Replacing core business systems

ECA wanted to replace their core business systems across all functions of the organisation.

Electrical Contractors Association (ECA) has been a driving force in the electrotechnical and engineering services industry since the Association’s formation in 1901. Over the years, ECA has been pivotal in improving industry standards and creating a sustainable business environment. Many organisations engage with ECA on an ongoing basis, often as part of their member and associate programmes.

The Challenge

ECA wanted to replace their core business systems across all functions of the organisation.

The Association is not operating in the most efficient way, impacting services provided to membership and profitability.​

The Solution

Equantiis challenged the approach of moving straight to replacing technology and proposed to develop a Transformation Strategy that focuses on member experience delivered through new technology.   ​

This included a Discovery phase, the output of which is a business case that outlines the current challenges and recommended solutions, along with a timescale, budget and resources required to successfully deliver the project.  This approach provided sufficient information to the ECA Board, so an informed decision on how to proceed can be made.

The Result

  • Project Vision and Principles for benefits realisation.
  • Membership experience optimisation.
  • Process Discovery to evaluate highly complex and valued processes for opportunity by re-engineering and/or automation.
  • Requirements gathering captured as User Stories with clear outcomes
  • Pre-market engagement to support a business case for replacement technology with indicative timings, budgets and resources.

Preparing BASC for Transformational Growth

A strategy that focuses on value to members

The British Association for Shooting and Conservation (BASC) was formed in 1908.  To this day, BASC remains the UK’s largest shooting membership organisation which supports all shooting interests and disciplines. BASC leads the defence of shooting with a strong and proactive policy to champion responsible live quarry shooting. As a result, BASC’s political credibility and public acceptance remain high.

BASC has around 155,000 members and 143 paid members of staff working for BASC across the UK, within their Head Office and Regions. It is run by a Council made up of elected members, co-opted members and ex-officio members of staff. The Council has the ultimate responsibility and accountability for the Association, which delegates operational management to the CEO.  


BASC had a number of ambitious targets to deliver against its strategy.  The highlights included increasing and retaining members, improving standards and driving operational efficiency. 

Over time BASC’s business systems had fallen short of requirements and failed to meet all of BASC’s business outcomes and objectives, along with the CRM and member portal coming to its end of life.  This resulted in lengthy manual processes, a lack of trust in data and forecasting which in turn delayed key business decisions being made.

Recognising that technology was only part of the challenge, BASC had acknowledged the need for a business transformation that would enable its overall objectives.

It was therefore important for this challenge not to be seen as a technology project but to build out a plan that focused on the wants and unmet needs of BASC’s members and stakeholders.


BASC engaged Equantiis to help build a Member Centric Digital First strategy that would overcome these issues.

Using Equantiis proven methodology for delivering Digital Strategies, Equantiis carried out a series of tasks which included:

Customer Experience Mapping

Equantiis worked with the BASC Team, along with BASC members, to develop personas and task maps for key parts of the membership journey.

Each part of the journey highlighted the touchpoints involved and was awarded an emotional score to highlight a member’s positive and negative experience of the task journey and the opportunities to improve the internal processes which manage that member journey.

Critically this insight provided a good overview of root cause issues within the organisation which should be addressed as part of the strategy.

Operational Efficiency

Equantiis’ worked with BASC to discover the current business processes through each department.  This information was then used to highlight where improvements to the business processes could be made.  Equantiis worked with every part of the organisation to find out, why they do it, what the desired outcome was, the effort required, and systems involved.

This information was then input into the Equantiis efficiency calculator to identify where there was opportunity for improvement.

In doing so, Equantiis found that BASC could re-engineer some of their processes as well as leveraging technology to drive automation and efficiency that will increase membership experience.

Requirements Gathering

Equantiis met with all business functions and carried out a business systems requirement gathering exercise. This involved interviewing various stakeholders within the business and working through user story led prioritised requirements.

This culminated outputs built the BASC Digital Strategy that sets the context of the organisational challenges and objectives, giving background and context of the business’s requirements. Each user story explains how the requirement enables a business outcome.

Choosing a Technology Partner through Procurement

Equantiis ran a fully independent guided procurement process under an Invitation to Negotiate (ITN) framework for a replacement CRM system and membership portal that will allow BASC to contract successfully to a fixed price implementation.​

The procurement was sent out to appropriate providers that focus on the membership sector using a variety of different technology platforms.  Following the procurement process, we shortlisted providers with a focus on “out the box” platforms.  ​

As part of this process, Equantiis prepared the Invitation to Tender (ITN), Supplier Briefing, Supplier Presentation day, facilitation of procurement with the BASC team and suppliers, review and scoring of responses, and due diligence to the point of partner selection and contract negotiation.  ​

The full procurement process had to be done rapidly and took around 5 weeks.


Equantiis quickly mobilised a team to get this transformation project moving in order to deliver this end to end engagement within 6 months, in light of the compelling event that was fast approaching.

Working with the BASC teams, Equantiis was able to challenge the ‘always done it that way’ approach with automation being driven through the correct processes being supported by technology.

BASC are now able to realise the benefit of implementing an integrated CRM by focusing staff on high value activity, as well as situate processes in their rightful areas, integrate ways of working and sharing of information between functions to reduce the effect of siloes, better use of data and being more proactive.

By taking a member-centric and people-centric approach, first and foremost, to build a Digital Strategy, BASC view this as much wider than just an IT project and the insight given has provided valuable information for them to make positive changes.

Equantiis identified a number of process improvement opportunities, which has enabled BASC to make changes to some key processes to reduce time taken but also to reduce duplication of effort and building a better source for business intelligence that will give them more informed decision-making tools. This has freed up resource to focus on more value-added activities and improved member experience.  BASC has recognised the need to look at the culture of the organisation in order to make these improvements stick.

BASC now has a strategy that focuses on the value to the members and the outcomes now being delivered.  The roadmap of change will enhance the member experience and improve efficiency, which focuses on issues related to systems, process reengineering, member experience and culture as a foundation for growth.

By investing the time upfront to build out this strategy, the approach has prepared and allowed BASC to go out to market with a clear vision and scope of requirements that allows for a fixed price contract of the investment required.  In doing so, Equantiis has helped BASC with a speedy and robust procurement process to choose the right technology partner for them going forward.

Our independent approach to procure new solutions coupled with our understanding that this is more than just a CRM project meant that the BASC Board were able to sign off and commission the required transformation with confidence that the right questions and due diligence were covered.

Creating a Membership Strategy

Clear strategy for membership growth for the business to deliver against. 

The Challenge 

Our client is
 a global membership organisation with individual and organisation members who are either medical practitioners or those who support the aims of the Institute. 

Following a period of declining membership and engagement, our client needs  to stabilise and stop this trend.  With a strategic objective to grow their membership in a difficult economic climate, we were approached to help build out a strategy to support this objective. 

The strategy had to be built in a short period time and our client needed support to create a Membership Value Proposition (MVP) that was focused on the end customer. 

The Solution 

The first aspect of this work was to create a Vision and Principles (V&P) one pager that would guide the strategy and help the organisation to understand where they wanted to get to, whilst recognising the constraints faced.  The Vision and Principles are used throughout the strategy when decisions are made. 

Using the V&P, Equantiis helped develop the Membership Strategy by building an external then internal perspective: 

External View

Looking externally firstEquantiis helped our client to identify the core membership base, creating personas for three audience segmentations, both current and prospective members. Importantly their needs and unmet needs were captured, which form the overarching Value Proposition.   

Next,  member experience exercise was undertaken to unpick the way that members are currently serviced, identifying where challenges lie and the opportunities for improvement. 

The next part of the external view was to carry out a market analysis to explore competitor organisations’ offers and positioning.  This would then allow better understanding of how the current offering favoured within the marketand what new product development was required to meet the unmet member needs.  This was supported with commercial model and plan for launch. 

With the newly defined membership offer, Member Value Propositions (MVP) were created for each core audience segment.  Using this information, a member engagement plan was created for retention and acquisition campaigns. 

Internal View 

Armed with the relevant information about member need, Equantiis then built out the new pricing structuresimplifying the fee options, and developed new, fit-for-purpose fee options and discountsremoving legacy payment options that were no longer appropriate. 

With ambitious targets for growth, retention and acquisition target was modelled to support the business over the next five years.   

Using all of this analysis Equantiis built a Transformation Roadmap for the next three years, detailing the activities, budgets, resources and timelines ready for our client to successfully action against. 

ICSA – Building a digital strategy for growth

Building a digital strategy for growth

The Chartered Governance Institute is the qualifying and membership body for governance with over 125 years’ experience of educating and supporting governance professionals. It provides professional development services, guidance and thought leadership, and champions high standards.

The UK division of the Institute supports more than 14,000 members and students in the UK, Republic of Ireland, Crown Dependencies and associated territories, which include the Caribbean, sub-Saharan Africa, the Middle East, Mauritius and Sri Lanka. The role of its members across all sectors and jurisdictions, has changed significantly over the last decade, as good governance has become both more complex and more fundamental to organisational success.

The increasing prominence of governance, and demand for qualified professionals to lead it creates new opportunities for the Institute which the incoming CEO of the UK division was keen to take, through a clear vision of the value of a contemporary professional body for its members, a digital-first strategy and a growth mindset across the organisation.

The Challenge

The Institute initially engaged Equantiis to provide an independent review of their IT infrastructure to help them understand how it would need to change to enable their future strategic planning.

Equantiis concluded that the Institute faced the following challenges:

  • Siloed business functions follow similar but independent processes to achieve similar goals.
  • Multiple data sets exist across systems and spreadsheets.
  • The production of management information is time consuming.
  • Stakeholder management information was stored departmentally.
  • Some processes still had a reliance on paper.
  • A complex infrastructure due to integrations between multiple systems managed by limited IT resource.

However, in the course of the review, it quickly became apparent that if the Institute wanted to grow its membership and services, focusing on technology alone would limit that vision.

A new way of working was required which ensures that the customer is at the centre of all activities, and new processes and capabilities were needed to deliver it.

The Solution

Equantiis undertook a second phase of work with key teams to understand the current customer experience and how it was impacted by the technical infrastructure. This involved developing a series of customer personas and the key task journeys they undertook, for example, registering for an examination programme.

Switching the focus meant that Equantiis was able to start developing a strategy for change from the member and student perspective rather than a technology perspective.

This customer experience work was critical to better understand how students and members interact with the Institute. Once the personas had been defined, with such information as key channels utilised, needs, and value, they were then mapped to the corresponding task journeys. The emotional response of interaction, and communication touchpoints were tracked at each key stage. The outputs highlighted the pitfalls and positive elements, and the opportunities for improvement.

Behind every task journey are a number of internal processes which enable that journey to take place. Equantiis undertook a high-level process discovery across the whole organisation to investigate how these currently work and how the Institute could enhance customer experience and drive operational efficiency.

Following the procurement exercise, which provided a preferred supplier, Equantiis was able to develop a detailed business case and transformation map to outline the programme areas, timescales, and required investment needed to be made to hit the ambitions and overall objectives outlined by the Institute.


The Institute understood that in order to succeed an ‘organisation wide change programme’ was required and not just another IT project.

Using our proven approach and sector experience, Equantiis was able to build, in partnership, not only a digital first strategy for the Institute which focused on underpinning the corporate objectives of growth, operational efficiency and most importantly enabling the best possible customer experience, but also a business case which secured the necessary funding from the Institute’s board.