IN THIS ISSUE
FRONT PAGE
FEATURE
Better Accountability: A Different Approach for
Reporting to the Membership
VIEWPOINT
Thanks for the
Accolades
ASSOCIATE ARTICLE
Good Governance and Crisis
GUEST ARTICLE
Boost Your Marketing Budget With Better Tracking
GUEST ARTICLE
A Primer on D&O Insurance
REGULAR COLUMNS
Change Management with Peter de Jaeger
TOOLS, TIPS AND RESOURCES
PAST ISSUES
|
BETTER PRACTICES
Member
Satisfaction and Value Paradigms
The associations striving for excellence
go beyond member satisfaction, and rather seek to
improve value...as the member perceives it.
The following chart contrasts the
differences between customer satisfaction and
customer-perceived value paradigms, and it is equally
applicable in a member context.
Customer satisfaction survey results
lead to tactical tinkering, but research related to
member-perceived value can and should lead to
fundamental strategic changes. The goal of every
association should be to improve member-perceived value.
|
|
Customer Satisfaction |
Customer-Perceived Value |
|
Who we ask |
Our own customers, end users |
Customers (ours and competitors),
end users, and decision makers |
|
What we ask |
Rate our performance |
Rate us and our key competitors |
|
Respondent perspective |
Experiential, am I satisfied,
backward looking |
Perception of differences, which
supplier will I choose, current and forward looking |
|
Taking action |
Customer service |
Competitive marketing strategy |
|
Type of action |
Tactical, Continuously improve
customer service, correct defects & errors |
Strategic, Clarify/evolve our CV
proposition, create a differentiated, superior
offering |
|
Data changes |
Static, reflects mainly our
initiatives |
Dynamic, reflects all competitive
initiatives |
Source:
Bradley T. Gale, "SatisAs shown on faction is not enough," Marketing
News, 27 October 1997
As shown on
http://pkward.com
The practices described in this area
are described as Better Practices for a
very good reason. We have a great deal of difficulty
with the term best practices used in any other
context than to refer to the results of benchmarking
exercises involving real and relevant organizations with
tangible results. We offer Better Practices
related to areas where we feel that change is needed in
associations. Better Practices are
intended to provoke thought, and to encourage
organizations to think about what they are doing and how
they are doing it.
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SEPTEMBER 2003
OUR MISSION
To build better
associations and non-profits by
delivering unique
and unparalleled expertise, programs
and services
to their staff and
volunteers.
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