1. Technology as Strategy Technology Trends and Insight Tom Lehman Lehman Associates, LLC Lehman Reports Association TRENDS Live September, 2013

2. Lehman Associates, LLC Associations and Supplier Companies Strategy consulting for technology and marketing Customer Satisfaction, Market & Member Research The Lehman Reports industry research series Founded 1992, Alexandria, VA

3. AMS Use and Satisfaction 2006-2013 AMS International: CA, AU, UK 2010, 2013 Association Technology Study 2011, 12, 13 Donor Management Systems, NTEN, 2013 New Snapshot survey series

5. Technology-independent IT Strategy Planning The pace of change requires it Resilient to rapid tech changes Flexibility to adopt new models / tech Importance of adoption cycles in technology decisions Investment in platform, direction, capacity – positions for future needs Specific Technology

6. The AMS Increasing importance as hub Best of Breed Third-party Applications Deeper, Two-way Integrations BI, Dashboard, Advanced Analytics CRM Importance, but not pure CRM solutions Configurability, may increase SaaS viability Consolidation, changes in the landscape

7. Impact of Enhanced Technology AMS Customization Complexity of Customization Time Custom Coding Configuration Application Technology

8. Key Trends Interactivity, not just information access Engagement, not just communications Community, not just networking Mobile, going beyond remote access Configurability replacing customization Content Marketing Technology as Strategy, innovation, success

9. Evolving Role of Technology Technology Introduction Technology as Tools Technology as Strategy Investment Cost Center Linear Exponential ROI Potential

10. Innovation Scale Short Term Fixes Process Improvement Transformational

12. Obama: Technology as Strategy Huge investments in big data and analytics, data-driven messaging and targeting Predictive analysis, voter projections, trends in voter preferences, identify at risk voters, continually updated Cross-channel integrated marketing Extensive online presence for key messages and positioning Social media, mobile campaigns to engage through experience, convey campaign themes through experience Highly targeted marketing, campaigns for specific, narrow segments Micro-fundraising, adds up, reinforces connections and engagement

13. One Indicator Online Display Ad Impressions (MM)

14. Content Website Communication Email Collaboration Social Interlocking Content Marketing Highest growth and most effective models are in the overlaps Both internal and external perspective Circle of Engagement

15. Realizing One-to-One Marketing Interest driven-marketing, content Micro-segmentation Predictive analysis, marketing tools Dynamic content, deep personalization Inclusion of behavior-based indicators Role of crowd sourcing, Kickstarter as a planning / engagement model Mass customization Link

16. CRM in Associations Lehman Reports ANS, 2013

17. The CRM-AMS Match Lehman Reports ANS, 2013

18. The Promise of CRM Greater knowledge / insight about members Alignment with organization goals and member interests / expectations In-depth understanding of trends, patterns, and variable interactions Market segmentation and targeted services Prediction and forecasting, anticipate needs and interests Deeper engagement with constituents

19. The Promise of Engagement Greater understanding of the dynamics of membership and participation Increased visibility and awareness Retention, loyalty Non-dues revenue Advocacy, show up Relevance in the large mix

20. Limiting Factors CRM and Engagement Data, Big Data Analytics Engagement Measurement CRM Capabilities Expertise and Culture

21. CRM Big Data 360 view of constituents, participation, operations, marketing, advocacy Deep data, multi-stream A driver of integration to capture increasing levels of digital interactions Critical for CRM and other functions, but not actionable in its raw form Participation / purchase patterns, correlations

22. Integrating Data Streams Lehman Reports Association Technology, 2012 Driving deep, two-way integration requirements

23. Analytics Turn data into actionable intelligence Multivariate, longitudinal Underlying drivers, trends, patterns Decision information Advanced reporting, dashboards, decision systems Increasingly provided by third-party services

24. Analysis Levels Operational – looking back –Counting, one variable over time or other single measure, basic segmentation –Benchmark current against past, limited straight line projection Analytical – looking forward –Multivariate –Influence of multiple variables, identification of key levers or inhibitors, advanced segmentation –Predictive analytics, useful for strategy and planning

25. Dashboards Use projected to double within 2 years Lehman Reports AMS, 2012

26. Measuring Engagement Scores from CRM, social media, other applications In-house scoring / measurement scales Separating meaningful indicators from a multitude of activities is challenging Weighting activities Frequent topic of conversation, subset have begun the process Fewer understand the commitment involved Potential payoff is high, however

27. Status: Measuring Engagement

28. Challenging, Early Stage Big Data in Commercial Firms Only one quarter collecting the data required While fewer than half of those say they have sufficient resources to make use of it

29. Expertise Culture Commitment

30. Mobile Another channel of access … …. Or something more?

31. Mobile Internet

32. Tablet as Primary Computer Business Insider Survey, 2012

33. The Multi-device Connected Segment

34. More than another Internet device Significant differences in access models Takes place in the midst of multi-tasking User Scenario Analysis Tablets and phones offer different access models, mobile web has to reflect that iOS vs Android – different patterns of use Apps as browser replacements Apps versus HTML5 Mobile First strategy worth considering

35. Technology as Strategy Alignment – goals driving technology Forward focus, what is possible 360 donor view, in-depth knowledge Greater personalization, one-to-one marketing Integrated solutions, high value in areas of content overlap Strategic investment vs. cost center Organization outcomes, not IT results Advanced management reporting / BI decision information Changing role for the CIO and IT

36. Changing Role of IT More about –Being a strategic resource to help leverage technology to achieve organization mission and goals –Management of the technology environment and providers –Big data, analytics, application integration –Technology education of possibilities, opportunities –A focus on outcomes, contributions Less about –Operating technology –Purely reactive support function –Application training –Focus on input and activities

37. Senior Management Role in Technology Decisions Technology as the key component in achieving organization goals Technology as Strategy for greater ROI Vision of the organization drives investments in technology, Bring the long view to decisions Include technology strategy at the senior leadership level – hire at a strategic level

38. Questions and Discussion Tom Lehman President Lehman Associates, LLC / Lehman Reports Alexandria, VA 703-373-7550 888-221-0081 Tom@LehmanConsulting.com www.LehmanConsulting.com www.lehmanreports.com