Topic: Member Retention at Touchpoints: How the National Trust is Approaching CRM - Getting the data and technology right - Exploiting your ‘owned channels’ and delegated organisational model - Implementing the changes across different touchpoints; website, tills, call centres emails etc - Connecting with members as individuals

1. Laura Scarlett
Marketing within the Leisure Sector

2. Laura Scarlett
Programme Director, Supporter Loyalty Platform
Data Science & Data Management Teams
Adobe Campaign SWAT Team
CRM Best Practice
13 May 2015

3. 1. Programme Context
2. Platform Design & Implementation
3. Learnings
Supporter Relationships at Touchpoints

4. Programme Context

5. A UK conservation charity, founded to conserve Britain’s
heritage and open spaces for ever, for everyone
Holidays
421 cottages
3 hotels & spas
84 bed & breakfasts
47 campsites
Hundreds of working holidays
Buildings & Countryside
340 castles, palaces, manors and halls
740 miles of coastline
59 villages
630,000 acres of land
61 nature reserves
2,000+ tenanted homes
1 gold mine
Catering
260 cafes
35 pubs
Retail
267 shops
on-line shop
Curating
334 nationally important collections
Events
Over 1,000 events/year
Over 100 exhibitions/year
56 wedding venues
Film & TV Location

6. A wealth of assets in our owned channels & data
Built Properties
20m visits/year 50%
members
On-line
2m hits/month
60% members
Apps
1m opens/month
? members
Call-centre
2m inbound calls/year
Supporters
12.8m known individuals
4.2m active members
70k volunteers (3.1m hours donated)
Data bases
7 major
5 minor
Local Lists
Circa. 800
Content
6 systems
Countryside Places
20m visits/month
60% members

7. A delegated organisational framework
Operations & Consultancy Whole Trust
7 Regional Directors
25 Assistant Directors
250 General Managers
7 Heads of Consultancy
70 Marketing Consultants
50 Visitor Experience
Consultants
Brand & Marketing
Supporter Development
Conservation & Collections
IT
Finance
HR

8. Other Concurrent Programmes = opportunity
SLP
Digital
POS
Finance

9. My SLP Programme Brief
To provide a ‘loyalty’ platform which enables the Trust to
deliver value to each and every supporter through increased
relevancy & recognition

10. Platform Design & Implementation

11. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
The Heart – build a single supporter view (maximise value from
product diversity)
The Brain – analytics & intelligence (to deliver relevancy based on
behavioural insights)
The Body - new personalised inbound & outbound interaction
capabilities (exploit new tills, new website & mobile app)
Change Management - skills, processes and re-organisation (utilise
delegated organisation)
Programme Workstreams

12. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
The Heart – single supporter database
Built from 13 silo feeds. A total mission. Contains virtually all
behaviours known supporters do with us. Well structured, clean and
accessible data.
Hosted on Amazon Redshift.
Completed May 2015
Programme Workstreams

13. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
The Brain – self-serve analytics
A vast analytics team was out of the question, and the curiosity
was there so we decided to go with Tableau to enable every
manager in the Trust to make more supporter-centric decisions
around staffing, stocking, proposition planning, targeting & also
to support bids.
Launched May 2015
Programme Workstreams

14. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
The Body - new personalised interaction capabilities
We clearly needed a campaign engine to be more personalised,
but also we had to utilise our inbound opportunities and
empower our local ‘branches’. We bought Adobe Campaign
which will allow us to deliver effective, highly relevant timely
messages to individual supporters in all our owned channels,
and deploy a distributed model, through their ‘light touch’
application.
Proof of Concept Nov 2014 – June 2015
Programme Workstreams

15. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Adobe Campaign
2 phase manned touchpoint strategy for inbound interactions
Programme Workstreams
Call Centre
Slice of supporter
data held locally –
feed from SSV
POS
Best Next Message
prompts from Adobe
Campaign
Access to blended
relationship history
feed from SSV
Best Next message
prompts from
Adobe Campaign
1 2 21
prompts

16. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Adobe Campaign
2 phase un-manned touchpoint strategy for inbound interactions
Programme Workstreams
mobile app
Anonymous users
personalised by
location & browsing
behaviour
website
Known users - best
content atoms
served from Adobe
Campaign
Anonymous users
personalised by
location and
browsing behaviour
Known users - best
content atoms
served from Adobe
Campaign
1 2 1 2
Content tiles/push
notifications

17. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Change Management - Skills, Processes and Organisation
We now need to organise ourselves to get the most from these
new capabilities - roles & processes are and will change for the
next few years. Marketing will be faster with more, smaller
campaigns, bleeding into member service. Intelligence will be
democratic and richer and personalised inbound interactions
will enable a much higher degree of supporter service.
Programme Workstreams

18. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Change Management
New Direct Marketing Unit = property ‘clusters’ based on
supporter visit patterns
Channel agnostic marcomms delivery roles
KPI’s – properties will be able to carry membership retention
kpi’s for the first time. This will change the emphasis of General
Managers energies from visit volume to quality relationships
Programme Workstreams

19. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Change Management - cultural
Programme Workstreams
about us
slow & planned
campaigns
media schedules
segmentation
about them
fast & iterative
interactions
customer
moments
recognition

20. Learnings

21. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supportersHeadline Learnings
1. Employ a Programme Director who is a subject matter expert and has
a vision – not a generalist PM
2. The more cultural change is involved the slower you can proceed.
Take this into account and release what you can, when you can. EASE
things into the organisation
3. Don’t underestimate the man-power needed – I have a dedicated
programme team of 16 fte - and ensure they are mandated for
change.
4. It’s hard – make sure you are genuinely supported from the very top
of your organisation – if not say no.

22. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
What we missed
The importance of content
Transparency = fear = resistance

23. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
The game-changers
The creation of an empowered Data Team (with teeth and shoulders)
who are central to this transformation
Single Supporter View is THE foundation stone
Tableau & the democratisation of data
Distributed marketing model for relevance
Behaviour-triggered comms / Personalising Inbound Interactions

24. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Thank-you

25. Supporter Loyalty Platform Update Oct 2014
Building stronger, more relevant relationships with our supporters
Question for discussion
Can sales messages be successfully merged with
member service messages at touchpoints?
And if so should they be?

26. Marketing within the Leisure Sector
Roundtable Question
Can sales messages be successfully merged with member service
messages? And if so should they be?