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Implementing a Data Analytics/Member Relationship Management Strategy, Part 2
Thursday, February 4, 2016 6:25 AM

By Floyd Salamino, Vice President, Consulting, Marquis


In Part 1 of “Implementing a Data Analytics/Member Relationship Management Strategy,” we discussed the initial five steps of implementing a data analytics strategy, including the importance of mapping a plan, equipping the organization with the right systems and partners, and creating the internal synergies to leverage data analytics to enhance member relationships. In Part 2, we will look at steps six through ten of the process, Executing the Plan.

6.The execution
 

  • Involve employees from all appropriate functional areas; employee input will ensure the system property supports the workflow and processes.
     
  • Don’t just use your “best” employees. Find people you know are going to be resistant to change and start gaining their buy-in from the beginning.
  • Consider a limited rollout of the member relationship management initiative with a pilot group before launching organization-wide. Encourage feedback from users and customize the system based on their input. Allow the pilot group to “own” the rollout and recognize them for the ultimate successes. Keep the group intact during the organizational rollout; they can be great ambassadors for the initiative.
  • Execute the plan. CRM is a journey, not a destination. Be patient and execute your plan.
     

7.QUANTIFY THE RESULTS
 

  • Identify a set of key measurements and track them on a regular basis so you can see how you are doing.
  • Determine a set of past performance benchmarks to serve as your baseline.
  • Establish measurable goals with defined timelines.
  • Communicate the goals with your entire staff. Be transparent with your objectives.
  • Track results and share with all levels; hold staff accountable for results.
     

8.DEBUNK REASONS FOR NOT USING A MEMBER RELATIONSHIP MANAGEMENT SYSTEM
 

  • “We know our members; we talk with them every time they come in.” How many of your members don’t come into your office on a regular basis? How many of your members are doing business with someone else instead of you?
  • “We are doing just fine without data analytics/member relationship management.” Will your next generation of members be satisfied with the service and solutions you provided to your last generation of members?
  • “We don’t want to appear too salesy.” A member-centric culture focuses on providing solutions to member needs, not just peddling products.
  • “Our employees won’t use it because they are too busy, and if they don’t embrace and use it, it will fail.” Leadership is the key. Build employee buy-in from the beginning.
     

9.OVERCOMING THE COMMON PITFALLS OF MEMBER RELATIONSHIP MANAGEMENT
 

  • Lack of a clearly defined plan. Start by asking the question, “What are we hoping to achieve with member relationship management and data analytics?”
  • Lack of management support/buy-in. What are your alternatives?
  • Trying to do too much too quickly. Start simple; build as you gain expertise and capabilities.
  • Failure to follow through on the entire plan. Choose tools and vendors that are scalable, allowing you to start small and grow.
  • Failure to understand and properly manage employee resistance. Use your leadership skills to coach employees and to keep them motivated and positive. Don’t compromise.
  • Allowing the tail to wag the dog. Organizations that give up on member relationship management often do so because they lack C-Level buy-in, solidarity, and conviction.
  • How do we know what impact member relationship management/data analytics is having? Measure the monetary impact on the organization. Develop metrics and monitor them closely.
     

10. BIG FINISH

  • Once simple objectives for member relationship management implementation have been identified, they need to be restated into measurable outcomes. Measure your success against these objectives in order to prove success.
  • The success of any member relationship management system will be proportionate to the organization’s level of commitment and ability to plan, execute, track, and measure.
     

Floyd Salamino is vice president, consulting with Marquis. Since 1987, MARQUIS has been a leading provider of marketing and compliance software and services, with hundreds of clients across the U.S. Salamino can be reached at 800-365-4274 or FloydS@GoMarquis.com.