effective marketing - a key success factor for enterprise gis
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www.metrokc.gov/gis
Greg Babinski, GISPFinance & Marketing Manager
King County GIS Center“Putting GIS to Work in King County”
Effective Marketing
A Key Success Factor for Enterprise GIS
42nd Annual URISA Conference
Reno, Nevada
November 10, 2004
Geospatial Technology Competency ModelOutputs, Roles, & Competencies
� Outputs are the products and services GIS organizations
deliver to their customers
� GIS professionals typically perform specialized ‘roles’
that focus on delivering a subset of GIS outputs for the
organization
� Geospatial Technology Competency Model identifies 12
distinct ‘roles’ required for enterprise GIS operations
� Typical roles include management, project management,
data management, programming, training, mapping,
marketing, etc.
� Each GIS ‘role’ requires mastery of a set of knowledge,
skills, and abilities (KSA’s).
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� Technical: Assess Geospatial Technologies, Technical Writing
� Business: ‘Big Picture’ Vision, Industry Understanding, Cost Benefit
Analysis/ROI, Change Management, Buy-in/Advocacy
� Analytical: Creative Thinking, Problem Solving Skills
� Interpersonal: Leadership, Questioning, Relationship Building,
Feedback, Communications
But what is effective enterprise GIS marketing?
Two examples:
� King County GIS Center
� Muckleshoot Indian Tribe GIS
Geospatial Technology Competency ModelMarketing Role & Competencies
King County GIS� The King County Geographic Information System (KCGIS) is a
consolidated and coordinated regional geographic information
resource, organized to meet the business needs of King County,
local agencies, and the general public.
� KCGIS is comprised of both the King County GIS Center (an internal
service fund, responsible for core GIS resources and enterprise GIS
services for the entire County) and business specific activity in
various GIS programs distributed across other County agencies.
� KCGIS is managed by the Director of DNRP, supported by a
management level GIS Oversight Committee and an operational
level GIS Technical Committee.
www.metrokc.gov/gis
3
KCGIS OrganizationDNRP Director(P. Bissonnette)
DNRP
KCGIS Center
SWD WLRD
DNRP TU(G. Hocking)
Parks
DNRPGIS Unit
EnterpriseOperations
GISClient
Services
Transit DDES KCA EMDRoads
DOT DDES KCA DES KCSO
RELSD KCSO
BudgetOffice
BudgetOffice
DPH Council
DPH Council
KCGISOversightCommittee
KCGISTechnicalCommittee
TransitGIS Unit
RoadsGIS
Program
DDESIS Section
KCAGIS
Program
EMD-E911 GISProgram
ElectionsGIS
Section
1 GIS Mgr
3 GIS FTEs2 GIS TLTs(5.45 net)
1 GIS Lead
(1.00 net)
DPH
3 GIS Power
Users9 Casual
GIS UsersGIS Clients
KCSO
4 GIS Power
Users(0.6 net)
GIS Clients
1 GIS Lead
5 GIS FTEs1 GIS TLT(3.01 net)
1 GIS Mgr
5 GIS FTEs(6.15 net)
Council
1 GIS
Power User(0.15 net)
GIS Clients
BudgetOffice
2 GIS Power
Users(0.60 net)
GIS Clients
1 GIS Lead
3 GIS FTEs(4.33 net)
1 GIS Lead
1 MappingSpvr7 Mappers(8.40 net)
Business Reporting Relationship
GIS Oversight Committee Membership (lines depict businessunits with 2004 membership) DNRP Technology Unit Manager
(Gary Hocking) is permanent Chair
GIS Technical Committee Membership (lines depict wheremember is drawn from each agency)
GIS Service Delivery - via KCGIS Center Enterprise Operations
and/or Client Services
Direct GIS Service Delivery - via KCGIS Center Matrixed Staff
GIS Service Delivery - via Dedicated Department GIS Unit
King County Consolidated GIS Organization2004
DES:
RELSD
GIS UsersGIS Clients
KCA
GIS UsersGIS Clients
DDES
GIS UsersGIS Clients
DES:
EMD-E911
GIS UsersGIS Clients
DOT:
Transit
GIS UsersGIS Clients
DOT:Roads
GIS Users
GIS Clients
WTD FMD
DES:
FMD
GIS Clients
KCIA
DOT:KCIA
GIS Clients
Outside Regional PublicAgencies and Public Usersof KCGIS Data & Services(Parcel Viewer, iMap, VMC,CDs, Client Services, etc.)
GB: November 17, 2003
10.5 GISFTEs
9.0 GISFTEs
7.5 GISFTEs
1 GIS Center Mgr2 GIS Function Mgrs1 Office Mgr
DNRP:
WTD
GIS Clients
DNRP:
Parks
GIS Clients
DNRP:
SWD
GIS Clients
DNRP:
WLRD
GIS Clients
Executive
GIS Sponsor
Department
GIS Sponsor
KCGIS
Govern
ance
GIS
Serv
ice
Pro
viders
GIS End
Users
Business D
irection to
GIS Serv
ice Pro
viders
KCGIS Center Management RepresentsDNRP Parks & SWD on KCGIS Technical Committee
Agencies that Fund KCGIS Center O&M (entitled to a seat
on the KCGIS Technical Committee). These agenciesprovide business direction to GIS service providers.
Typical KCGIS Service Provider Organization (FTE countindicates both positions assigned GIS tasks and net FTEs
assigned to GIS, based on 2004 KCGIS O&M Plan)
KCGIS Center
GIS Unit
GIS MgrGIS FTEs
How is GIS Used for King County Business?How is GIS used for County Business?
� Mapping
� Public information delivery
� Growth management & planning
� Property assessment
� Land development permitting
� Site selection
� Simulating environmental conditions
� Emergency response planning
� Crime analysis
� Transportation planning
� Bus & van routing
� Road maintenance management
� Public health service delivery
� E911 operations
� Airport sound abatement
� Boundary management (legislative districts, voter precincts, tax unit boundaries, etc.)
� And the list goes on…..www.metrokc.gov/gis
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Agency Business Drivers:
� Define Your Agency Business Goals
� Define Your Business Success Indicators
� Define Marketing Goals to Achieve Business Success
Marketing Strategy Process:
� Define & ‘Package’ GIS Outputs (Products & Services) That Can
Provide Business Value
� Identify Customers & Communicate the Business Value of Your
GIS Products & Services to Appropriate Decision Makers
� Listen to Customers & Competitors to Enhance & Refine Your
Agency Product & Service Offerings
GIS Marketing Strategy Development Process
KCGIS Center Business Goals:
� Develop, Maintain, and Distribute GIS Resources & Services that
Meet Customer Business Needs
� Serve Customers Who are Willing to Pay for GIS Products &
Services
KCGIS Center Marketing Goals:
� Promote the Use of GIS Technology, Products & Services
� Ensure the Financial Viability of KCGIS Operations and the
Products & Services Offered
KCGIS Center Business & Marketing Goals
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� Maintain our Existing Base of Customers
� Identify & Develop New Customers
� Develop ‘Business Intelligence’ to Help
Guide the Development of Future KCGIS
Center Capabilities
KCGIS Center Marketing Objectives
Enterprise Operations:
� GIS Data Warehouse Management
� GIS Systems Administration
� Enterprise GIS Data Coordination
� Core GIS User Applications
Matrix GIS Staffing Services
On-Demand GIS Client Services:
� Application Development
� Training
� Mapping & Analysis
KCGIS Center Products & Services
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� Aligned with 3 KCGIS Center ‘Business Lines’
� Some Customers use Products or Services
from all 3 Business Lines
KCGIS Center Target Markets
Enterprise Operations:
� Current: 30 County agency customers
� Average annual revenue: $46K
� Potential for 40 – 60 additional customers
(Other county agencies, local cities, utilities,
special districts)
KCGIS Center Target Markets
KCGIS Center:1. Manages Data mainained by otherDepartments2. Maintains Data acquired from otherAgencies3. QC's & Monitors all Dept. data posted toKCGIS Data Warehouse4. KCGIS Database Administration5. System Administration6. Metadata management
7. Maintains standard KCGIS data access
front end-user applications
DESMaintains:
1. Election Districts2. Voter Precincts
KCGIS CenterDNRP GIS Unit
Maintains:1. Hydrography2. Sampling Sites3. Sewer Lines4. Parks & Trails
DDESMaintains:
1. Comp Plan Zones2. Land Use Zones3. Hazard Zones
4. Wetlands
KC AssessorMaintains:
1. Parcel Data2. Parcel Annotation
KCGISData
Warehouse(Managed byKCGIS Center)
DOTMaintains
1. Street Centerline2. Street Addresses
3. Transit data
Posts New
ly
Maintained Data
Access all GIS Data
Posts New
ly
Maintained D
ata
Access all GIS D
ata
Posts NewlyMaintained Data
Access all GIS Data
Posts New
ly
Maintained Data
Access all GIS Data
Posts N
ewl y
Maint a
i ned D
ata
Acc
es s a
ll GI S
Data
Posts Newly Maintained DataAccess all GIS Data
QC & Monitor all Public LibraryGIS Data for Standards & Quality
Future RegionalGIS Partners
Maintain:1. Local zoning2. Local land use
3. Other Local Data
Other KCGISDepartments,
Countywide GISEnd-Users, & theGeneral Public
Posts New
ly
Maintained D
ata
(Future)
Access KCGIS D
ata
Ac c
ess all G
IS D
ata
KCGIS Data WarehouseMaintenance & AccessArchitectureNote: Only sample datamaintenance responsibilities areshown
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Matrixed GIS Staffing Services:
� Current: 6 County agency customers
� Average annual revenue: $203K
� Potential for 10 - 15 additional customers
(Other county agencies, local cities, special
districts)
KCGIS Center Target Markets
On-Demand GIS Client Services:
� Past Year: 160+ separate customers (County
agencies, cities, districts, utilities, tribes,
private firms & individuals)
� Average annual revenue per customer: $2,235
� Potential for 250 - 750 customers
� New growth areas may include non-profits,
targeted high-potential business communities,
and out of area customers
KCGIS Center Target Markets
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Enterprise Operations & Matrixed Staffing Clients:
� Public agency environment
� Rigid procurement and/or budgeting process
requires extensive marketing effort
� A key objective is to retain these customers
year after year (CRM is key!)
� Decision occurs at three levels
KCGIS Center Target Market Decision Makers
The Technician or Business End-User:
� Do the products or services being offered
provided business value?
� Do the products or services being offered
provided technical value?
KCGIS Center Target Market Decision Makers
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Agency Business Operations Management:
� Do the products or services being offered help
me meet my business goals?
� Do the products or services being offered help
me meet my department’s budget goals?
� Do the products or services being offered help
me meet my goals within the expectations of
my elected leadership/board?
KCGIS Center Target Market Decision Makers
Agency Leadership, Elected or City/Executive Manager:
� These decision makers control organizational strategy,
procurement policy, and budget.
� Do the products or services being offered align with
my strategy, policy, and budget?
� Is the political climate OK?
� Do the products or services help me save money while
I retain control and credit in the eyes of my
constituencies for GIS derived services?
KCGIS Center Target Market Decision Makers
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On-Demand GIS Client Services Customers:
� More diverse customer base
� Short-term and low/medium cost projects push most
decision making down to managers, business end-
users, & technicians
� General marketing message with focused sales effort
� Repeat business pushes down overall marketing
cost, so CRM is key
KCGIS Center Target Market Decision Makers
Keeps Agency’s Business & Marketing Strategy Forward
Focused:
� Everyone in the organization contributes business
intelligence
� What is the competition up to?
� What can new technology do for customers?
� How satisfied are our customers?
� Did our services help them meet their business
goals?
� How could we serve them better?
Business Intelligence Development
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Supports Development of New Products & Services:
� Based on GIS conferences, literature, educational
programs, user groups, and professional networking
� Leads to analysis of emerging technology that could
meet customer business needs
� Could lead to internal product/service R&D effort
� Could lead to new products or services (resulting in
new marketing effort)
Business Intelligence Development
Management of Business Intelligence Process:
� MS Outlook Team Folders or SharePoint used to manage
client contacts information
� Weekly business group staff meetings net first hand client
information
� Monthly client services business meetings analyze client
and competitor information
� Monthly all-staff meetings ensure customer information
exchange
� Weekly management team meetings include focus on
refining & acting on business intelligence
Business Intelligence Development
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Competition:
� Theoretical – benchmarking studies
� Outsourcing the whole enchilada
� Internal: centralized vs. decentralized services
� Outside service providers
� Business partners
� Can another provider deliver services better or
cheaper to the target market?
Other Marketing Strategy Considerations
Legal & Business Environment:
� Is there a legal or statutory issue? Ask you attorney
– but ask the right question!
� Is there an internal political bias?
� Is there an external business lobby?
� What is in the best interest of your constituents?
They are usually taxpayers.
Other Marketing Strategy Considerations
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Level of Effort & Cost:
� It will take time
� It will cost money – both for marketing material and
R&D
� But - there are many ways to integrate marketing
into what you are doing already!
Other Marketing Strategy Considerations
Marketing Plan Matrix:
� Key link between strategy and implementation
� Describes individual marketing tools, materials,
activities & events
� Identifies marketing goals each supports
� Identifies target market each addresses
� Describes who, how, when each is intended to be used
KCGIS Center Marketing Strategy Components
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Branding:
� Creates an image of quality and value
� Appropriate for the organization, or for specific
services or products
� King County GIS Center – the message behind the
name:
� The ITS Division GIS Technical Resource Center?
� King County: Origins & Core Service Area
� GIS: Our technology world of services & products
� Center: Enterprise, convenient, efficient
KCGIS Center Marketing Strategy Components
Logo’s & Product/Service Branding:
� Logo’s reinforce identity, but…
� Beware corporate standards
� Tag Lines can help reinforce the brand:
� ‘We Put GIS to Work for King County’
� Product & Service Branding:
� GIS Services Express
� Training Tag Line: ‘Visualize Your Data – Better Decisions –
Superior Public Service’
KCGIS Center Marketing Strategy Components
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GIS Staff as a Key Marketing Resource:
� Customer-service focus should be a key non-
technical expectation:
� 1x positive customer experience = 10y marketing effort
� 1z negative customer experience = 100y marketing effort
� All staff should understand the marketing process:
� Look for leads
� Report back business intelligence
� Scope out the competition
� Sensitivity, imagination, & flexibility
KCGIS Center Marketing Strategy Components
� Comprised of dozens of tools and activities
� Some target one market, some two or all three
� Some are one-time, annual, monthly, weekly, or
ad-hoc events
� Some are appropriate for designated staff, others
can be used by any GIS professional
KCGIS Center Marketing Plan Implementation
16
KCGIS Governance Meetings & Process:
� KCGIS Oversight Committee (6 Senior Managers)
� KCGIS Technical Committee (20 Lead Technicians
or Business Users)
� Enterprise Operations focus
� Prime venue to market enterprise operations
services
KCGIS Center Marketing Plan Implementation
KCGIS User Group Meetings:
� Monthly meetings, open to all internal & external users of
KCGIS Center services
� Attendees (20-40) tend to be technicians or business users
� Primary focus on technical issues or project show cases
� Outside vendors (KCGIS Business Partners) participate
� Non-overt marketing message: KCGIS center is a quality
technical resource and a reliable, responsive service
provider
KCGIS Center Marketing Plan Implementation
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KCGIS Center national GIS Day Event:
� All day public event in a large public conference room
� 8-10 booths for KCGIS business lines & other KCGIS
business partners
� Two small adjacent rooms used for presentations and ‘ask
the GIS doctor’ drop in clinic
� Primary focus on showcasing business solutions
� Recent key note speakers: County Executive & Assessor
� 200+ attendees represent current & future target markets
� Generate external publicity
KCGIS Center Marketing Plan Implementation
Annual King County Budget development Process:
� Narrowly Focused – But High Value Activity
� Focus by GIS Manager & Finance & Marketing Manager
� Targets business unit managers & department directors
� Focus to commit to annual GIS service & funding levels
� Extensive verbal & written communications, plus lobbying
technicians & business users
� Other key players include department finance managers,
budget office staff, Executive management analysts, and
Council staff
KCGIS Center Marketing Plan Implementation
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Cold Calls & ‘Howdy Meetings’:
� Business intelligence driven
� Finance & Marketing Manager or other GIS staff initiate
� Cold call objective is a follow-up ‘Howdy Meeting’ with
decision makers
� ‘Howdy Meetings’ are mostly informative – what we do,
what potential client does, how GIS might help
� We focus on free GIS resources, but try to identify follow-
up business opportunities
� Process resulted in several new Enterprise Operations &
Matrix GIS Staffing customers
KCGIS Center Marketing Plan Implementation
Effective Web Site:
� Web mapping showcase (1.6 million annual user sessions)
� Generates exposure to the marketing message:
� Weekly GIS news items & client project news
� Staff professional presentations & GIS Knowledge Base
� Spatial data catalog
� Client Services Section:
� Sample projects & products
� Training program
� GIS data
KCGIS Center Marketing Plan Implementation
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Other Marketing Tools & Activities:
� Annual GIS O&M Plan, GIS Best Practices & Standards
� Targeted & mass mailings
� Customer satisfaction surveys
� Newsletter (KCGIS.Today), Posters & ‘Map-a-Month Calendar’
� SOQ’s Service Description Sheets, Staff Bio’s
� Vendor booth at state URISA Conference, frequent speakers
at local conferences & events
� Future: Business specific conferences & advertising, more
public-private partnership
KCGIS Center Marketing Plan Implementation
Marketing Follow-up Activity:
� Annual report on activity:
� Number of events, contacts, activities
� Annual evaluation of marketing effectiveness:
� Number of new customers
� Customer retention ratio
� Repeat business
� Revenue growth
� Satisfaction surveys & feed back forms
� Unsolicited complaints (few) and testimonials (many!)
KCGIS Center Marketing Plan Implementation
20
� Located in Southern King County (semi-rural)
� Manages approximately 6 square miles of land, plus
other property throughout King County
� Operates a major casino complex & a regional
entertainment venue
� Muckleshoot Tribe GIS managed by one person with
strong & successful marketing
Muckleshoot Tribe GIS
Branding Program & Target Market Development:
� Standard logo for all maps, web site, & products
� Target market identified as tribe department managers &
business operations staff:
� Educated about GIS concepts
� Developed a product of wide tribal value
Muckleshoot Tribe GIS
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Branding Program & Target Market Development:
� Large scale aerial-imagery based “label-map’ of entire
reservation area
� Developed with CC GIS interns
� Used throughout tribal government
� Whets appetite of market for more GIS-based products & services
Muckleshoot Tribe GIS
Tribe Intranet GIS Web Site:
� Educates Tribe administrative staff about GIS concepts
� Provides showcase for Muckleshoot GIS maps & imagery
� Provides access to maps & imagery in JPG & PDF format
� Describes the Tribe’s framework GIS projects
� No web mapping capability
Muckleshoot Tribe GIS
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Project & Personal Branding:
� Maximum use is made of project branding with
descriptive acronyms:
� JUMP (Joint Utility Mapping Project)
� SNARE (Survey Network Across the Reservation with Elevations)
� Facilitate understanding project concepts by Tribal decision-
makers & enhances image of quality & reliability
� Personal Branding: GIS Certification
� GIS Manager was self motivated to pursue certification
� GISP Certificate on Manager’s door has attracted attention
� Certification has perceptibly enhanced the stature of the GIS
program
Muckleshoot Tribe GIS
Small Agency GIS Marketing Challenges:
� Limited resources means marketing needs to be focused
and very efficient
� There are some inherent advantages though:
� Business intelligence processing is easy
� The marketing strategy & plan can be ‘in your head’
� Marketing has been a key factor for Muckleshoot GIS:
� 6 plus years of support, growth, and success
� Continued support
� Potential for future development
Muckleshoot Tribe GIS
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Conclusions & Questions
www.metrokc.gov/gis
� Effective marketing is a key success factor for
development and ongoing operation of enterprise GIS
� Large and small agencies can benefit from effective
marketing
� How does your agency market its GIS?
� Questions?
ReferenceGaudet, C., Annulis, H., and Carr, J., 2001. Workforce Development Models for
Geospatial Technology, Hattiesburg, MS: The University of Southern Mississippi.(http://www.geowdc.usm.edu/research/research.htm)
AcknowledgementMr. Tim Leach, GIS Manager,
Muckleshoot Indian Tribe, 39015 172nd Ave SE, Auburn, WA, 98092.
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