KPI CASE STUDIES IN ACTION

INTRODUCTIONS

Trevor S. Mitchell, CAE, Director of Membership & Strategy, American Mensa Tori Liu, Director of Information Systems, Global Cold Chain Alliance Jason Gudenius, Senior Account Director, Marketing General Inc.

OVERVIEW OF SESSION

Sharing of Case Studies of Various KPI’s in Action Organizational Membership Campaigns

Questions

AMERICAN MENSA CASE STUDYA LOOK AT ORGANIZATIONAL KPI

KPI’S AT MANY LEVELS

OrganizationalDepartment Individual

Associate Level Department Number of Goals

Ratings' definitions can be found on the "Workbook Setup &

Instructions" Tab

1 - On Track, Substantially Complete or Complete

Trevor Mitchell Director Membership 5 2 - Not Yet Started, NA Goal Removed or Moderate Issues

9 - Significant Issues

Department Goal Steps to Achieve Start End Status Note Yellow and Red Status IssuesComplete

0=No1=Yes

Project Type0=Existing

1=New

Goal Priority

(1-5)

Goal 1 Membership1. Increased membership and establish strategy for membership recruitment, retention, engagement and value

• Increase membership satisfactions as demonstrated by increased retention• Increase new membership via testing and prior evidence• Review benefits and value proposition• Create and implement customer persona’s for membership efforts

7/1/2015 3/31/2016 1 0 0 4

Goal 2 Administration Successfully integrate metrics, tracking and goal setting into operations

• Develop tracking tool.• Implement tracking tool.• Ensure staff are keeping it updated on status.• Work with Directors on discussions.• Implement quarterly discussion points and board updates.

7/1/2015 3/31/2016 1 0 1 3

Goal 3 Administration Guide the Board through strategic planning

• Develop resources and aids for board members about process.• Gather data and key information for board.• Ensure consultant is on board with the direction.• Leverage Planning Committee for ideas and vetting of key parts of the strategy.• Incorporate strategy into budget planning and committee direction.

7/1/2015 3/31/2016 1 0 1 5

Goal 4 MembershipDevelop programs to create healthier more robust chapters/local groups that increase the value and enhance the membership experience

• Establish clear and regular communication channels.• Survey to leaders to understand needs.• Program assessment on needs, actions, and plans• Coordinate responsible committees to develop key resources.

7/1/2015 3/31/2016 1 0 1 3

Goal 5 ITSuccessfully lead organization through AMS vendor identification and selection process.

• Create RFI and RFP• Gather feedback and responses.• Create buy in from staff, board, and other key stakeholders.• Present to the board a proposed solution and data gathered from process.

7/1/2015 12/31/2015 1 0 1 4

Goal 6 4/1/2015 3/31/2016

Goal 7 4/1/2015 3/31/2016

Goal 8 4/1/2015 3/31/2016

Goal 9 4/1/2015 3/31/2016

Goal 10 4/1/2015 3/31/2016

Department Goal Prior-ity %

1; 6%

2; 13%

3; 6%4; 6%

5; 19%6; 13%

7; 19%

8; 5%9; 5%

11; 6%Organizational Goal

Priority %

12

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4 43

1

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1 10 0

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Organizational Goals & Resources Assigned

1A-; 24; 13%

1B-; 26; 14%

1C-; 8; 4%

1D-; 22; 12%

2A-; 17; 9%2B-; 7; 4%

2C-; 17; 9%

3A-; 13; 7%

3B-; 3; 2%

4A-; 6; 3%

4B-; 10; 6%

4C-; 6; 3%

5A-; 12; 7%5B-; 5; 3%5C-; 4; 2%

Number of Dept Goals Supporting Each Organizational Goal

1A-1B-1C-1D-2A-2B-2C-3A-3B-4A-4B-4C-5A-5B-5C-

Department Level DataDepartment # of Staff # of Goals Avg # of Goals Executive Lead

Administration 4 5 1.3 PamCommunication 4 19 4.8 PamFinance 3 12 4.0 PamFoundation 1 5 5.0 PamIT 2 12 6.0 PamMarketing 3 15 5.0 PamMembership 5 27 5.4 Pam 22 95

Staff Level Data

Level # of Staff # of Goals Avg # of GoalsExecutive 1 0 0.0Director 6 31 5.2Staff 15 64 4.3

22 95

(See comments in this cell for instructions)MGR Risk Review

1=Green2=Yellow

9=Red

Department Goals Schedule

Resources

Scope

Issues/

Risks

High Risk

Override

(ONLY

Type "9" to

Override)

Total Risk

Level

Admin 1 - Provide support to the organization and its strategic objectives 1 2 1 1 5

Admin 2 - Provide valued support to the Board and its appointees 1 2 1 1 5Admin 3 - Provide ongoing staff development and support 1 2 1 1 5Admin 4 - Provide financial services for the organization 1 2 1 1 5

Organizational Goal Percent Complete

Goal # Strategic Goals Metrics Metric Goal Metric Result % Goal% Complete Risk Level 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Risk Driver

1A-

Membership Increase member satisfaction through engagement with local groups, SIGs, recognition programs, events, and online services - Retention Rate 88% 91.9% 104% 8% 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1B-

Membership Increase motivation for people to join and retain membership resulting in overall membership growth - Total Members 57,000 50,026 88% 8% 13 13

13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1C-

Membership Offer convenient and welcoming qualification testing to those interested in membership - no measurement NA NA 100% 24% 13 13

13 13 13 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1D-Membership Encourage and support diversity within the membership - no measurement NA NA 100% 9% 13 13

13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2A-

Governance Increase understanding about roles, responsibilities and relationships among the board of directors, committees, national office staff, and local groups - no measurement NA NA 100% 10% 5 5

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2B-

Governance Promote a collegial atmosphere that is supportive of approved actions and is welcoming to unique perspectives - no measurement NA NA 100% 25% 5 5

5 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2C-Governance Decrease barriers to effective work and decision systems - no measurement NA NA 100% 10% 5 5

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3A-

Leadership Development Attract new leaders in all age groups - % of new volunteers in overall volunteer pool Need to establish Need to establish 2% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3B-

Leadership Development

Increase the number of members willing to serve in elected and appointed positions - # of local groups considered high functioning/healthy Need to establish Need to establish 11% 4 4

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4A-

Public Awareness Raise public awareness and capitalize on the public perception of the prestige of Mensa - # of value generating partnerships 2% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4B-

Public Awareness Promote Mensa brand through licensing, partnerships and other means to increase value and awareness - # of revenue generating partnerships 1% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4C-

Public Awareness Vigilantly protect the brand through education, monitoring and partnership with Mensa worldwide - no measurement NA NA 100% 2% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5A-Finance Increase non-dues revenue $ 870,806 $ 350,111.72 40% 1% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5B-

Finance Maintain strong financial position for the health of the organization - Net Operations (Bottom line profit/loss) $(123,510.00) $ 4,680.18 100% 0% 5 5

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5C-Finance Ensure compliance with appropriate regulatory requirements - no measurement NA NA 100% 0% 4 4

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

DATA OVERLOAD

LESSONS LEARNED

Benefits Lots of information Mapping of Individual to Organization Board is happy

Down Side Time to track Are we really tracking what’s important?

GLOBAL COLD CHAIN ALLIANCE CASE STUDYA LOOK AT KPI FOR MEMBERSHIP RECRUITMENT AND RETENTION

THE PROBLEM

FINDING THE RIGHT VENDOR(S)

ASK ABOUT:

• Cultural fit• Cost – implementation and

recurring• Capacity – staff resources, time• Integration• Infrastructure

DEVELOPING BUSINESS QUESTIONS

THE PROCESS

Scope

Collect

CleanAnalyze

Communicate

KEY QUESTIONS ANSWERED

KEY QUESTIONS ANSWERED

ACTIONABLE INFORMATION

ACTIONABLE INFORMATION

MEASURE PERFORMANCE

MGI CASE STUDYKPI – RENEWAL LIKELIHOOD MODEL

MGI CASE STUDY: KPI - RENEWAL LIKELIHOOD MODEL

Main Goal of the Model:

To evaluate all engagement behaviors against member renewal history and identify those behaviors that have the strongest impact on member renewal. A data-driven marketing strategy that encourages these important behaviors and improves member renewal can then be developed.

WHAT KINDS OF DATA CAN BE ANALYZED?Engagement activities, including but not limited to:

Webinar participation White paper downloads Conference/meeting attendance Volunteer engagements with the organization Donations Product purchases Professional development Subscriptions Etc.

OUTCOMES FROM THE MODEL

Model results include a list of all engagement behaviors that have a statistically significant effect on member renewal

All statistically significant behaviors have a positive or a negative score assigned to them to reflect the level of contribution to member renewal.

The most important engagement behaviors that increase the likelihood of member renewal are outlined

Recommended potential strategies to improve member renewal based on the KPI model findings

MGI CLIENT EXAMPLE: VARIABLES WE LOOKED AT

Participation in private social network/community

Subscription to the eNewsletterMeeting attendance (In person and

webinars)Product Buyer Status Smartbrief Subscription

MGI CLIENT EXAMPLE: POSITIVE & NEGATIVE ENGAGEMENT The following engagement points were found to have a positive effect on membership

renewal likelihood: Smartbrief Subscription Product Buyer Status Newsletter Subscription

Interpretation of a "positive" effect on renewal likelihood: members that engage in this particular behavior renew at a higher rate than average in this particular dataset.

Engagement Point

-0.4 -0.3 -0.2 -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7Contribution of Engagement Variable to Renewal Likelihood (as Lo

Smartbrief Subscription

Product Buyer Status

Express Subscription

Meeting Attendance

Edge Participation*

-0.2741

-0.3381

0.5445

0.5629

0.4837

Smartbrief SubscriptionProduct Buyer StatusNewsletter SubscriptionMeeting AttendancePrivate Social Network

MGI CLIENT EXAMPLE: A DEEPER DIVE ON PRODUCTS

Some specific products had stronger effects than others

Product Category

-0.2 -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8Contribution of the Engagement Point to the Renewal Likelihood

PDOL

Books

Magazine

Videos

PD

eBooks

Conference -0.0819

0.2665

0.7288

0.2968

0.3983

0.2266

0.1991

Professional Development (online)

INSIGHTS AND RECOMMENDATIONS1. Content appears to be more valued than networking – The topic engagement

points with positive renewal correlation were informational in nature, rather than connecting members to each other

2. Incentivize strong renewal engagement early - Consider offers to new members that get them to try an online professional development product

3. Consider bundled offers – Allow members to purchase membership + products, or multiple products together, at reduced rates to spur more positive engagement

4. Evaluate the private social network/community – Are people making posts and talking to each other, how active are the message groups and libraries, have people been asked to complete their profiles to find the people they need to speak to more easily

QUESTIONS