Begin with the end in mind. That is one of the key principles of designing an integrated marketing campaign that gets impact. We're starting the day with talking about the point of all of it and the "why" before we dive into all the "hows". This session will cover common metrics and how to think about and understand your organization's position from a digital maturity model framework. This session will provide practical tools that you can implement now so that you can get past simply measuring open and click through rates. We're aiming to cut through the excuses for why you don't take the time to measure by putting measurement up front and center and focusing on the idea that if you're not going to measure it and the measurement isn't going to provide you additional insight into your target users, then it's not worth doing! You heard it here first--get off the hamster wheel of just doing digital and design a program that makes your organization increasingly smarter so that you can consider yourself a marketing center of excellence.

1. Measuring Customer Engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.

2. Today’s Agenda
 What is Engagement?
 The Importance of Analytics
 Customer Engagement Framework
 Engagement Strategies & Metrics
 Q & A
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.

3. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Chief Analyst – Demand Metric
Jerry Rackley
 30+ years in sales & marketing
 Adjunct marketing faculty:
Oklahoma State University
 Chief Analyst at Demand Metric since
2011

4. What is Customer Member Engagement?
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
…the strategies, processes, technology and tools that enable
an organization to attract, engage, gain, retain and influence
the behavior of members consistently and effectively across all
touch points throughout the lifetime of the members’
relationship with the association.

5. The Evolution of Customer/Member Engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer Satisfaction Customer Experience Customer Engagement

6. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Member Engagement
 Intentional
 Cultivated
 Nurtured
 Measured

7. 1. The process of identifying metrics that are valid indicators of marketing’s
performance in pursuit of its objectives.
2. Tracking those metrics over time.
3. Using the results to improve how marketing does it work.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics Process

8. “Marketing is fluff – an
expense we can’t afford.”
“Marketing is critical to our
success – we can’t live without it!”
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Why Analytics are Important

9. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Credibility Gap
Source: Fournaise Marketing Group. 2012

10. 8%
51%
8%
21%
12%
0% 10% 20% 30% 40% 50% 60%
Unnecessary expense
Necessary expense
Breakeven center
Modestly profitable revenue center
Highly profitable revenue center
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
How Marketing is Perceived Internally

11. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Remedy: Marketing Analytics
Everyone has an opinion about the quality or value of marketing’s efforts. What does
the data say?
“…when you can measure what you are speaking about, and
express it in numbers, you know something about it; but when
you cannot express it in numbers, your knowledge is of a
meagre and unsatisfactory kind…”
Lord Kelvin

12. Keep marketing focused on objectives.
Build marketing’s credibility.
Help marketing improve its performance.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Marketing Analytics:

13. 1. Three marketing organizations.
2. Each has a different attitude toward analytics.
3. Attitude determines altitude.
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An Analytics Tale

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The Analytics House of Straw
 No analytics process.
 Marketing leadership is instinctive.
 Determining marketing’s success is completely subjective.
 Marketing is response-driven, reactive.
 Marketing benefits from/is victimized by internal politics.
 Funding rollercoaster.
 Marketing viewed as an expense.

15. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics House of Sticks
 Analytics process uses “vanity” metrics.
 Marketing leadership still primarily instinctive.
 Determining marketing’s success is mostly subjective.
 Marketing is operational.
 Analytics function as a smokescreen.
 Funding rollercoaster.
 Marketing still viewed as an expense.

16. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics House of Bricks
 Analytics process metrics linked to revenue.
 Marketing leadership is data-informed.
 Determining marketing’s success is objective.
 Marketing is strategic.
 Analytics function as guardrails.
 Funding based on a business case.
 Marketing viewed as a revenue center.

17. 1. Assess your readiness
2. Review/clarify business objectives
3. Select metrics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Getting Started with Analytics

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Cultural Readiness Assessment
Critical success factor: Culture
Culture as a Barrier
 Work on what’s urgent
 Punish mistakes
 Trust intuition
 Political environment
Culture as a Catalyst
 Work on what’s important
 Learn from mistakes
 Trust data
 Transparent environment

19. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives
What are the main business objectives?
 Marketing always supports association objectives.
 Marketing’s plan derived from the association objectives.
 Marketing analytics measure success against the plan.

20. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives
What if the association’s objectives aren’t clear?
 Ask for them.
 Suggest some.
 Derive some.

21. Example: Association to marketing objective.
Association Objective
 Improve profitability
Marketing Objectives
 Increase member engagement
 Improve member retention
 Increase share-of-wallet
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives

22. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics
Select metrics that link to marketing’s objectives:
Marketing Objectives
 Increase member engagement
 Improve member retention
 Increase share-of-wallet
Metrics
 Conference participation, social, CLV
 Member retention rate
 Average spend per member

23. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics
Caution:
“…not everything that can be counted counts, and not everything
that counts can be counted.”
William Bruce Cameron
Informal Sociology: A Casual Introduction to Sociological Thinking

24. 3%
10%
13%
28%
33%
76%
77%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Other metrics
Recency, Frequency, Monetary (RFM)
None
Reach/influence
Conversions
Open rates
Click-thru rates
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Association Marketing Metrics
Source: Demand Metric Research Corporation

25. Identify metrics that matter.
 Top-down process.
 Don’t choose metrics simply because the data is there.
 Some important metrics may not have data available.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics

26. Engagement Framework
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.

27. Customer Engagement Framework
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Source: Demand Metric Research Corporation

28. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Views Customer Views Customer
Customer Engagement Maturity Model
Source: Demand Metric Research Corporation

29. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity Model
Orientation
Source: Demand Metric Research Corporation

30. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Engagement Undefined Progressive Mature World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity Model
Leadership
Source: Demand Metric Research Corporation

31. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Engagement
developed and delivered
ad hoc
coordinated across
functions to meet customer
expectations
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Relies on traditional
engagement tactics like
website landing pages with
Understands need for
creating buyer journey and
personas to better target
Aligns programs and
campaigns to consistently
deliver full Customer
Focused on creating a
differentiated customer
experience and
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity Model
Tools & Platform
Source: Demand Metric Research Corporation

32. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
options to drive revenue
Willing participant;
Resources for growth
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Some Marketing, Sales
Cross-functional Fully aligned Marketing,
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity Model
Customer Success
Source: Demand Metric Research Corporation

33. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity ModelCustomer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Alignment
Source: Demand Metric Research Corporation

34. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
Customer Engagement Maturity Model
seller’s perspective
rates, improve retention
and reduce churn
communities and advocacy
& loyalty programs
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics
No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
Budget & Staff
Source: Demand Metric Research Corporation

35. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Customer Engagement Maturity Model
Alignment
operate in silos functional responsibility for
sales and revenue may not
exist yet
Marketing, Sales and
Customer Care, but are not
fully aligned
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics
No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Metrics
Source: Demand Metric Research Corporation

36. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Member Success Role
Source: Demand Metric Research Corporation

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Engagement Strategies & Metrics

38. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Engagement Strategy: Communities
Engagement engines!
“Websites & private social networks that enable members to interact in a controlled
setting, created and maintained by an association to foster communication among
peers or like-minded individuals.”

39. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Branded, Online Community Benefits
158
186
201
224
319
367
371
374
0 50 100 150 200 250 300 350 400
Greater revenue attributable to referrals
Lower cost support channel
New ideas for products & services
Validation of new ideas for marketing content
Improved customer support quality
Better customer perception of the brand
A more loyal customer base
Better understanding of customer/prospect needs
Source: Demand Metric Research Corporation

40. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Branded, Online Community Adoption
63%
34%
3%
0%
10%
20%
30%
40%
50%
60%
70%
Yes No I don't know
36%
Source: Demand Metric Research Corporation

41. 17%
48%
10%
25%
0%
10%
20%
30%
40%
50%
60%
No metrics Basic metrics Intermediate metrics Advanced metrics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Community Success Metrics
Source: Demand Metric Research Corporation

42. Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Content Marketing Problems
4%
10%
20%
22%
26%
27%
29%
29%
29%
35%
40%
58%
0% 10% 20% 30% 40% 50% 60% 70%
None of these challenges exist for us
Other problems
Content quality is poor
Content breadth too narrow or broad
Content depth too deep or not deep enough
Prospects won't surrender contact info
Content formats are boring or uninspiring
Content isn't generating interest or attention
Long-form content too hard to absorb
Free content isn't generating leads well
Content quantity is insufficient
Content doesn't create engagement…

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Content Problems

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Interactive Content Types
1%
7%
7%
9%
10%
12%
14%
15%
20%
20%
24%
40%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Interactive LookBooks
Games
Other types
Wizards
Configurators
Quizzes
Interactive white papers
Interactive eBooks
Contests
Calculators
Assessments
None

45. 17%
48%
10%
14%
11%
0% 10% 20% 30% 40% 50% 60%
No measurements
Basic measurements
Measures of interest
Measures of influence
Measures of engagement
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Content Effectiveness Measures

46.  Customer (Member) Lifetime Value (CLV)
 Customer (Member) Lifespan/Cycle
 Customer (Member) Retention Rate
 Customer (Member) Touchpoints
 Activity/Usage time or duration
 Visit frequency
 Core actions taken
 Advocacy
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Key Engagement Metrics

47. Q & A
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