mining for gold: using data to drive revenue & services
DESCRIPTION
ASAE Membership Marketing SymposiumTRANSCRIPT
© Gamse, Trochlil, Younger 2002
Mining For GoldMining For Gold
Philippa GamseWes TrochlilJay Younger
Using Data to Drive Revenue and Services
© Gamse, Trochlil, Younger 2002
Enough about us…
• Quick poll
• Expectations / Questions
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“Mayo Clinic Plans Database Of Every Patient’s History, Including Genetic Makeup”
Wall Street Journal3.25.2002
In The News...
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Data Mining Defined:
The extraction of predictive information
from stored data
© Gamse, Trochlil, Younger 2002
Data Mining Can Be...
•Automated or Manual
•Expensive or Reasonable
•Integrated or Stand-alone
•Frustrating or Productive
© Gamse, Trochlil, Younger 2002
Call Center
Staff
MeetingRegistratio
n
RenewalFormsSurveys
Vendor Reports
Product
Sales
Web
Education
DATA
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Data Management Strategy
• What should you collect?
• How you can collect it?
• What can you do with it?
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The Technology
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“A tale of two associations”
Centralized System• Easy data access• Analyze NOW• Collaborative• Data drives
marketing• Laser marketing
Multiple Systems• Inaccessible data• “Can’t analyze”• Silos• Guesswork drives
marketing• Shotgun marketing
© Gamse, Trochlil, Younger 2002
OK…so I’m in the right column
• Now what?
1. Acquire a new centralized database2. “Connect” the databases via a key
identifier3. Use the systems in a stand-alone
capacity
© Gamse, Trochlil, Younger 2002
Tough Questions...
• Who’s managing this?
• Where’s it going now?
• Who’s entering it?
• What do you really need?
• How can you use it?
© Gamse, Trochlil, Younger 2002
What To Collect
• What’s your goal?
• What’s the potential (ROI)?
• What will it cost?
• What’s your timeframe?
© Gamse, Trochlil, Younger 2002
What To Collect
• Types of data
– Research Data
– Behavioral Data
– E-Data
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Examples of Research Data
• Demographic Information
• Employment Data
• Industry Research
• Marketing Results
• Financial Metrics
© Gamse, Trochlil, Younger 2002
© Gamse, Trochlil, Younger 2002
“Past performance is no GUARANTEE
of future returns”
BUT BUT it’s a good start it’s a good start
in marketingin marketing
© Gamse, Trochlil, Younger 2002
Examples of Behavioral Data
• What they’re buying from you– meeting attendance, publications, education,
products
• Key dates– renewal, lapse, dates of purchase, registration
• Member program participation– certification, insurance, services
• Feedback
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More Examples…(associate members/supporters)
• Sponsorship history
• Advertising & exhibit sales
• Meeting attendance
• “Drivers”
• Competition
• All inquiries
© Gamse, Trochlil, Younger 2002
Website Statistics
Automated data collection– internal search engine
– web traffic reports
– tracking URL’s
“Market research that cannot lie . . .”
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Internal search engine
• site usability• user needs:
– what’s hot?– what’s not covered?
• program / product / service development ideas
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© Gamse, Trochlil, Younger 2002
© Gamse, Trochlil, Younger 2002
© Gamse, Trochlil, Younger 2002
Website traffic reports
• Approaching this data:– HITS and page views– most / least requested pages– time spent on pages– conversion rates– top exit pages
• “Ask questions . . .”
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E-mail campaigns
• Mine your database for targeting– opt-in / opt-out
• Use tracking URL’s with traffic reports:– click-thru’s– conversions
• Test different wording / timing
© Gamse, Trochlil, Younger 2002
Roadblocks
• Data is decentralized & fragmented
• “Overload”
• Storage
• Tendency to focus on the micro
© Gamse, Trochlil, Younger 2002
Solutions
First: Information Audit
Next: Focus on your objectives
Then: Prioritize and plan
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Information Audit
Should help answer these questions:
• What do we have?
• How can we access it?
• What can we do with it?
• What’s it worth?
AND...
© Gamse, Trochlil, Younger 2002
Information Audit
• What’s missing?
• Where can we get it?
• What’s THAT worth?
• How can we centralize it?
Bottom line: knowing your customers
© Gamse, Trochlil, Younger 2002
What can you do with it?
• Market driven information to:– promote current products & services– develop new initiatives
• Permission Marketing– expectation: choice of communication
• Predictive Marketing – think AMAZON
© Gamse, Trochlil, Younger 2002
What ELSE can you do?
• Illustrate total value – “you saved x this year”
• Inform your growth strategy– market segmentation– joint ventures– marketing mix
© Gamse, Trochlil, Younger 2002
Goal: Boost Membership (IMO)
RESEARCH“vitals”gender
age income
education
BEHAVIORproduct salesparticipationattendance
datesfeedback
YOUR MARKET YOUR MARKET YOUR MESSAGEYOUR MESSAGE
E-DATAsearch engine
trafficemail
click-thruconversions
© Gamse, Trochlil, Younger 2002
NACUBO Case Study
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NACUBO Case Study - Association Profile
• Staff: 42 Budget: ~$12 million• 30 seminars, conferences, and workshops
annually• Over 80 publications• Database holds 25,000 contact names
representing 2,200 colleges and universities• Database is SQL-based and enterprise-wide
(centralized)
© Gamse, Trochlil, Younger 2002
NACUBO Case Study – Survey Background
• Collect primary responsibilities • Collect interests• Collect all key contact information,
like title, email, phone, fax, etc.
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NACUBO Case Study – Details
• Paper survey to 25,000 contacts to collect responsibilities and interests
• First round collected 10,000 responses• Moved to online collection
– Initial cost: <$9,000; ongoing cost is negligible– savings of $10,000 annually over paper survey
© Gamse, Trochlil, Younger 2002
© Gamse, Trochlil, Younger 2002
NACUBO Case Study - Results
• New Business Officer program– 300 personalized letters mailed– 100-120 attendees (40% return)
• GASB program– Now holding 10 workshops per year– Targeted mailings of 5,000-7,000 pieces– 1500 total attendees @ $500 per
© Gamse, Trochlil, Younger 2002
NACUBO Case Study – What they did right
• Moved to online data collection• Collected MORE than they initially
wanted, e.g., email addresses, interests
• Targeted their promotions• Used data to develop new programs• Continue to review the data they’re
collecting
© Gamse, Trochlil, Younger 2002
Q & A
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The keys to success
• It’s worth the time
• Benchmark & innovate yourself
• Technology shouldn’t stop you
• People and culture are the key
• Test…and test again