Combine our spatial population knowledge with your business data in an easy-to-use web-based platform.
.id Placemaker adds new perspective to your business planning, providing a powerful view of the future.
Enhance your decision making using .id Placemaker
Explore, discover and present spatial insights with confidence
Combine our spatial population knowledge with your business data in an easy-to-use web-based platform.
Invest in the right place at the right time
Most enterprises exist to meet the needs of a group of people. Demographics is the key to knowing where those people are. The best way to consume this information is in a map. You can quickly see hot spots of demand and how that will change in the future.
How well are your services and facilities located to meet the underlying demand? What about your competitors? Do you know where you will need to be in the future? Seeing your supply information overlaid on the demand maps immediately points to issues and opportunities.
Combine your business data with our population forecasts and get unprecedented insight into how and why populations are changing and therefore where and when to respond. Placemaker lets you explore “what ifs” and discover opportunities you didn’t know existed.
Share and present
Present the evidence in a visually compelling way. If you are making a location decision, then it makes sense to have that discussion around a map – and when you can interact with and explore the map, you quickly create engaging discussion and stakeholder buy-in.
Made for decision makers
Placemaker’s web-based mapping platform puts the power of exploration and decision making back into the hands of decision makers. Placemaker removes technical burdens and complexity and provides answers quickly and intuitively.
Take it on the road
Seeing the future has never been simpler. Combine your business data with our population insights in an easy to use web-based platform and take it on the road.
Our knowledge & your business data in one elegant platform
Placemaker combines our population insights with your business data, into an easy to use yet powerful cloud-based platform designed for decision makers. All of this is set up and managed for you. We select and prepare the data, customise and manage placemaker in the cloud so that you can focus on discovering what you need to know.
- See points of supply
Facilities, service locations, infrastructure points
- Understand demand using thematic maps
Use customer penetration data from your business, Census data or .id’s small area population forecasts (SAFi)
- Define your areas
See the world at the right level of detail, right down to small areas, or define a custom catchment area
- Base map
Select from road maps, satellite maps and hybrids of both
How do our clients use .id Placemaker?Learn how .id Placemaker assists decision makers
The Australian Football League (AFL) consists of 18 teams spread over five states of Australia. The League needs to pursue a coordinated approach to fan engagement so that the marketing activities of individual clubs expands the total AFL membership base, rather than each club competing for a larger slice of the existing pie. This is especially important in Melbourne where there are 10 teams competing for members.
To develop efficient and coordinated strategies, the AFL required a well-designed evidence-base that showed relevant demographic patterns and trends across metropolitan Melbourne and how they are changing. When combined with AFL membership data, and presented spatially, .id Placemaker provides the AFL and each club with strategic insights into the distribution of current members and where else they might effectively attract new members – now and in the future
In particular .id’s knowledge about historical and future migration flows across Melbourne provided the AFL with a framework for locating club-based activities. For example, Richmond Football Club had its second training ground based in Craigieburn in Melbourne’s north, but were struggling to gain traction with the community there. To a demographer, it is clear why they would find this difficult ground to sow. Richmond’s natural supporter base is close to its home ground in Melbourne’s inner southeast. As the children of these supporters grow up, leave home and create families of their own, they are more likely to migrate to areas further out in the southeast suburbs of Melbourne than make a move to the north. The demographic evidence showed that Richmond would find it far easier to establish a second presence in the southeast than the north. This insight has lead them to develop a strong relationship with Cardinia Shire Council and they are now reaping the rewards. Their membership numbers in the southeast have grown three times as fast as overall AFL membership in the last three years.
ClientAustralian Football League (AFL)
Need for an evidence-based framework to direct a coordinated fan-engagement strategy.
A demographic framework to identify each team's best opportunities for growth based on migration patterns of the next generation of supporters.
Confidence to commit to strategic partnerships such as Richmond Football Club with Cardinia Shire Council.
A national Australian charity was looking for ways to increase donation rates. In particular, they wanted to know where their donation centres should be located, now and in the future. Here’s how we built a powerful spatial evidence base to support their network planning.
Working with .id, the charity was able to determine the catchment area for permanent, mobile and new donation centres, quantify the potential donation population in each catchment and compare that to the centre’s performance. With access to .id’s population forecasts, they could also identify strategically important new sites and time their introduction.
Using the visualisation tools built into .id’s geo-spatial application .idPlacemaker they were able to overlay demographic and population data onto maps showing the catchment areas of individual donation centres. An ability to account for demographic differences showed that proximity to donation centres mattered less than expected in determining donation rates, which in turn suggested that education-based strategies may be more effective than access-based strategies in some areas.
Their network planning is now supported by a strong evidence base and narrative that everyone can understand which makes it easier to gain support for change.
The charity operates from over 80 permanent sites, as well as from 35 mobile units, which visit over 1,000 locations around the country. The charity required a well-designed evidence-base that could support network planning decisions about when and where to locate both permanent and mobile collection sites and target marketing activities.
However, ‘performance’ was not as easy to measure as hoped. The charity’s initial assumption was that penetration rates within catchments would give a clear signal as to which sites were under or over-performing. However, it was shown that catchments built on geographical proximity were too simplistic to capture actual donor behaviour, and there was significant competition between sites, especially between permanent and mobile sites.
The charity knew where their existing donor base was, but they didn’t know where potential donors were being missed and where they were leaving good will untapped within the community. Hence the need for a strategic review of their network planning.
They also wanted to know more about what was driving donation results. Was it access to a donation centre? Or was it the quality of information and level of service provided by different centres? Was it demographic drivers? They needed to understand the complexity of what motivates someone to donate and then find a way to measure that and turn it into meaningful numbers at the local geography.
The biggest challenge was forecasting demand (quantifying the size of the potential market in any geographic location). What constituted the available population? Was it the people who lived in the area or worked in the area or a combination of both? How do you quantify the size of a catchment for a donor centre given that people may live locally, or work locally but live far from their place of donation?
To make things more difficult, there was incomplete data internally for answering these questions as the charity only collected their donors’ residential address but not their work address.
The charity had used mapping software in the past, but did not have enough in-house skill with either GIS or Census data. They decided it would be more effective to engage external people with the expertise in applying spatial data to business problems.
The .id solution
Once .id’s consultants were engaged, we refocused the question of performance along geo-spatial and demographic lines. That is, “What are the characteristics of communities with a high or low donation rate?” “Where can we find other communities with these characteristics that we are not currently investing in?” Are there areas where we are currently investing that do not have good potential based on their underlying demographic characteristics?”
Ultimately, we brought it back to the charity’s objective – how to increase donations.
First we geo-coded donor information and calculated penetration rates within the population. We could then present heat maps showing where donations were higher and lower, and overlay this with demographic characteristics to make statements about the characteristics of communities with higher than average donation rates within the population.
Next we used our expertise in querying Census data to come up with an appropriate measure of the available population that took into account people living, working and/or studying in each geographic location during daytime hours when the donation centres are operating.
The last step was to overlay the collection site locations to see what the relationship was between site locations, penetration rates and available population.
We then used our expertise with analysing and presenting journey to work data, overlayed with data identifying the residential address of donors to map catchment geographies for each collection site that took into account both people’s living and working locations. Knowing how to use Census data this way, enabled us to resolve the problem that only the residential address of donors had been collected.
We presented the information in .idPlacemaker as a series of interactive heat maps, overlayed with site, donor and catchment data that enabled us to visualise and explore where demand was in relation to collection centres.
The results were surprising. Firstly, we discovered that access to a donation centre may not be the best indicator of donation behaviour. For example, Perth and Brisbane had similar donor penetration rates, but Brisbane has six times the number of donation points. In fact the underlying demographics of the community were shown to be a better indicator of donation behaviour than the location of collection sites.
It became clear that the leading indicator of a community’s propensity to donate was the proportion of people of non-English speaking backgrounds there were in that community. Once this was accounted for, donation rates across different cities were almost identical, regardless of the level of access. This indicated that increasing donation rates may require an education-based approach rather than an access-based approach.
The charity also identified that there was a significant overlap between mobile and static sites, and that they could redeploy their mobile collection sites more effectively based on the demand and catchment models developed.
Finally, based on .id’s population forecasts, the charity was also able to identify several additional areas of high population growth where they needed to establish a presence.
Learn more about how .id puts a consulting project together that combines our knowledge of place with spatial technology to answer your location questions.
ClientNational Australian charity
Difficult to measure and monitor the performance of donation centres and lack of clarity about what was driving demand.
Developed a spatial and demographic framework for understanding demand and measuring performance.
Demographic characteristics were found to be the leading indicator of demand. This indicated an education-based rather than an access-based strategy to increasing donations and the charity rationalised its mobile donation sites.
A prominent retirement living provider was looking to invest some hundreds of millions of dollars into retirement villages across Australia. They needed a robust assessment of potential demand so that they could invest with confidence.
Working collaboratively with the client, .id developed reliable and transparent predictions of future retirement living demand, as well as robust models of client catchment and take-up. The visualisation tools built into .id Placemaker also enabled the client to communicate clearly the basis of their investment decisions to relevant stakeholders.
The client was looking to make a major investment (some hundreds of millions of dollars) into retirement villages across Australia. They needed a robust assessment of potential demand, as well as an evidence-base for planning their supply response.
At the time, little modelling had been done of aged care demand, especially spatially, as it is effectively a niche, age-and-background specific segment of the housing market. Yet the business was planning to make serious investment decisions.
The .id solution
Using the location analysis application, .idPlacemaker, coupled with .id’s population forecasts, demographic analysis and data from the client, .id was able to construct a detailed picture of both current and future demand, keying off not just population by age, but detailed target market criteria, as well as demographic indicators for propensity to choose a retirement village, current penetration rates, ability to pay and site desirability.
.id was able to model catchment areas for retirement living villages, enabling the client to test existing rules of thumb – that people wouldn’t travel more than 15km to a retirement village, or that people were prepared to relocate further when moving to coastal villages, for example.
.id also helped the client identify areas where the current take-up of retirement living was low, potentially pointing to a lack of supply in the area. This also helped rule out areas with high demand but which were already well serviced by existing supply.
Through .idPlacemaker, the client was able to layer existing supply onto detailed maps of potential target markets, enabling them to make evidence-based investment – now and in the future.
The client said,
“They are passionate people focused on one specialist area – demographics. The result was a highly focused piece of work which provided us with the evidence-base to make rational, confident and consistent investment decisions.”
ClientProperty developer and retirement living provider
Major investment decision into niche market with little modelling available.
Developed a detailed picture of supply and demand for every suburb based on demographic evidence, client data and competitor information. The client could rank areas based on current and future levels of demand, relative to current supply, and select the best opportunities for investment.
Evidence-based, rational, confident investment decisions.
Placemaker assists us to make confident decisions about when and where to invest for future school development in Victoria.Catholic Education Office, VIC