONSE PERFORMANCE
INSIGHT MAGIChellip
GET YOUR SALES TEAM anhellip EXPRE
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Who is Mike Richards
And what about our sector
Joining the dots
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The DataHub Today
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DataHub Break Out
Imagine ifhellip You could join the dots todayhellip
You were able to standardise your data to understand whatrsquos hap
You had consistent reporting that highlighted relative underper
There was access to an independent source of information to ide
You could proactively target customer feedback gathering to pri
You could profile your customer base and identify the local gap
You could accurately evidence the return YOUR facilities and pr
You could pro-actively plan where and how you can positively im
You could understand the propensity of residents within these g
You or a delivery partner of yours had a mechanism to target th
You or a delivery partner knew what kind of message and deliver
You could track the impact of your interventions and use sector
