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Respect the email: The power of email click-through rates and member renewals

Note: this is the third in a series of three blogs exploring member renewals for museums and nonprofits. You can read Part 1 and Part 2 on our Insights Blog.

We all know it: our members are our most invested and passionate audiences. They care about our mission, they know our exhibits and they love to bring friends. But sometimes, it’s a mystery on how to get new members to renew and become those die-hard super fans. How do we guide them along the path to becoming more engaged, supportive, active members of our community?

This week, we’ve been exploring this question using answers from a Member Renewal Model—a predictive tool that uses lifetime member data to identify the most important variables that affect renewal rates—we built for one of our museum clients earlier this year. They have a goal this year to improve first and second year member renewal rates and so we turned to the data to find some powerful, actionable insights on controllable variables for them to test.

Earlier this week, we explored the opportunity of soliciting small donations from members and the relationship between an onsite visit and a member’s expiration date. For our third and final insight, we turned to the world of email marketing to see how that impacts member renewals.

 

Member Renewal Insight #3: Members who click on their emails are more likely to renew

As a former museum email marketing manager, I can personally attest to the challenges of using such a strong communication channel in the best way possible. Between balancing various departments’ needs to promote programs or raise funds along with providing mission-based messaging and educational content to increase audience engagement, email is a perfect storm. Communicating the importance of this channel to museum leadership in an understandable way was important to me, and it’s my own personal goal to help others do the same for their institutions.

Knowing the power of this channel, we explored a wide array of email behaviors to make sure our renewal model truly tested the relationship between member email engagement and renewal as well. The findings give us some solid numbers: Members with a 0% click-through rate renew at 45% while members at the industry average click-through rate (between 25-31+% for most) have renewal rates over 62%.

More importantly, click through rates tell us how much folks are reacting to our emails and the general content as well. The strong relationship between good click through rates and renewal rates indicates a couple immediate actions for us to take: first, it underlines that our email focus needs to be on testing for the best email content – we need to ensure emails are written for the right audience, are engaging, and have the right pieces of content and not just all the content. Second, it gives us a clear KPI to focus on for engagement – click through rate not open rate – and a rationale for why that is our KPI. Finally, it underlines the value of an email to a member and gives a real statistic behind why the email marketing plan should be built on respect and audience-focused messaging.

Museum member renewal rates and visitation: get them in before they expire!

Note: this is the second in a series of three blogs exploring member renewals for museums and nonprofits. The first one explored the relationship between donations and renewals. Follow us on Facebook, Instagram, or Twitter for notifications when the last one comes out.

Earlier this week, we kicked off a mini-series exploring some key variables that affect member renewals for one of our clients, a history museum in Michigan, and the overall insights that speak to the nonprofit, museum, and cultural sectors on a whole.

We’ve been working with this museum for over 8 years to use data, analysis, and insights to better understand their members. This year, we have a clear goal: improve first and second year renewal rates. Not surprisingly, we turned to the data to find fact-based solutions and built a Member Renewal Model – a predictive tool that uses lifetime member data to identify the most important variables that we can control to positively change a member’s renewal rate.

While the model overall yielded a lot of really useful results, there were three really powerful variables that emerged that prove some key insights (and for those of us in the museum world, prove some long-rumored hypotheses!) that we can use various channels and tactics to try to control.

On Monday we explored the first insight, proving the power of small donations to member renewal. Today, we look at the relationship between visitation and renewing on time.

Member Renewal Insight #2: Members who visit within 90 days before their renewal date are more likely to renew

Or, to rephrase, the longer it’s been since a member has visited the museum, the less likely they are to renew. Let’s change that!

We investigated this relationship between renewal, visitation, and number of days before expiration date after reading Colleen Dilenschneider’s piece, Why Expired Members Do Not Renew Their Memberships. In short, she noted that one of the reasons lapsed members did not renew was that they planned to renew at their next visit. Which tells a larger story that the lapsed member never came in to visit and a larger action is needed to catch that slip in advance.

We decided to dig into this idea for our client and their members and found some important numbers to back this up on their end:

To start with the obvious, members who only visit near the start of their membership year renew at 21.4%. No one is probably surprised by this, but it’s always good when your data confirms assumptions.

More excitingly, there is a sweet spot in the data: a member who visits within the last 90 days before renewal sees a solid renewal rate between 60-67%. Within the last 30 days, we also know that front of house staff are trained to engage and remind members that their membership is about to expire to help accelerate any renewals right on the spot, but overall this tells us that a visit close to the membership expiration date really helps a member’s likelihood to renew.

We also checked overall frequency of visitation to see if we could find any other data trends that could help our goal to improve renewals. One other key point we found was: members who visit the institution three times in first five months have an average 67.5% renewal rate (a little higher than our group visiting 90 days before their expiration date). However, there are significantly more members (almost three times more) who visit in the last 90 days rather than those who visit three times in the first five months. If our overall goal is to identify actions that can improve the overall renewal rates for the most members, in terms on messaging, staff time, and member time it appears that driving a member to visit within the last 90 days before their renewal date will positively affect more people and ask less of everyone: it’s one ask (rather than three), it lets the museum team focus their messaging, and is the more likely behavior for more members.

Again, for those of us in the museum and cultural organizations sphere, it’s not too surprising that members who visit the museum are more likely to renew. They like you! Of course they’re going to come back! What this data does tell us is that there is a sweet spot and an opportunity to put it to use. It lets the museum focus visitation messaging on a smaller window to streamline communications, better segment their member base, and drive an overall better result from their members for all.

One last note: we can’t not mention the 49% renewal rate for a batch identified as “no visit.” The majority of this group are Year 3 and up members who are more invested in the museum overall. Since we’re focusing on raising the renewal rate for first and second year members, we wanted to look at actions and engagements that can help those groups.

Yes, small donations are huge for nonprofit member renewals

Note: this is the first in a series of three blogs exploring member renewals for museums and nonprofits. Follow us on Facebook, Instagram, or Twitter for notifications when the other two come out.

For the past 8 years, we have had the honor to work with a history museum in the Midwest with great audience goals and a robust membership program. In that time, we have used data, analysis, and insights to better understand their members and find the best ways to deliver audience-focused messaging to drive action and grow their relationship with this institution. From behavioral segments, to event engagement, to direct digital marketing, it has genuinely been some of our team’s favorite work.

Most recently, we’ve been tackling the goal to improve first and second year member renewal rates. We turned to data to help us find fact-based solutions to this challenge and we built a Member Renewal Model – a predictive tool that uses extensive member data to identify the key variables that we can control to improve their likelihood to renew.

As a former museum professional myself, there are plenty of hypotheses and trends in this sphere when it comes to improving membership engagement and renewal. What was so powerful about this model, however, is that we were able to prove some key factors that affect how members are renewing and put real data behind a plan to move forward.

This week I’ll be sharing three of those key variables, because they are essential to making a positive change, but also because they’re valuable enough that we hope other institutions might be able to put them to use too. Enjoy!

Member Renewal Insight #1: Members who donate even small amounts ($1-$100) are more likely to renew

It is not at all a surprising concept that members who support and donate to the museum, beyond the cost of their membership, are more likely to renew. For those of us in the nonprofit or cultural sectors, it’s why we focus giving campaigns and special events on members, as we know they’re just overall more likely to support the organization.

What was so powerful to prove for this institution, though, was the importance of small donations. When we turned to the data, we discovered a gigantic jump between members who donate $0 as compared to members who donate just $1 to $100. In short, we see a lift from a 52% renewal rate to a 77% renewal rate. That’s huge!

While small gifts might not make a huge difference to a museum’s overall budget over the course of a year, if it means that soliciting small gifts from members could improve renewal rates by 47%, those small gifts suddenly seem so much more powerful.

This ties in with the increasingly popular concept that folks become members at their preferred organizations primarily to support the organization (and not just for the access or financial benefits that come along with being a member). We’re in an era where an invested member understands the importance of their individual support and sees themselves as a part of the museum’s success, making those small gifts easier to attain and strengthen the relationship between member and organization.

Looking Forward – Q and A with Stefan Willimann

SIGMA Account Manager, Teddy Malone, sat down with Stefan Willimann to hear his reflections on 2018 and hopes for 2019.

Let’s talk about 2018. Where did we come from? Where are we going?

2018 was a strategic year, one in which we really started to integrate an important value into our culture — empowerment. Empowerment begets risk and risk begets leadership, and surrounding myself with leaders whom I can serve is rewarding to me personally and makes SIGMA a better company.

Last year we put a “bottom up” structure into action, and as our COO Gregg Sullivan expressed recently, “What comes with empowerment is accountability, and therefore if our team feels empowered they hold themselves responsible.”

How has your role at SIGMA changed in the past year? 

I made a concerted effort in 2018 to move from working IN the business to working ON the business. Practicing my own empowerment has allowed me to start to think of the business in more strategic terms. I’m more focused on the vision of the business and taking this new approach has helped me climb out of the trenches and be less myopic. Right now, I am more focused on the evolution of SIGMA than ever before.

As we look toward 2019, SIGMA is poised for growth. Tell us about “Digital at SIGMA.” How do you feel about SIGMA utilizing its data expertise to inform a digital capability for other companies?

Digital is a part of everything we do, and SIGMA is poised to turn up our resources in this area. Regarding growth, I think that the digital application and what we can expect this year into next is leveraging expertise in certain verticals. We do a lot of business in the membership organization sector, museums and the like. Agriculture and financial services as well.  We are prepared to leverage our knowledge in digital and take it more into vertical practices. I see a move to expertise in verticals, and anticipate that we will have vertical practice leaders rather than account managers as we continue to evolve.

SIGMA’s new Boston office is set in the heart of the city, accessible to the surrounding area

Speaking of the future, let’s talk about SIGMA’s expansion into Boston. How that will influence our business?

Boston is a much larger market than Rochester, ranking #24 in the country based on population. There is a tremendous amount of thought leadership coming from Boston, which is how we started 30 years ago in the database marketing industry, so it is exciting to be in such an innovative and investigative city as we evolve again.

Additionally, from Boston, SIGMA now has easier access to NYC, Philadelphia and other potential clients. We want to meet people face to face and demonstrate that we are committed to being a part of their team and understanding their needs.

Finally, we are going to be able to find more talent in this highly educated market. We’re grateful that Rochester has a pool of talent from RIT and University of Rochester; Boston is simply a bigger city and bigger cities have more talent to draw from and we’re excited about that potential as we grow here too.

Finally, back to SIGMA’s data business, why do you think companies are rapidly moving towards the customized visualization SIGMA provides rather than generic build-outs from other software?

Honestly? Generic dashboards are becoming obsolete. Everything now should be tailored to the specific needs of the client and their business so they can put in the KPI’s and content they want to see. Generic dashboards don’t compute or tell a coherent story.

Custom dashboard reflecting a campaign summary

Our customized dashboards are tailored from a tool, with experienced data scientists to back them up, and they can tell a story that is highly applicable to the client’s business.

“Smart” Data Can Help You Align Marketing and Sales

Sales and marketing team alignment is more important than ever! Our partner Hubspot reports that companies that get marketing and sales working together not only generate 208% more revenue from their marketing efforts – but they see 36% higher customer retention and 38% higher sales win rates.

Where does data fit into this alignment? Capitalizing on customer intelligence and making insights and clean data available to Sales can lead to a more efficient and effective process that can motivate and fire up your sales teams. Get started by using these analytical techniques:

Create Common Sales Cycle Definitions Across Marketing and Sales

Your sales team lives and dies on what they call leads, but Marketing might have a very different definition. Adopt a common language for each stage and definition of the sales cycle. Whether you use Prospects, Inquiries, Marketing Qualified Leads (MQLs), Sales Accepted Leads (SALs) and Sales Qualified Leads (SQL) or some other set of opportunity ratings, collaborate to define each stage across Sales and Marketing –so you can all start working towards the same goals, and be able to understand each other’s measurements.

Data Dirty? Build the Case to Invest in Clean Data
Both sales and marketing hate dirty data – but how much revenue is it costing your company? Build some scenarios for better demand generation and increased close rates with better data – you’d be surprised how much lost revenue can be picked up with just a lift of 5%!

Here are some ideas for the metrics you might use:

 

Add a Score to Your Leads

Nothing will kill Marketing’s demand generation credibility faster than a bunch of unqualified leads being sent to the Sales team. Sales probably shouldn’t make a call until you know there is a budget and a timeline. Maybe lower cost sales channels like email or outbound telemarketing can be used to collect the missing data before a lead reaches an acceptable score. Alignment on the meaning of a “good lead” can really reduce friction and time to close.

Build a Common Definition of Your Segments – and Assign all Prospects and Customers

Building personas for web development won’t help the sales team much if they never see those types in the market place. Find real customer segments that purchase in distinct ways, and help the sales teams craft a USP for each segment that will give them a better shot at creating opportunities. Then, make sure each prospect and customer is assigned to a segment so sales can put that messaging to work on the ground.

Find Your Territory Gaps

Use your customer and prospect data to find the holes in territory maps where you have low coverage but high potential. You can often pull much more opportunity out of an area with better or more salespeople. Marketing often has the data to help make these decisions, but Sales is the team that needs to make decisions about coverage.

Use Purchase Likelihood Scores for Call Center Targeting

Outbound phone calls are not inexpensive and turnover in telesales can be high. Invest in reaching only the highest priority prospects by using predictive model scores in your call center. Focusing calling from the top down – best to worst prospects. This should cut the calls needed, improve team morale, and increase the success rate significantly.

Your marketing team should be able to add these types of smart data to customer and prospect records – and both Marketing and Sales can get aligned around your target and your critical asset – your data.