The Member--Centric Association Configuring Your Organization for Membership Success

The MemberThe Member--Centric AssociationCentric AssociationConfiguring Your Organization Configuring Your Organization

for for Membership SuccessMembership Success

Jodie SlaughterPresident and Founding Partner

The Member-CentricOrganization

1. Defined

2. Elements

3. Principles

4. “Mini” Case Studies

5. Play a Game

6. Discussion, Q&A

The MemberThe Member--Centric OrganizationCentric Organization

“Business in no longer about buying and selling

products and services. It is about addressing

people’s motives and desires.”

-Mark LevinMillennium Membership

Delivering Real ValueDelivering Real Value

Meeting expectations = a commodity.

It’s exceeding expectations

and

delivering the WOW.

Hallmarks of the Customer/Member Centric Hallmarks of the Customer/Member Centric OrganizationOrganization

• Learns what members/customers wants and delivers according to those desires and motives

• Adds value by exceeding expectations and delivering the WOW factor

For your consideration…

1. Where does your Association create memorable experiences?

2. Where do you create substandard experiences?

3. Where can you realistically add value by exceeding expectations?

Why become a memberWhy become a member--centric Association?centric Association?

• Develop deeper, more profitable relationships

• Improve retention

• Strengthen the brand, attract more members

• Others?

MemberMember--Centric DefinedCentric Defined

What does it meanto be Member-Centric?

– culture

– metrics

– technology

– knowledge

– segmentation

ELEMENTS OF THE Member-Centric

ASSOCIATION

A MemberA Member--Centric Association…Centric Association…

CLEARLY DEFINES HOW EACH MEMBERINTERACTION SHOULD BE CARRIED OUT

It Starts at the Top


CLEARLY DEFINES HOW EACH MEMBERINTERACTION SHOULD BE CARRIED OUT

Written customer service rules or credo

Invests in training

Empowers employees

QuotableQuotable

“The value management places on its talent has a direct impact on its risks.

How are they treated, compensated, incentivized, and empowered?

Are these values all in alignment with the organization’s innovation goals?”

Shira P. White

New Ideas About New Ideas

Member Services Performance Standards Member Services Performance Standards

How do you Build a Culture?How do you Build a Culture?

What are you paying attention to?

Values + Behaviors = Norms


CLEARLY CONVEYS ITS MEMBER-CENTRICITY

Your Phone System

Your Website

Print, Electronic and Other Communications

Program Providers

TechnologyTechnology

Does your website convey a member-

centric organization?


USES TECHNOLOGY AS A TOOLTO IMPROVE PERFORMANCE

Understands customer expectations

Keeps abreast of new developments

Invests in the long-term

TechnologyTechnology

Trend: Online management of customer

account


CREATES/MONITORS SUCCESS MEASURMENTSBASED ON MEMBER VALUE

Do traditional Key Performance indicators truly reflect what members value?

New times call for new metrics

We can only impact what we measure

“Our vision was to create the world’s most Member-Centric company, the place where

you can find and buy anything you want online.”

Jeff BezosCEO, Amazon.com

“One of Jeff’s most recurrent phrases when someone has a good idea is ‘we can measure that.’’

Source: FastCompany

MiniMini--Case: MetricsCase: Metrics

Association Forum

of Chicagoland

Budget ~ $3 Million

Staff ~ 15

Members ~ 3,000

New Metrics

MiniMini--Case: MetricsCase: Metrics

• Philosophy = Revenue should be derived from meeting member needs.

• Actions = Identified programs that were not adding value, innovated.

• New Goal = 10% of income from a new source every year.


KNOWS ITS AUDIENCES

Conducts effective market research

Creates a coordinated research plan

Measures trends by repeating questions

Focuses on gathering actionable data

MiniMini--Case: KnowledgeCase: Knowledge

• Omnibus Survey Program streamlines process and avoids “over-surveying”

• Culture of “data driven” decisions

• Baseline and evaluative data informs everything from board planning to front lines


KNOWS WHICH MEMBERS TO FOCUS ON

Segments based on behavioral patterns

Identifies and nurtures key relationships

Fully penetrates core market segments

MiniMini--Case: KnowledgeCase: Knowledge

Products come and go and new technologies develop at ever increasing rates, but relationships with high value customers must be established and deepened over time to generate truly sustainable profitable growth.

-The Customer Centricity™ Suite Wharton, The University of Pennsylvania

SegmentationSegmentation

“I don’t know the key to success but the

key to failure is trying to please everybody.”

Bill Cosby

MiniMini--Case: SegmentationCase: Segmentation

Nat’l Assn of College and University Business Officers

Washington, DC

Budget ~ $12 million

Staff ~ 50

Members ~ 2,900 orgs

MiniMini--Case: SegmentationCase: Segmentation

• Identified 22 areas of responsibility

• Used annual census to collect and update data

• Targeted marketing

• Development of new products and services


ANTICIPATES MEMBER NEEDS…AND INNOVATES

Meeting today’s needs isn’t enough

Focus on what members will need in the future

This means taking some risks

Key Concept: Mission DashboardKey Concept: Mission Dashboard

m i s s i o n r e l e v a n c e c

a

s h

f l

o w

Totally Related

Totally Unrelated

p o s I t I v e

n e g a t I v e© 2004 McKinley Marketing, Inc.

Key Concept: Program DashboardKey Concept: Program Dashboard

m i s s i o n r e l e v a n c e c

a

s h

f l

o w

Totally Related

Totally Unrelated

p o s I t I v e

n e g a t I v e

THE VALUE ZONE

THE DANGER ZONE

THE MONEY ZONE

THE SERVICE ZONE

© 2004 McKinley Marketing, Inc.

Let’s Play a GameLet’s Play a Game

Which is it?Which is it?

Member-Centric Organization-Centric


The Exec and Board Chair collaborate on all important decisions.


A live person instead of an automated

system answers your phone.


You conduct member research before making decisions on programming or focus.


You actively seek out and invite members to work on advancing your legislative agendas, write letters, make phone calls, meet with representatives.


You begin a new series of functions which are

only open to CEOs of member companies.


You decide to only offer programs that become cash positive after one year.

The Member--Centric Association Configuring Your Organization for Membership Success

Business

membercentric organization

membercentric company

servicesa membera member

linesa membera member

normsa membera member

topa membera member

qathe memberthe member

meeting member needs