Transcript Communication of MDG Goals and MDG Indicators Building Relationships with Users as a Strategic Concept Training Workshop on MDG Indicators in CIS countries and.

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
 They are ment to serve as
 Information sources of the situation
 Basis and guidelines for focusing on
improvements
 Assist in monitoring the development after the
proclamation of the Millenium Development
Goals on an international and national level

Petteri Baer
3-7 October 2010
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Why is it so important to communicate and build
relationships? (2)
MDG Indicators are important for policy making in
a modern society
 MDG Indicators are vital for monitoring the
development and the effects of policies
 MDG Indicators are crucial for understanding the
society in emerging and developing economies
 Comparable statistics and indicators across
countries and regions are a necessity in a
globalizing world

Petteri Baer
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Why is it so important to communicate and build
relationships? (3)
Evidence-based decision making needs facts and
not beliefs or prejudges
 Decision makers need indicators and statistics
 This is crystal clear especially in the world of

Business
 Research


But also: Politicians, Ministries and central
administration bodies, NGOs, Trade unions,
Employers’ organizations, Lobbying, Local
governments, Educational institutions – you name it!
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How to find out user needs on MDG Indicators?
Previous contacts and meetings
 Lists of participants
 Focus groups
 Personal contacts in meetings,
seminars, visits etc.)
 Interviewing important stakeholders
 Press releases
 Participating in and organizing seminars and
workshops on relevant themes

Petteri Baer
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Outcome N:r 7 of the UNECE Expert Group
Meeting on MDGs in Astana in October 2009

Conclusions from three Working Groups:
 Education of main users of MDGs into using
indicators and statistical information
 Different content for different user groups
Decision makers
 Media
 Specialists in relevant important fields
 NGOs


Seminars sharing best practices
8.10.2009
Outcome N:r 8 of the UNECE Expert Group
Meeting on MDGs in Astana in October 2009

Conclusions from three Working Groups:
 Good quality of the presented indicators
Presented with good graphics and visuality
 With metadata

Good and easy accessibility
 Proactive dissemination
 All the three factors are important at the same
time!

8.10.2009
Tools assisting in the work of contact building
Simple, but well structured MS Excel tables
 Use of MS Access structures
 Customer databases


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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
 NSIs of Canada, Finland, Estonia can serve as examples


Business Intelligence systems
Petteri Baer
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What is CRM? (1)
Customer Relationship Management
 Not marketing in general
 Theoretical roots: Nordic School of Marketing

Service marketing
 One to one marketing
 Relationship marketing


Building relations with users
Internet and interaction
 New ways of communication, W2, Social media...

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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
and money in building the
customer relationship
More information about
present and forthcoming
needs of the customer
A LEARNING
CUSTOMER
RELATIONSHIP
More efficient marketing
and service profile to customer
The value of the customer
relationship grows for
both parties
More activities responding to
real customer needs
More efficient customer
contacting and a decline
of contact built in vain
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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.
 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.
 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.

Petteri Baer
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In Statistics Finland…
Both old and new challenges emphasised in the
1990’ies the need and importance of Customer
Relationship Management
 In the mid 1990’ies an understanding of the need
for CRM emerged

Not so much in the top management
 But in the practical work heading for clear user
orientation
 In developing and disseminating improved statistical
products and services

Petteri Baer
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CRM – A Technical Tool?
CRM is NOT only or mainly a technical tool… BUT
 as a sophisticated system, where customers and
potential customers can be dealt with according to

their own customer behaviour
 the CSO’s own definitions of customer relationship
levels and -policies
 the self-expressed wishes of customers

Petteri Baer
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Customer-oriented services and products by
means of CRM

The goal of CRM is to
Understand the needs of different user groups
 Segment customers into groups with similar need
structures
 Keep the information on interaction with customers
in good shape and order

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User friendly and customer-oriented information
services and products, assisted by CRM

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
 …and to do this work systematically

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User needs on MDG Indicators are specific
– not “general”
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8
9
10
No errors in basic data
Delivery on time
All user needs are specific
 Their satisfaction should be
developed in
communication and
cooperation with the users
 When the number of
contacts grows, you must
create a systematic way to
keep track

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
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Further processing of data sufficient
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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 “
 What does this mean in the world of today?

Petteri Baer
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But – that’s once again another story
Thank you for your attention
 Remember:
 You cannot learn to swim
if you don’t go into the
water
 petteri.baer@
unece.org
 www.unece.org/stats

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

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
 1% customers bring 60% of the income
 ~ 50 customers were in 2004 nominated to be strategic or
key customers of Statistics Finland
 Customers have several ways of being in contact
 Many customers are in contact with the NSO in a number of
different roles

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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
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Number of customers according to
Segments in Statistics Finland
End of 2005
Corporations and enterprises
 Educational Institutions
 Local Government Bodies
 Organisations
 Foreign customers
 Central Government
 Libraries
 Research Institutions
 Others
 Without segment value (in 2005)

13 466
2 344
2 258
1 464
802
681
657
520
35
1 433
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Different users prefer different services
Statistics Finland, Reporting of Sales in the years 2002-2005
with a special focus on the year 2005
9.2.2006/Petteri Baer
Most purchased product group
Purchases of Statistics Finland's chargeable products and services in 2005
Secondly most purchased product group
Thirdly most purchased product group
Central govern-Corporations Local
Research
NGOs & other
Educational
Foreign
Produuct Group
Total
ment Administrations
and Enterprises
Administration
Institutions Organisations Libraries
Institutions
Customers Others
2,938,615
Special compilations
1,339,018
361,755
427,380
392,734
311,403
3,231
12,799
90,294
0
1,536,014
Publications
186,282
567,916
266,499
64,085
173,986
156,861
95,961
19,636
4,788
1,345,530
Interview services
603,870
93,150
15,200
488,500
106,582
25,228
0
13,000
0
913,945
Network services
99,835
64,113
517,743
69,080
40,255
46,024
70,306
6,510
79
657,171
Register services
38,692
404,707
107,529
58,147
28,319
0
16,306
3,471
0
191,547
Other products and services
5,362
105,245
51,301
11,804
3,472
4,930
9,213
220
0
111,863
Customer Training
31,966
32,849
16,992
7,847
12,972
1,173
8,065
0
0
87,926
Miniserrvices
11,505
29,614
15,045
12,873
15,476
230
468
2,424
290
69,374
Electronic publications
14,740
28,405
4,077
2,676
14,115
2,600
1,218
1,357
186
36,709
Consultation services
3,298
4,036
14,100
0
7,000
0
0
8,275
0
34,560
"Standard products"
2,078
19,643
6,825
2,651
1,987
477
140
759
0
16,700
Commission services
616
5,048
2,562
0
268
112
8,094
0
0
10,230
Other services
2,713
1,817
166
447
3,001
1,029
173
871
13
Total
2,339,976
1,718,297
1,445,419
1,110,844
718,836
241,895
222,743
146,817
5,356
7,950,184
1. Notify the big differences in the most purchased product groups between the differnt Customer Segments!
2. Observe the fact that "Special compilations" can range from the most complicated to the simpliest service, that doesn't fit in to the other definitions!
3. Part of "Miniservices" include compilations, part of "Special compilations" include miniservices, part of Interview services include both
4. The groups "Other products and services", "Standard products", "Network services" and "Electronic publications" are all mainly electronic services
Petteri Baer
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Customer Relationship Management Systems
used in modern organizations are useful
because…
The entire organisation benefits from the
information the system provides
 It helps to analyse the customer structures and
developments
 Direct- and telemarketing campaigns are much
more effective
 Helps to monitor the success (or non-success) of
different relation building activities taken
 Provides a good basis for customer surveys and
customer relations

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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
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