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The Business Performance Index – An Explanation
Neil Geoghegan, Corporate Resources Director, Business Link Northwest
Ged Mirfin, Chief Data Officer, Business Link Northwest
Landes Land, Lead Developer, BPI Data Warehouse, Business Link Northwest
Business Link Northwest’s Business Performance Index:
History, Design & Development, Implementation and Impact
Agenda1. I’ll Show You Mine…If You Show
Me Yours
2. It’s Not What You Do…It’s The Way That You Do It – And That’s What Gets Results!
3. How the Northwest Was Won
4. London Calling - What Now & Where Next
-I’ll show you mine…if you show me yours
“60% of Public Sector Organisations around the
world think that inaccurate and incomplete data costs
them money in terms of wasted resources, lost
productivity and/or wasted marketing spend”
“The impact poor data management has on your organisation”
QAS Experian
International Research White Paper
September 2005
BLNW Business TimelineBLNW Opens
Doors – 01st Apr 2007
Installation Microsoft CRM 3 May to Jul 2007
CRM 3 – Powerful Engine. Huge Development
Potential. Vanilla Version No Customisation.
BLNW Business TimelineBLNW Opens
Doors – 01st Apr 2007
Installation Microsoft CRM 3 May to Jul 2007
Data Import into CRM - manually fills the system with very
poor quality & aged data from legacy
systems.
Manual Import, De-Duping & Merging of
Legacy Data from Sub-Regional Business
Links Jul to Sept 2007
Merging of Sub-Regional Business Link Data
Merging of Sub-Regional Business Link Data
-BL Manchester Universe of Company
Data
-600k
BLNW Business TimelineBLNW Opens
Doors – 01st Apr 2007
Installation Microsoft CRM 3 May to Jul 2007
Manual Import, De-Duping & Merging of
Legacy Data from Sub-Regional Business
Links Jul to Sept 2007
“Cleansing”, Further De-duping &
Appending of Third Party data - Oct to
Dec 2007
Poor implemented “Data Cleanse” project results in the overwriting of current data with even older data
affecting CRM system and hampering operational
performance
-BL Northwest Universe of
Company Data
600k
Manual Data Merging & De-Duplication….Substantially reduced the Size of the Universe!
Merge and De-Dupe
600k Records 350k Records
350k
-Confidence in Data
Quality was Low!
CRAP IN however results inCRAP OUT
“Data Cleanse” by Third Party Results in Overwriting of CRM Data with Aged Out-of-Date Data:
CRAP it wasn’t! – Universe Shrinks Further
-BL Northwest Universe of
Company Data
350k A = Accurate
P = Populated
130k
C = Consistent
R = Recent
“Business users are rightly intolerant of new systems
that are delivered filled with rubbish data and may even fail to adopt the system. It’s
like investing in a new sports car, filling it with the oil and fuel drained from your old
vehicle, and then wondering why it fails to perform as it
did on the test drive.”
(Source: PricewaterhouseCoopers)
The Quality Scores for our “Best” Data (Intensive Assist) was not high!
• 57.04% of Company Names and Addresses were Incorrect.
• Lower than Average Address Verification 47.03% - Average for “Clean Data” c.65%.
• Premise Level Verification means Business Addresses could not be absolutely verified – we knew the building, site or business park but not their exact location.
• We could not be sure our Direct Mail was reaching its intended audience – high volumes of returned mail.
Quality Barometer• Clean Data from Experian’s
National Business Database dramatically improved the Population Rate and Quality of the record set
• Massively reduced no. of unknowns improved BLNW’s ability to report on a much larger data population
• Experian’s NBD allowed BLNW to contextualise internal performance against all businesses within NW Region
• This allowed BLNW to accurately measure Business performance across the region and highlight issues & concerns or areas of regional best practice.
Data Barometer
Data AccuracyPopulation Rate of Business
Critical Data
%Traffic Light Comment %
Traffic Light Comment
100% 100%
95% 95%
90% Imp
act Ap
pen
din
g E
xperian
D
ata
90% Imp
act Ap
pen
din
g E
xperian
Data
85% 85%
80% 80%
75% 75%
70% 70%
65% 65%
60% 60%
55% 55%
50%
Existin
g D
ata
50%
45% 45%
Existin
g D
ata
40% 40%
35% 35%
30% 30%
25% 25%
20% 20%
15% 15%
5% 5%
BLNW Business TimelineBLNW Opens
Doors – 01st Apr 2007
Installation Microsoft CRM 3 May to Jul 2007
Manual Import, De-Duping & Merging of
Legacy Data from Sub-Regional Business
Links Jul to Sept 2007
“Cleansing”, Further De-duping &
Appending of Third Party data - Oct to
Dec 2007
Commenced building Data Warehouse to separate New from
Legacy Data Jan 2008
Building of Data Warehouse to separate and report on new data
delivers highly functional web
accessed granular reporting capability
Agenda
It’s Not What You Do…It’s The Way That You Do It – And That’s What
Gets Results!
BLNW Business Timeline
Manual Import, De-Duping & Merging of
Legacy Data from Sub-Regional Business
Links Jul to Sept 2007
“Cleansing”, Further De-duping
& Appending of Third Party data - Oct to Dec 2007
Commenced building Data Warehouse to separate New from
Legacy Data Jan 2008
Appointment of Experian as Data Management Services Supplier. Detailed Health-
Check and Profiling of Intensive Assist Data - Feb
2008
Lack of clean up-to-date prospect marketing data
begins to impact on BLNW’s ability to meet penetration
targets: Initial Solution favoured: Creation of Pool
“Look-A-Like” Prospect Data that would convert into
Intensive Assists
Example of Initial Profiling
Digital & Creative Sector
No. of Employees : Majority Businesses in Sector Has Less than 5 Employees
• Penetration rate Very Small Businesses Lowest of All Business Band Sizes – 22,865 Businesses to Target
• BLNW well ahead of the curve for North West as a whole with SMEs (6 to 49 Employees). 37.35% as against 21.61% for NW as a whole
• Penetration Rate Low at 3.72% however
• Very few Medium & Large Businesses in this Sector – 1,401. BLNW is well behind curve with Businesses of this size especially Large Businesses where we have seen only 3 out of 423
• Many Unclassified Businesses (Web Designers & Consultants).
• What do these look like? What do there Yell and Thomson profiles tell us about these Businesses?
Employees in Business
Client File North West
INDEXZ-
Score# %Northwest
Penetration # %
A : 1 to 5 477 47.13% 2.04% 23339 49.68% 95 -1.61
B : 6 to 10 220 21.74% 4.03% 5464 11.63% 187 7.75
C : 11 to 19 85 8.40% 3.39% 2504 5.33% 158 3.50
D : 20 to 49 73 7.21% 3.34% 2186 4.65% 155 3.13
E : 50 to 99 15 1.48% 2.33% 643 1.37% 108 0.30
F : 100 to 199 8 0.79% 2.39% 335 0.71% 111 0.28
G : 200+ 3 0.30% 0.71% 423 0.90% 33 -3.42
U : Unclassified 131 12.94% 1.08% 12084 25.72% 50 -11.89
Total 1012 100.00% 2.15% 46978 100.00%
Sic Sector Analysis
SIC Section
Client File North West
INDEXZ-
Score# %
Northwest
Penetration # %
<NULL> 111 10.97% 22.11% 502 1.07% 1026 10.07
A: Agriculture, Hunting and Forestry 1 0.10% 7.69% 13 0.03% 357 0.72
B: Fishing 0 0.00% N/K 0 0.00% - -
C: Mining and Quarrying 0 0.00% 0.00% 10 0.02% 0 -3.16
D: Manufacturing 125 12.35% 2.45% 5092 10.84% 114 1.45
E: Electricity, Gas and Water Supply 0 0.00% 0.00% 5 0.01% 0 -2.24
F: Construction 9 0.89% 1.66% 542 1.15% 77 -0.88
G: Wholesale and Retail Trade; Repairs 37 3.66% 6.47% 572 1.22% 300 4.12
H: Hotels and Restaurants 2 0.20% 5.26% 38 0.08% 244 0.83
I: Transport, Storage and Communication 17 1.68% 1.00% 1702 3.62% 46 -4.70
J: Financial Intermediation 1 0.10% 6.25% 16 0.03% 290 0.65
K: Real Estate, Renting and Business Activities 572 56.52% 2.20% 25954 55.25% 102 0.81
L: Public Administration, Defence and Compulsory Social Security 0 0.00% 0.00% 16 0.03% 0 -4.00
M: Education 10 0.99% 18.87% 53 0.11% 876 2.81
N: Health and Social Work 2 0.20% 0.08% 2368 5.04% 4 -28.11
O: Other Community, Social and Personal Service Activities 125 12.35% 1.24% 10073 21.44% 58 -8.65
P: Private Households with Employed Persons 0 0.00% 0.00% 20 0.04% 0 -4.47
Q: Extra-Territorial Organisations and Bodies 0 0.00% 0.00% 2 0.00% 0 -1.41
Total 1012100.00
% 2.15% 46978 100.00%
EVIDENCE AND ANALYSIS DOCUMENT WHICH SUPPORTS THE FINAL REPORT OF THE CEP (CREATIVE ECONOMY PROGRAMME) ISSUED BY DCMS.
MUCH OF THE CRITICISM SEEMS TO HAVE CONCENTRATED ON THE ESTIMATED ECONOMIC CONTRIBUTION CREATIVE INDUSTRIES MAKE TO THE UK. THESE CRITICISMS FALL INTO TWO CATEGORIES: THE DEFINITION OF CREATIVE INDUSTRIES IS TOO WIDE OR TOO NARROW AND THEREFORE THE NUMBER IS TOO BIG OR TOO SMALL; AND THE LACK OF OFFICIAL STANDARD STATISTICS FOR THE CREATIVE INDUSTRIES IN PARTICULAR, PROBLEMS HAVE BEEN RAISED WITH THE IDENTIFICATION OF CREATIVE INDUSTRIES WITHIN OFFICIAL CLASSIFICATIONS. OFFICIAL STATISTICS ARE DRAWN FROM ONS SURVEYS WHICH COVER BUSINESSES THAT ARE REGISTERED FOR VAT AND DO NOT INCLUDE THOSE THAT ARE NOT REGISTERED OR SMALL BUSINESS WHOSE TURNOVER IS BELOW THE VAT THRESHOLD. THIS IS PROBLEMATIC WHEN TRYING TO IDENTIFY AND MEASURE THE ACTIVITY OF THE CREATIVE INDUSTRIES BECAUSE MANY OF THE INDUSTRIES ARE VERY SPECIFIC AND SMALL IN TERMS OF NUMBER OF BUSINESSES, TURNOVER AND EMPLOYMENT… THE BULLETIN USES NATIONAL STATISTICS SOURCES WHERE POSSIBLE – PRIMARILY THE ANNUAL BUSINESS INQUIRY, THE INTER-DEPARTMENTAL BUSINESS REGISTER AND THE LABOUR FORCE SURVEY….DEFINITIONS ARE BASED ON THE UK STANDARD INDUSTRIAL CLASSIFICATIONS (SIC)…, HOWEVER THEY DO NOT ACCURATELY REFLECT THE STRUCTURE OF THE CREATIVE INDUSTRIES. AS SUCH IT IS DIFFICULT TO CAPTURE THE FULL EXTENT OF… ACTIVITY. THERE IS CONCERN THEREFORE THAT OFFICIAL STATISTICS ARE NOT TOTALLY REPRESENTATIVE OF THE WHOLE CREATIVE INDUSTRIES SECTOR. THE ONLY WAY TO OVERCOME THIS WOULD BE TO CARRY OUT A SEPARATE SURVEY OF SMALL CREATIVE FIRMS AND INDIVIDUALS BUT THIS WOULD BE A HUGE UNDERTAKING INVOLVING SIGNIFICANT COSTS AND POTENTIALLY PLACING A CONSIDERABLE BURDEN ON THE FIRMS.
The Problem with SIC Codes
Turnover: Businesses operating in the Digital & Creative Sector are primarily Small Turnover Businesses
• Two Thirds of Businesses operating in this RES Sector (65.07%) have a turnover of less than £2.5M
• BLNW scores well above average in working with Businesses with a turnover between £90K and £2.5M – 3.5% penetration
• 5.30% penetration rate for Businesses in the £400K to £2.5M category – 1 in 20
• BLNW much less successful when it comes to working with high turnover Businesses in this sector and Very Small Unincorporated Sole Trader/Partnership Businesses with Turnover Less £90K
• Is this a (Network) Access, Broker Skill-Set or Marketing Communications Issue
• What do we have to offer these Businesses, particularly the Really Small One & Two Man Bands and more importantly what do they look like?
Turnover
Client File North West
INDEX Z-Score# %Northwest
Penetration # %
1 : Unclassified 130 12.85% 0.86% 15084 32.11% 40 -17.94
2 : 1 to <90k 412 40.71% 2.27% 18118 38.57% 106 1.37
3 : 90k to <400k 246 24.31% 2.78% 8858 18.86% 129 4.01
4 : 400k to <1m 105 10.38% 4.40% 2389 5.09% 204 5.49
5 : 1m to <2.5m 85 8.40% 7.10% 1197 2.55% 330 6.69
6 : 2.5m to <5m 15 1.48% 3.14% 477 1.02% 146 1.22
7 : 5m to <10m 11 1.09% 3.54% 311 0.66% 164 1.30
8 : 10m to <40m 6 0.59% 1.97% 304 0.65% 92 -0.22
9 : 40m+ 2 0.20% 0.83% 240 0.51% 39 -2.18
Total 1012 100.00% 2.15% 46978 100.00%
SOHO Businesses – 15% of All Intensively Assisted Digital & Creative Businesses
• Very Different kind of Businesses Brokers typically used to dealing with
• Consultants and Graphic Designers who work from Home/Garden Shed/Back Bedroom in large Nos.
• What advice can you give them?
SoHo Businesses
85%
15%
No Yes
SoHo Total
No 1132
Yes 194
Grand Total 1326
Top Yell Classifications
YP Classification Code Total % YP Classification Code Total %
Blank 490 36.95% Computer Systems 9 0.68%
Printers & Lithographers 86 6.49% Management & Business Consultants 9 0.68%
Internet Web Design & Development 78 5.88% Photographers-Commercial & Industrial 9 0.68%
Designers-Advertising & Graphic 52 3.92% Sign Makers 9 0.68%
Computer Software Development 48 3.62% Design Consultants 8 0.60%
Computer Services 44 3.32% Newspapers & Magazines 8 0.60%
Marketing & Advertising Consultants 33 2.49% Promotional Items & Incentives 8 0.60%
Architects 27 2.04% Telecommunication Equipment 8 0.60%
Internet Services 27 2.04% Computer Networking & Cabling 6 0.45%
Advertising Agencies 21 1.58% Interior Designers 6 0.45%
Photographers-General 17 1.28% Arts Organisations 5 0.38%
Computer Consultancy 15 1.13% Document Management 5 0.38%
TV, Film & Video Production Services 15 1.13% Sound Equipment Installations 5 0.38%
Publishers & Publications 13 0.98% Theatrical Companies 5 0.38%
Computer Software Sales 12 0.90% Training Services 5 0.38%
Telecommunication Services 11 0.83% Architectural Services 4 0.30%
Art Dealers & Publishers 10 0.75% Charitable & Voluntary Organisations 4 0.30%
BLNW Business Timeline“Cleansing”,
Further De-duping & Appending of
Third Party data - Oct to Dec 2007
Commenced building Data Warehouse to separate New from
Legacy Data Jan 2008
Appointment of Experian as Data Management Services Supplier. Detailed Health-
Check and Profiling of Intensive Assist Data - Feb
2008
Integrate CRM Data with NW Segment of Experian NBD giving access to detailed
financial info, Yell, Thomson, Commercial Mosaic allowing
BLNW to scientifically segment data at a very
granular level
The Gartner View• Biggest contributory factor in “outright
failure” CRM is lack of process ownership.
• The problem is nobody owns it. When CRM cuts across different departments it breaks down at the interface between different departments. There's no understanding of the end-to-end process.
• No helicopter overview.
• Therefore no CRM “grand strategy”.
Data Stewardship
Creation of a formalised management structure including systems,
processes and the establishment of standards. Accountability for the processing of data throughout the business was designed to increase
operational effectiveness, promoting “data” and its use into a highly valued
“strategic asset”
Who owned BLNW Data?
• Marketing
• Operations
• Brokers
• IT
• CRM Manager
• M. I. Team
• Business Improvement
Who had ultimate “ownership” of BLNW Data?
• Everyone and No-One
• Everyone had responsibility for their individual piece of the jig-saw
• Devolved Control of the Management of Data was dispersed throughout the Business
• This led to anarchical and fragmented decision-making and ineffective quality control mechanisms
• No one Individual or Team was in charge
The Gartner View“The challenge of poor data quality
presents a vicious circle. If business users don’t trust the existing data in a system, they
take less care themselves when entering new information, which only compounds the data quality
problem. With data being recognised as an organisation’s second most valuable asset, and
poor data quality losing organisations up to a quarter of their revenue, this is a topic that
cannot be ignored.”
Data Governance –Ensuring Data Quality, Data Acquisition &
Reporting
Structures and Processes for Management & Storage of Data
as a Strategic Asset
Maintaining Data Integrity
& Measuring Data Quality
Placing Data at the very heart of BLNW activities
Data Stewardship
Data
Team
-Data Strategy
Data TQM
Data Strategy
• Identifying ways to improve current data
• Searching the market for external data that can further enrich current dataset
• Establishing a programme for managing suppliers.
• Monitor the quality of this data.
• Implementing effective control procedures.
• Apply change management processes.
• Measure the impact of data.
• Establish review processes.
Issues Encountered At O2
-Focus at Executive Level -Wider Organisation Buy
In removal of accepted norms
-Addressing Director Silo Culture
-Gaining Agreement for Information Ownership
-Sheer Volume and Complexity
of Data
-Agreement on Change in Organisational Structure and Process and Reallocation to
Corporate Resources Directorate
-Sufficient Power Vested in Project Team to Ensure Delivery of Project Form a powerful team with a real
remit to make the change happen
-Recruitment of Experienced Specialist Contractor “Developer”
Resource
-Proving the Business Case and Obtaining Funding
Issues Encountered At BLNW
Communicating the Benefits of Data as a Corporate Asset – the Advocacy Approach
“Selling the vision for data for the business going forward.”
• Evangelical approach to the adoption of Data internally by
publicising Data Issues
• Developing effective working relationships with key data users
and the ICT team to develop performance management
solutions.
• Actively pursue collaborative and cohesive working relationships with
all internal personnel.
-Business Link North West Strategy statement 2008/09.
• Objective 3 of 5
• “To be recognised as the leader on regional business intelligence”
• Objective 5 of 5
• “To play a vital role in informing business support policy making”
History of the BPI
We incorporated Business Link universe and Experian’s National Business Database into the BPI
-Consolidates North West Business
Universe
-406k
-111k
Section of database unique to Business Link – Lifestyle and
Grey economy businesses
Section of database unique to Business Link – Lifestyle and
Grey economy businesses
We incorporated Business Link universe and Experian’s National Business Database into the BPI
-19k
-Consolidates North West Business
Universe
-406k
-111k
We incorporated Business Link universe and Experian’s National Business Database into the BPI
-19k
Of 150,000 Additional Penetration Impacts Added to CRM over last 18 Months – increasing size of CRM Universe to
280,000 Records, 120,000 were part ofExperian Prospect Universe (80%)
BLNW Business TimelineAppointment of Experian as
Data Management Services Supplier. Detailed Health-
Check and Profiling of Intensive Assist Data - Feb
2008
Building Web-Accessed Data
Reporting Dashboards &
ExtraNet Jun to Jul 2008
Development of Extra Net Capability Accessible by Partners. Phase 1: Static
User-defined Reports downloadable in Pdf Format. Phase 2: Dynamic Drill-down Dashboard Reporting facility
accessible over the Web within a Citrix Server
Operating Environment.
Decision taken to integrate CRM Data with
NW Segment of Experian NBD giving
access to detailed financial info, Yell,
Thomson, Commercial Mosaic allowing BLNW to segment data in a scientific manner at a
very granular level
Agenda
How the West Was Won
North
Cross Referencing – The key to real data value and context
• When Experian attempted to match BLNW’s database to theirs they had a 38% match – BLNW achieved currently 87%. (Ultimate aim 95%)
• A 38% match would effectively render Experian's data base as invalid and would prevent a satisfactory richness of company profiling.
• Data would be viewed by general management as irrelevant unless it is structured & organised in a format that is easily understandable.
• Every organisation has a language and a framework – they will ignore anything that they do not intuitively understand.
• 38% is TOO LOW
• Brace yourself – here’s the Techie bit
•Data Matching
• Fuzzy Logic• Levenshtein algorhythm• Stripping the data• Other routines
Populating the Data Warehouse
• Data Quality• Data Richness• Fitness for Purpose• “Trendable” data
Reporting from the Data Warehouse
• Examples of what is available from the Extranet reporting facility
Technical Focus on the BPI Project
How did Business Link achieve a high proportion of matches?
Fuzzy Logic Matching of CRM against Experian data
Levenshtein Distance formula utilised to identify text string
similarity
Company Trading Names stripped of spurious characters, suffixes and cases prior to matching
Routines developed to
associate SIC codes to RES
Sectors
…and the result?
CRM
130k records
Experian
536k recordsMatching
Business Performance
Index Warehouse
550k records
87%
Building the Business Performance Index Warehouse
Is it simply a case of matching records and adding quantity?
Data Warehouse
DData quality:
Building the Business Performance Index Warehouse
Continuously:- Duplicates removed- Inconsistencies removed/amended- Accuracy verified- New records validated
CRM
Every fortnight:- Duplicates removed- Inconsistencies removed/amended- Accuracy verified- Fitness for inclusion into CRM or Data Warehouse determined
Every quarter:- All geography data updated
DData Richness:
Building the Business Performance Index Warehouse
CRM
Have we already dealt with the business?
YES
Valuable additional data attributes incorporated into CRM, richer records incorporated into Data Warehouse
BPI Data Warehouse
536k records
DFitness for Purpose:
Building the Business Performance Index Warehouse
CRM
Have we already dealt with the business?
NO
BPI Data Warehouse
536k records
Active Trading Status?
Active Database Record?
Safe for Marketing?
Not on Mail Preference Service?Not on Telephone Preference Service?Not an “off the shelf” company (100s at same address)?
YESNO
Suitable for analysis but not
for CRM
Building the Business Performance Index Warehouse
“Trendable” data:
CRM
BPI Data Warehouse
January 1stJanuary 15thFebruary 1stFebruary 14thMarch 1stMarch 15thApril 1stApril 15thMay 1st
Business Performance Index Reporting
•First Phase
• Business Objects utilised to build a suite of reports
• Bursting routines produce Acrobat pdf versions of these suites aimed at the various target audiences:
- Sub-Regional organisations- Local Authorities- Others
• Sharepoint used as the delivery vehicle
• Advantages- Easiest method for a quick, consistent delivery- Limits reliance on Business Objects licenses- Very secure
How Can We Help?C
om
ple
xit
y o
f Q
ue
ry
Business Link Involvement
The Rapid Response FrameworkComplex Data Analytics
to provide Partners with
very detailed information
Simple phone Hotline to
service requests for Data
from Business Support
Agencies
Web Enabled multi partner
access to BLNW Database
through Extranet facility
….and MANY more
“Real time” Business data - updated monthly
Key Attributes of BLNW’s Business Performance Index Data
Is the first (B2B) business profiling system in the public sector
Using Commercial Risk Data allows BLNW to identify, track & monitor struggling Businesses
BLNW’s BPI Data is the hub at the heart of a Shared Intelligence Network accessible by Partners
The Rapid Response Framework: 3 Level Response to the Current Economic Climate:
Agenda
London Calling
Key StakeholdersMarketing
Build increased
penetration amongst
service users through
improved segmentation and targeting
Operations
Improve take-up of intensive
assists for Broker Team by increasing
lead generation
Executive
Meeting of Strategic
Priorities: To be recognized as the leader on regional business
intelligence and playing a vital role in informing business
support policy making
Cluster Orgs.
Make definitive pronouncements
about the effectiveness of BLNW services delivered to the NW Business Community including
Membership & Cluster Orgs,
Local Councils, Politicians &
Opinion Leaders
“Advanced Customer
Segmentation”
“Vastly Improved
Lead Quality”
“Delivering Strategic
Priorities”
“Sharing of Key Data across the
Region”
NWDA
Provision of relevant and up-to-date
information on emerging business
trends allowing the NWDA to
service requests from Government,
Political Parties & Lobbying
Orgs
“One Version of the Truth”
The Business Support EnvironmentINTERNAL EXTERNAL
Impact Analysis – Key Achievements to Date
• Marketing: Dramatically Improved Response Rates from Direct Marketing Activity
• Has allowed BLNW to Build increased penetration through improved segmentation and targeting
• Achieved 14.29% conversion rate rate from Large Scale Direct Mail Activity (35,000) – c.5,000 new users over a 2 Month period
• Operations: Has given Adviser Teams Access to High quality Leads in Increased Volumes
• Has Improve take-up of intensive assists for Broker Team by increasing lead generation – Diaries of Advisers full
• Access to a Much Wider Universe of Businesses than previously allowing BLNW to widen the net
• Executive: Strategic Priorities: Recognized as the leader on regional business intelligence and playing a vital role in informing business support policy making
• Enhancement both Reputation and Policy Influencing Role of BLNW within Business Support Community
Business Support Community Partners & Stakeholder Orgs: Has allowed BLNW to Make Definitive Pronouncements about the effectiveness of its Services to the NW Business Community including Membership & Cluster Orgs, Local Councils, Politicians & Change Architects
• Has allowed BLNW to contextualize the impact of its service delivery with robust evidence
• Benchmarking effective performance and identifying gaps
• In return has allowed Business Support Community Partners & Stakeholders to consider their own activity whilst providing effective specific Business Support in their Geography/Sector
• Northwest Development Agency: Provision of relevant and up-to-date information on emerging business trends allowing the NWDA to service requests from Government, Political Parties & Lobbying Orgs
• BLNW Data recognized as the Primary Source of Business Intelligence in the Northwest Region
• Creation of Rapid Response Framework with BLNW Data Warehouse(s) at Core
• Delivery of Strategic Business Trend Data to Key Decision-Makers have become Key Forecasting Indices
• Data at this level of granularity is available to no other RDA
Who wanted to know what?
Everyone had an opinion but NOBODY had the facts
• NWBL had a significant set of operational targets for Y1 of its operation
• Certain members of the business support community in the North West felt challenged by BL
Interested Parties Local Regional By Sector By Theme By Team Team Member
NWDA
Government
Cluster Organisations
Geographic Orgaisations
Local Operations Management
Marketing
Business Development
Information Type - Performance
BLNW are uniquely placed to deliver market intelligence
Aim: Change from Anecdotal &
Judgmental to Evidence-basedDecision making
Experience-influenced
Evidence-based
Opinion-basedEvidence-influenced
Exp
erie
nce
Evidence / Information
The Advocacy ModelBuild Data Coalition: Communicate the
Benefits Internally
Creation of Database – customers – internally focussed
BL Management and internal data consumers
Value Chain for the North West Business Data Universe
First Phase - Create
The Advocacy Model
Internal
Sector specialists and cluster management teams
First interaction with third party data consumers and political oganisations
Data becomes more relevant for decision making bodies
Second Phase – Sell Benefits
Internal
Geographically dispersed bodies require data to confirm Business support activities or to quantify the impact of future plans and policies
Data becomes more relevant for decision making bodies
Sector
The Advocacy Model
Third Phase – Build Dependency
What happened after we shared the data?Lancashire Economic Partnership
Major Input into Economic Downturn Report for 4Northwest
Collaborative Reporting and Shared Input into Policy Making
West Lancashire District Council
Report on SoHo Businesses across the Borough, Profiling of Industry Sectors and provision of Data on Plastics Manufacturers.
Informing Policy Making
The Mersey Partnership
Cross LA Report on Commercial Risk Position at Sub-Regional Level and Insolvency Rates
Benchmark Reporting
Manchester City Council
Ward level Reporting on Commercial Risk and Insolvency Rates amongst Businesses in Manchester to identify and market to Businesses in need
Supporting Data Driven Decision Making
Liverpool Vision
Testing of criteria to inform delivery of Business Support Activity designed to render assistance to struggling retail Businesses
Data Driven Marketing to effect the optimum delivery of Public Funding available to support struggling Businesses and that its impact can be effectively measured
The Commission for the New Economy (Manchester Enterprises)
Cross Local Authority View of Commercial Risk, Insolvency and Businesses by Size and Turnover
Top Down versus Bottom-Up view of Policy Making to identify severity and concentration of impact upon Businesses of both the recession and policy
Bolton Council/Business Bolton
Profiling of Large Businesses by Employee Nos. to identify Businesses in Above Average or High Commercial Risk Bands
Segmentation to drive Collaborative Direct Marketing Activity to deliver Business Support to deliver policy impact – in this case ameliorate the impact of unemployment
Cumbria Vision
Sub-Regional View of Business Performance across all 6 Local Authorities
Provision of Data where none existed previously and the development of shared analytical resource facilities to meet analytical resource deficiencies – in this case the Cumbria Observatory.
Internal
Local hierarchy of business support functions demand input to decision making and assessment of economic impact.
Data becomes more relevant for decision making bodies
Sector Geography
The Advocacy Model
Fourth Phase – Widen User Base
How do you Identify a…
Liverpool (13,704)
Employs 50 or more (207)
Central Ward (66)
In Retail Sector (4)
Deteriorating Payment Profile (1)
…company that is at least of Above Average Risk
which is based in Liverpool
which Employs 50 or more Employees at Site
specifically in the Central Ward
which is in the Retail Sector
whose payment profile is deteriorating.
The Power of the BPI: Project Rapier – a Business Support Partner in Liverpool’s objective of spending £10M to save 40 businesses in the
retail sector by end Q1 2009
£729.71£729.71
£48,309£48,309
£151,515£151,515
£2.5M£2.5M
£10M£10M
-This information is based on data provided by Experian. The data has been subject to further analysis by Business Link North West.
Are we seriously suggesting
that we would be prepared to
give just 1 Retailer all £10M of the
available support funding?
• Zavvi payment profile was 20 days better than industry sector average from Jan 2008 – June 2008
• In July Zavvi payment profile was in line with sector average (20 days beyond terms)
• By September the profile was 60 days beyond terms, October was 80 days. Zavvi went into receivership in December
• What is the true cost of poor data - £10m?
And that business was?
Internal
Demand for joined up information sources and “one version of the truth” among all business support organisations.
Tie together regional strategy and delivery with a system of quantifiable evidence based results
Data becomes more relevant for decision making bodies
Sector Geography Local
The Advocacy Model
Fifth Phase – Consolidate Business Intelligence
Internal
Regional Data can be used to challenge and improve National directives.
Involve regional factual data in National extrapolation.
Data becomes more relevant for decision making bodies
Sector Geography Local Regional
The Advocacy Model
Sixth Phase – Influence National Agenda
What Have We Built
"Success is the ability to go from failure to failure without losing your enthusiasm” Winston Churchill
• Developed the first of its kind Business Objects reporting tool for Business Support in the North West.
• Have placed “evidence based” policy making capabilities within the reach of the regions political agencies.
• We have challenged perceived truths and can support or refute anecdotal claims
• We have developed cutting edge Fuzzy Logic matching routines
• We have mapped the main business classification systems to the language used in Local Government and Business Support
• Created the first B2B profile driven database
Risks & Key Considerations
•Data Protection (DPA) is a key issue – currently Business Link are investigating with Eversheds the steps required to allow us to share data whilst ensuring compliance with DPA
•The service development within Business Link needs to focus on data integrity
•Business Link can offer a unique perspective on the North West Business community and offers specific anecdotal evidence to the BPI to enhance its credibility with partners
Data SharingProgress to date:
• Director and Senior Manager allocated responsibility for Data Protection
• Extended the scope of purpose for ICO registration
• BLNW Data Protection policy and procedures now in draft
• BLNW Contract in place with Experian
• Technical controls now in place
• Data sharing Partner agreements distributed to partners
• Staff training in Data Protection ongoing
Data Sharing – Ensuring compliance……To ensure compliance and demonstrate that BLNW has conducted its operation properly, the following principles will be adopted with Partners:
• Partners and BLNW will ensure staff reliability by training all staff in Data Protection
• BLNW and our data sharing partners will meet regularly to review and further develop our Data Protection and IT security strategies.
• BLNW will only share data with agreed partners and that data will be screened to prevent disclosure of confidential data
• BLNW will advise data sharing partners where ‘purposes’ as declared under registration with the Information Commissioner are not compatible with our purposes.
• While purposes do not have to be identical they do need to be compatible and not contradictory.
• Bespoke Data Sharing agreements with all Partners.
• Ongoing engagement and close Partnership working with the BLNW data team.