This paper and presentation was presented at the 2004 URISA Annual Conference. It describes how GIS managers can effectively market their enterprise GIS programs to help build and maintain a viable GIS program and enlighten potential users of the benfits of implementing GIS.

1. Effective Marketing
A Key Success Factor for Enterprise GIS
42nd Annual URISA Conference
Reno, Nevada
November 10, 2004
Greg Babinski, GISP
Finance & Marketing Manager
King County GIS Center
“Putting GIS to Work in King County”
www.metrokc.gov/gis
Geospatial Technology Competency Model
Outputs, 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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2. Geospatial Technology Competency Model
Marketing Role & Competencies
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
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
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3. KCGIS Organization
GIS Sponsor GIS Sponsor
Department Executive
DNRP Director
(P. Bissonnette)
Budget
DNRP DOT DDES KCA DES KCSO DPH Council
Office
KCGIS
DNRP TU
Oversight
Governance
(G. Hocking)
Committee
KCGIS
KCGIS
Technical
GIS Service Providers
Business Direction to
Committee
Budget
Parks SWD WLRD WTD Transit Roads KCIA DDES KCA EMD RELSD FMD KCSO DPH Council
Office
Roads KCA EMD- Elections
KCGIS Center Management Represents Transit DDES
DNRP Parks & SWD on KCGIS Technical Committee KCGIS Center GIS
IS Section
GIS E911 GIS GIS
GIS Unit
Program Program Program Section
1 GIS Mgr 1 GIS Lead 1 GIS Lead 1 GIS Lead 1 GIS Lead 1 GIS Mgr
1 GIS Center Mgr
2 GIS Function Mgrs 3 GIS FTEs
5 GIS FTEs 5 GIS FTEs 3 GIS FTEs 1 Mapping
1 Office Mgr 2 GIS TLTs
(6.15 net) 1 GIS TLT (4.33 net) Spvr (1.00 net)
GIS Service
Providers
(3.01 net) 7 Mappers (5.45 net)
(8.40 net)
GIS
DNRP Enterprise
Client
GIS Unit Operations
Services
10.5 GIS 7.5 GIS 9.0 GIS
FTEs FTEs FTEs
DNRP: DNRP: DNRP: DNRP: Outside Regional Public DOT: DOT: DOT: DDES KCA DES: DES: DES: KCSO Budget DPH Council
Parks SWD WLRD WTD Transit Roads KCIA EMD-E911 RELSD FMD Office
GIS End
Agencies and Public Users
Users
of KCGIS Data & Services
4 GIS Power 2 GIS Power 3 GIS Power 1 GIS
(Parcel Viewer, iMap, VMC,
GIS Users GIS Users GIS Users GIS Users GIS Users GIS Users Users Users Users Power User
GIS Clients GIS Clients GIS Clients GIS Clients
CDs, Client Services, etc.) GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients GIS Clients (0.15 net)
(0.6 net) (0.60 net) 9 Casual
GIS Users
GIS Clients GIS Clients GIS Clients GIS Clients
Agencies that Fund KCGIS Center O&M (entitled to a seat Business Reporting Relationship
on the KCGIS Technical Committee). These agencies
provide business direction to GIS service providers. GIS Oversight Committee Membership (lines depict business
units with 2004 membership) DNRP Technology Unit Manager
(Gary Hocking) is permanent Chair
GIS Unit Typical KCGIS Service Provider Organization (FTE count
indicates both positions assigned GIS tasks and net FTEs GIS Technical Committee Membership (lines depict where
assigned to GIS, based on 2004 KCGIS O&M Plan) member is drawn from each agency)
GIS Mgr
GIS FTEs GIS Service Delivery - via KCGIS Center Enterprise Operations
and/or Client Services
KCGIS Center Direct GIS Service Delivery - via KCGIS Center Matrixed Staff
King County Consolidated GIS Organization
GIS Service Delivery - via Dedicated Department GIS Unit 2004
GB: November 17, 2003
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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4. GIS Marketing Strategy Development Process
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
KCGIS Center Business & Marketing Goals
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
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5. KCGIS Center Marketing Objectives
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 Products & Services
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
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6. KCGIS Center Target Markets
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)
KC Assessor
Maintains:
1. Parcel Data
2. Parcel Annotation DDES
Maintains:
DES 1. Comp Plan Zones
Maintains: 2. Land Use Zones
1. Election Districts 3. Hazard Zones
2. Voter Precincts 4. Wetlands
Access all GIS
Maintained Data
Posts Newly
ly ta
ew a ta
N dD
P o ta
M
Da
ain
e
st in
sts in
Ac
s ed
S
Po inta GI
N
ce
Data
ew D a
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a all
ly ta
all
M ss
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GI
Ac
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Da
KCGIS Center:
ta
1. Manages Data mainained by other
Posts Newly Maintained Data
KCGIS Center KCGIS Access all GIS Data
Departments
Posts Newly 2. Maintains Data acquired from other
DNRP GIS Unit
Maintains: Maintained Data Data Agencies
3. QC's & Monitors all Dept. data posted to
1. Hydrography
Access all GIS Data
Warehouse QC & Monitor all Public Library KCGIS Data Warehouse
2. Sampling Sites GIS Data for Standards & Quality
3. Sewer Lines (Managed by 4. KCGIS Database Administration
5. System Administration
4. Parks & Trails KCGIS Center) 6. Metadata management
ly ta 7. Maintains standard KCGIS data access
ew D a ta front end-user applications
N
s ed Da
M
Po ta ut u
st in
ain (F
a
s ts ine r e)
P o inta IS
GIS Dat
Ac
G
Ne d D
a all
ce
M
w at
ss
ss
ly a
ce
KC
Ac
GI
all
S
Access
Da
ta
DOT
Maintains
1. Street Centerline Future Regional KCGIS Data Warehouse
2. Street Addresses GIS Partners
Other KCGIS
3. Transit data
Departments, Maintain: Maintenance & Access
Countywide GIS 1. Local zoning Architecture
2. Local land use
End-Users, & the Note: Only sample data
3. Other Local Data
General Public maintenance responsibilities are
shown
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7. KCGIS Center Target Markets
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
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8. KCGIS Center Target Market Decision Makers
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?
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9. KCGIS Center Target Market Decision Makers
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?
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10. KCGIS Center Target Market Decision Makers
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
Business Intelligence Development
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?
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11. Business Intelligence Development
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
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12. Other Marketing Strategy Considerations
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.
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13. Other Marketing Strategy Considerations
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!
KCGIS Center Marketing Strategy Components
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
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14. KCGIS Center Marketing Strategy Components
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’
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15. KCGIS Center Marketing Strategy Components
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 Plan Implementation
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
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16. KCGIS Center Marketing Plan Implementation
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
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17. KCGIS Center Marketing Plan Implementation
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
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18. KCGIS Center Marketing Plan Implementation
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
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19. KCGIS Center Marketing Plan Implementation
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!)
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20. Muckleshoot Tribe GIS
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
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21. Muckleshoot Tribe GIS
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
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22. Muckleshoot Tribe GIS
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
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23. Conclusions & Questions
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?
Reference
Gaudet, 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)
Acknowledgement
Mr. Tim Leach, GIS Manager,
Muckleshoot Indian Tribe, 39015 172nd Ave SE, Auburn, WA, 98092.
www.metrokc.gov/gis
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