1. 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

2. 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

3. 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
3-7 October 2010

4. 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!
Petteri Baer
3-7 October 2010

5. 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
3-7 October 2010

6. Conclusions from three Working Groups:
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

7. Conclusions from three Working Groups:
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. Tools assisting in the work of contact building
Simple, but well structured MS Excel tables
Use of MS Access structures
Customer databases
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
3-7 October 2010

9. Customer Relationship Management Not marketing in general
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...
Petteri Baer
3-7 October 2010

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

11. 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
3-7 October 2010

12. 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
3-7 October 2010

13. CRM is NOT only or mainly a technical tool… BUT
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
3-7 October 2010

14. 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
Petteri Baer
3-7 October 2010

15. Set goals for meeting customer requirements
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
Petteri Baer
3-7 October 2010

16. User needs on MDG Indicators are specific – not “general”
No errors in basic data
Delivery on time
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
Further processing of data sufficient 6 7 8 9 10
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
3-7 October 2010

17. 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
3-7 October 2010

18. 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
unece.org
A learning Customer Relationship
3-7 October 2010

19. Building Relationships with Users as a Strategic Concept
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

20. Systematic customer contact building has given good results in Statistics Finland
More than individual internet users monthly (with a population of 5 Million)
principal customers, customers, 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
Petteri Baer
3-7 October 2010

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

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

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

24. It helps to analyse the customer structures and developments
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
Petteri Baer
3-7 October 2010

25. 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