Communication of MDG Goals and MDG Indicators Building

Communication of MDG Goals and MDG Indicators Building Relationships with Users as a Strategic Concept Training Workshop on MDG Indicators in CIS countries and Georgia Geneva 8 – 11 November 2010 Petteri Baer, Marketing Manager, Statistics Finland

Why is it so important to communicate and build relationships? (1) MDG Indicators should not live a separate life of their own n They are ment to serve as l Information sources of the situation l Basis and guidelines for focusing on improvements l Assist in monitoring the development after the proclamation of the Millenium Development Goals on an international and national level n Petteri Baer 3 -7 October 2010 2

Why is it so important to communicate and build relationships? (2) MDG Indicators are important for policy making in a modern society n MDG Indicators are vital for monitoring the development and the effects of policies n MDG Indicators are crucial for understanding the society in emerging and developing economies n Comparable statistics and indicators across countries and regions are a necessity in a globalizing world n Petteri Baer 3 -7 October 2010 3

Why is it so important to communicate and build relationships? (3) Evidence-based decision making needs facts and not beliefs or prejudges n Decision makers need indicators and statistics n This is crystal clear especially in the world of n Business l Research l n But also: Politicians, Ministries and central administration bodies, NGOs, Trade unions, Employers’ organizations, Lobbying, Local governments, Educational institutions – you name it! Petteri Baer 3 -7 October 2010 4

How to find out user needs on MDG Indicators? Previous contacts and meetings l Lists of participants n Focus groups n Personal contacts in meetings, seminars, visits etc. ) n Interviewing important stakeholders n Press releases n Participating in and organizing seminars and workshops on relevant themes n Petteri Baer 3 -7 October 2010 5

Outcome N: r 7 of the UNECE Expert Group Meeting on MDGs in Astana in October 2009 n Conclusions from three Working Groups: l Education of main users of MDGs into using indicators and statistical information l Different content for different user groups Decision makers l Media l Specialists in relevant important fields l NGOs l l Seminars sharing best practices 8. 10. 2009

Outcome N: r 8 of the UNECE Expert Group Meeting on MDGs in Astana in October 2009 n Conclusions from three Working Groups: l Good quality of the presented indicators Presented with good graphics and visuality l With metadata l Good and easy accessibility l Proactive dissemination l All the three factors are important at the same time! l 8. 10. 2009

Tools assisting in the work of contact building Simple, but well structured MS Excel tables n Use of MS Access structures n Customer databases n l n Information on regular and heavy users of MDG Indicators Customer Relationship Management system（CRM） For good and systematic follow-up and planning of interaction with important users and potential users l NSIs of Canada, Finland, Estonia can serve as examples l n Business Intelligence systems Petteri Baer 3 -7 October 2010 8

What is CRM? (1) Customer Relationship Management n Not marketing in general n Theoretical roots: Nordic School of Marketing n Service marketing l One to one marketing l Relationship marketing l n Building relations with users Internet and interaction l New ways of communication, W 2, Social media. . . l Petteri Baer 3 -7 October 2010 9

Dialogue with customer and analysis of customer behaviour Growth of customer loyalty and consolidation of the customer relationship Willingness of both parties to invest both time and money in building the customer relationship The value of the customer relationship grows for both parties More information about present and forthcoming needs of the customer A LEARNING CUSTOMER RELATIONSHIP More efficient marketing and service profile to customer More activities responding to real customer needs More efficient customer contacting and a decline of contact built in vain Petteri Baer 3 -7 October 2010 10

What is CRM? (2) CRM stands for SYSTEMATIC work with existing and potential customers which are divided into different customer segments which are approached and interacted with in different ways because the need structures - and hence the service structures - for the customers in the different segments are different. n Part of CRM is the building up of and existence of a Customer Database into which all contact information and communication information is put with the aim of making it possible to build up the relations with the customers SYSTEMATICALLY. n This way of acting makes it possible to KNOW what has been done in building customer relations. It makes it possible to PLAN new interactions more effectively taking into account the accumulated experience. n Petteri Baer 3 -7 October 2010 11

In Statistics Finland… Both old and new challenges emphasised in the 1990’ies the need and importance of Customer Relationship Management n In the mid 1990’ies an understanding of the need for CRM emerged n Not so much in the top management l But in the practical work heading for clear user orientation l In developing and disseminating improved statistical products and services l Petteri Baer 3 -7 October 2010 12

CRM – A Technical Tool? CRM is NOT only or mainly a technical tool… BUT n as a sophisticated system, where customers and potential customers can be dealt with according to n their own customer behaviour l the CSO’s own definitions of customer relationship levels and -policies l the self-expressed wishes of customers l Petteri Baer 3 -7 October 2010 13

Customer-oriented services and products by means of CRM n The goal of CRM is to Understand the needs of different user groups l Segment customers into groups with similar need structures l Keep the information on interaction with customers in good shape and order l Petteri Baer 3 -7 October 2010 14

User friendly and customer-oriented information services and products, assisted by CRM l Set goals for meeting customer requirements advance the use of MDG Indicators § develop well working and efficient information services § encourage new product development ideas and innovations § create new co-operation modes or partnerships with customers and stakeholders n …and to do this work systematically § Petteri Baer 3 -7 October 2010 15

User needs on MDG Indicators are specific – not “general” 6 7 8 9 10 No errors in basic data Delivery on time All user needs are specific n Their satisfaction should be developed in communication and cooperation with the users n When the number of contacts grows, you must create a systematic way to keep track n Delays re reported Data supplied in desired form Comparability of data Customer is taken into consideration Friendly staff Finding the right persons Accessibility of staff Data delivered with speed Data up-to-date Information about the data/service Data meets demand Tailored data value for money 3 -7 October 2010 Further processing of data sufficient 6 7 8 9 10

Wise Words of Dr. Samuel Johnson (1709 -1784) “Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it “ n What does this mean in the world of today? n Petteri Baer 3 -7 October 2010 17

But – that’s once again another story Thank you for your attention n Remember: l You cannot learn to swim if you don’t go into the water n petteri. baer@ unece. org n www. unece. org/stats n A learning Customer Relationship 3 -7 October 2010

Attachment More detailed information about successful practices of working systematically with users and customers of statistical information Building Relationships with Users as a Strategic Concept

Systematic customer contact building has given good results in Statistics Finland n More than 100 000 individual internet users monthly (with a population of 5 Million) 15 000 principal customers, 24 400 customers, 29 000 contact persons accumulated in the CRM system n 1% customers bring 60% of the income n ~ 50 customers were in 2004 nominated to be strategic or key customers of Statistics Finland n Customers have several ways of being in contact n Many customers are in contact with the NSO in a number of different roles n Petteri Baer 3 -7 October 2010 20

Responsibilities of customer care 1. Central government in Statistics Finland 2. Local government Centralised: customer process customer database 3. Corporations and enterprises 4. Research Institutions 5. Educational Institutions 6. Others Responsibility for c-database Resp. for customer portfolio Strategic customers - 15 organisations Key customers - 33 organisations Resp. for customer Petteri Baer 3 -7 October 2010 21

Number of customers according to Segments in Statistics Finland End of 2005 Corporations and enterprises n Educational Institutions n Local Government Bodies n Organisations n Foreign customers n Central Government n Libraries n Research Institutions n Others n Without segment value (in 2005) n 13 466 2 344 2 258 1 464 802 681 657 520 35 1 433 Petteri Baer 3 -7 October 2010 22

Different users prefer different services Petteri Baer 3 -7 October 2010 23

Customer Relationship Management Systems used in modern organizations are useful because… The entire organisation benefits from the information the system provides n It helps to analyse the customer structures and developments n Direct- and telemarketing campaigns are much more effective n Helps to monitor the success (or non-success) of different relation building activities taken n Provides a good basis for customer surveys and customer relations n Petteri Baer 3 -7 October 2010 24

Main steps in organising CRM-work to define main customer groups. . . to organise customer segment teams and nominate the people in charge of relations with customers to list strategic and key customers to analyse needs of strategic and key customers to set goals for taking care of the customer relationships to develop ways of measuring the results of interaction with customers Petteri Baer 3 -7 October 2010 25