19

Mar

Does Your Association Board Have A Strategic Focus?

March 19, 2014

Does Your Association Board Have A Strategic Focus? At a time of unprecedented change, some CEO’s view strategic boards as indispensable and an important driver to the success of an organization. As demographics, technology, the economy, and the nature of commerce rapidly shift from one day to the next, boards with strategic focus could be the difference between success and failure.

Key Capability

strategic focusIn a joint survey conducted through the collaborative effort of Vertical Leap Consulting, icimo, and Potomac Core Consulting, very highly engaged boards who are strategic in focus were recognized as one of six capabilities reporting upward trending 3-year operating results. For Christopher E. Laxton, CAE, Executive Director, AMDA (www.amda.com),The Society for Post-Acute and Long-Term Care Medicine, and a 2014 Alumni Examiner for the Malcolm Baldrige National Quality Award, the survey results have even greater implications. He views the results as providing external validation of the strategic focus that all boards must have to navigate a changing and challenging landscape.

“CEOs Must Lead The Board”

As Associations face increasing competition, more public scrutiny, and higher stakes, Laxton contends that “more CEO’s should take on board development.” Reflecting on professional experience and results from the Strategic Member Engagement Survey, he emphasizes that “when boards focus strategically, we can more easily see the results.”

Laxton believes that CEO’s should start the process by asking themselves, “How can I make my board more strategic?” and understand that boards don’t always understand how to become strategic in the first place. He works with board chairs to define the culture, i.e. “talking and getting nothing done” or “instilling a sense of urgency and taking action.”

Does Your Association Board Have A Strategic Focus?

From Laxton’s perspective, every minute that Association CEO’s invests in the Board can help deliver increased engagement and revenue growth.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

strategic focus

12

Mar

“Outside In” Association Boards?

March 12, 2014

association boards

“Outside In” Association Boards?

The overall impact of very highly strategic boards with a high understanding who strategize about the needs of the average member is reflected in Association business model performances. New data from a Strategic Member Engagement Survey shows organizations who are “Outside In” are far more likely to deliver strong performance in retention, annual revenue, primary meeting registrations and timely membership renewals. This and other survey data was shared through the collaboration of icimo, Vertical Leap Consulting, and Potomac Core – Association Consulting.

Why “Outside In” Boards Matter

As Associations and Professional Societies work to remain relevant, a strategic board can provide important linkages to member “up at night” issues and the business and professional outcomes that members want to achieve.

Alignment With Member Outcomes

outside inIn an important example, keeping an Association reflective of member business outcomes (“outside-in) is a deliberate focus for Julia Hamm, President & CEO of the Solar Electric Power Association www.solarelectricpower.org.  By design, the organization’s board reflects all sectors of its core membership ranging from large regulated investor owned electric companies to small municipally owned electric utilities.

Hamm and her senior team consistently utilize their strategically focused board to understand their “up at night” issues. They utilize direct market feedback  to develop products and services which help effectively address  and engage members in solutions to their “up at night” issues. “What’s driving us is what they need, not what we need” emphasizes Julia Hamm. This member outcome focused approach helps the organization achieve consistent 94-95% core member retention.

“Outside In” Association Boards?

Strategic boards who provide high level perspectives on member and professional outcomes help motivate and drive Strategic Member Engagement. They also help an Association remain highly relevant on a consistent basis.

 

outside inFor a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com

 

5

Mar

Knowing Member “Up at Night” Issues Accelerates Association Growth & Positioning

March 5, 2014

up at nightKnowing Member “Up at Night” Issues Accelerates Association Growth & Positioning. Trade Associations and Professional Societies with upward trending 3-year operating results are far more likely to better understand member “up at night” issues and to engage members in acting upon those needs. This and other relevant actionable data was released in a joint survey of 307 Association Executives conducted through the collaborative effort of Vertical Leap Consulting, icimo, and Potomac Core Consulting.

Up at Night Issues: What Members Care About Most

Strategic Member Engagement is mostly about understanding member “up at night” issues and the outcomes that Association Members seek instead of focusing on member satisfaction with an association’s current “outputs” (products or services).

3 Year Operating Results

Associations who identify member “up at night” issues and then engage their members in solutions are far more likely to report strong performance in Member Retention, Annual Operating Revenue, Registrations to Primary Annual Meetings, Annual Revenue from Fee for Service Offerings, and Timely Membership Renewals. Trade Associations and Professional Societies reflecting upward trends also more frequently have these capabilities:

  1. Very highly engaged boards who are strategic in focus
  2. Regularly conduct member impact surveys (not merely “satisfaction” surveys)
  3. Ability to gather and segment member data; especially if able to integrate data from multiple sources/platforms
  4. Very high degree of board understanding and strategizing about the needs of the average member
  5. Have identified member segments who most want to contribute knowledge and collaborate with other members
  6. Have identified specific behaviors that foreshadow future increases in knowledge and contribution and collaboration

Knowing Member “Up at Night” Issues Accelerates Association Growth & Positioning

Having a firm grip on Member “Up at Night” Issues has game change potential for Associations.  Ultimately it helps align organizations with the things that their members really care about.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

up at night

26

Feb

Strategic Member Engagement: Accelerant to Association Membership Growth And Retention

February 26, 2014

Strategic Member Engagement

Strategic Member Engagement: Accelerant to Association Membership Growth & Retention

A groundbreaking survey on Strategic Member Engagement shows that Trade Associations and Professional Societies reporting upward 3-year operating results are far more likely to have better data about  member issues, have a very high level of board understanding and strategizing about the outcomes members seek and, importantly, actively engage members in creating new solutions. A great deal of actionable data about how these associations are positioning for long-term success is uncovered in a joint survey conducted through the collaborative effort of Vertical Leap Consulting, Icimo, and Potomac Core – Association Consulting.

The Survey, polling 307 executives of national/international trade associations and professional societies, was conducted in October and November 2013.

Strategic Member Engagement Seen As Driver

In reporting the survey outcomes, Bryce Gartner of Icimo, LLC,  Dan Varroney of Potomac Core – Association Consulting, and Steve Lane of Vertical Leap Consulting emphasized “strategic member engagement is not about touchy feely member interface, short term sales strategies, or administering tracking reports. Instead, it is a game changing accelerator of Professional Society and Trade Association growth and positioning strategies. Our research surfaces just how much of a driver strategic member engagement is for an association’s business model and  the long-term, differentiating value provided to its profession or industry.”

Strategic Member Engagement: Accelerant to Association Membership Growth And Retention

Organizations with upward trending 3-year operating results reported the strongest capabilities are far more likely to better understand member up-at-night issues and to engage members in acting upon those needs. These Association Executives were far more likely to report strong performance in Member Retention, Annual Operating Revenue, Registrations to Primary Annual Meetings, Annual Revenue from Fee for Service Offerings, and Timely Membership Renewals.

losing large association membersA free copy of the “Accelerating Strategic Member Engagement” eBook, is available at Potomac Core – Association Consulting, Vertical Leap Consulting, and Icimo. 

 

20

Feb

3 Reasons Why Association CEO’s Must See These Results

February 20, 2014

association3 Reasons Why Association CEO’s Must See These Results.Vertical Leap Consulting, icimo, and Potomac Core Consulting are poised to release results from a groundbreaking Strategic Member Engagement Survey on Wednesday, February 26, 2014. The Survey was conducted between October and November,  2013, with numerous national/international trade associations and professional societies participating. This survey focused on Strategic Member Engagement as an accelerant to growth and positioning strategies.

Call to Action: 3 Reasons Why Association CEO’s Must See These Survey Results

Executives from trade associations and professional societies will be interested in how their peers are experimenting with new approaches and demonstrating how these are driving their long term impact and organizational health.

According to the survey’s collaborators, there are 3 factors why these results are a must read:

  • Bryce Gartner, CEO of icimo. “Successful associations are leveraging their data to make better decisions for membership, growth, revenue and ultimately to better engage their members. “
  • Dan Varroney, President & CEO, Potomac Core Consulting. “We’ll be sharing key linkages between member engagement practices and an association’s business model.”
  • Steve Lane, Vertical Leap President. “Leading associations pay attention to member outcomes in addition to association outputs.”

Define Future Member Engagement Levels

Survey results will be shared by Potomac Core Consulting, Vertical Leap Consulting, and icimo  at the following locations:

3 Reasons Why Association CEO’s Must See These Survey Results

“The number of Trade Association CEO’s who participated in the survey is impressive. We look forward to a robust conversation on strategic member engagement with the association community,” says Bryce Gartner of icimo, Steve Lane of Vertical Leap Consulting, and Dan Varroney of Potomac Core Consulting.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

association

5

Feb

Does Your Association Outdistance For Profit Competition?

February 5, 2014

for profit competitionDoes Your Association Outdistance For Profit Competition? At a time when for profit competitors pursue convention & conference space once owned by Associations, CEOs determined to thrive are reinvesting & sharpening their organizational competitive edge. In one case, PMMI www.pmmi.org, the Association for Packaging and Processing Technologies, an organization whose principal source of funding comes from trade shows, takes nothing for granted. According to Chuck Yuska, President & CEO, the board & staff team always compete to maintain their “Convening Authority” mantle.

Strategic Partnership Emphasis

Securing market alignment is key for PMMI. Members & staff collaborate on annual goals, objectives, and measurements for the upcoming year.

Yuska emphasizes “we want to help our members be more competitive, give them the tools & information to grow their business, minimize their risks and obtain new business practices that help them become better companies and be more profitable.”

Address Member Pain Points   

Successful Associations like PMMI remain connected with member pain points, & provide business tangible solutions to:

1. Help members succeed. Support member global market needs, produce trade shows & conferences that studiously link buyers & sellers, members, & their customers.

2.  Use Customer Feedback Loop. Utilize exhibitor, member, & customer analytics & feedback to continuously improve takeaway value for all members & show participants.

3. Maintain High Relevance Factor. Accelerate organizational visibility through traditional & social media, direct mail, and industry channels.

4. Reinvest. Deliver the next “new thing,” and expand opportunities for members & customers.

Does Your Association Outdistance For Profit Competition?

for profit competitionDespite $2 million net operating performance in 2012 & 2013, and 7% operating growth and 95% retention in 2013, PMMI looks to consistently enhance its competitive position.

What’s next for PMMI? Expansion into regional trade shows with Pack Expo East www.packexpoeast.com. 

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

for profit competition

29

Jan

3 Strategies Help Association Overcome Shrinking Market

January 29, 2014

Market consolidation is a reality for many Associations, however, can this powerful global market trend be overcome? NPES, an Association representing over 400 global suppliers of printing, publishing, & converting technologies equipment thinks so.

Listen, Visit & Engage

shrinking market

 

Through relentless ROI focus & human connections, Ralph Nappi, President & CEO, along with his team build member relationships, identify needs, & deliver real time business solutions. Spending 100+ days in face to face meetings, Nappi actively reinforces NPES’s connection with  board members & members.

 

3 Strategies Help Association Overcome Shrinking Market

NPES operating profit performance is driven through 3 key strategies:

  1. Low barrier of entry. Affordable dues encouraging maximum participation from a larger cross section of companies.
  2. Visible ROI. Assist members grow markets; Industry statistics, issue advocacy & trade shows connecting members with client opportunities.
  3. Global market mover. “BRIC country”  presence; offices in Brazil, Russia, India, & China helping members expand markets.

Added Resources Reinforce Organization’s Strategies  

Through its 4 other organizations, NPES adds market support, industry brand visibility, & advocacy of an important industry standard:

3 Strategies That Help NPES Overcome Shrinking Market

shrinking marketRunning counter to global market forces demands close member interaction & flexible  strategies in order to achieve positive results. In NPES’s case, they report 94% member retention, & from 2009 through 2011 over $1.5 million in net operating performance.

 

 

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

shrinking market

22

Jan

Association Develops $1.1 Million Non Dues Revenue Stream

January 22, 2014

non dues revenueAssociation Develops $1.1 Million Non Dues Revenue Stream. Data and effective research can help keep organizations on track to provide high impact non dues products & services which advance member business interests. Just ask Victor Parra, President & CEO, United Motorcoach Association who launched www.busrates.com, a lead generation platform that makes their 900 plus members more competitive.

Data Driven Research

non dues revenueThanks to the utilization of environmental scans and industry assessments, UMA  board leaders & members identified opportunities for their firms to increase value to their customer base. The addition of www.busrates.com makes it easier for buyers to find charter buses that best suit their needs. Today, both domestic & Canadian DOT registered bus companies utilize the platform.

In this instance, UMA’s data driven approach highlights the importance making these connections before the Association’s dollars are invested.

Results matter:

  • The web based platform drives a daily average of “150 requests for quotes.”
  • More than “130,000 group planners outside the U.S. visiting the site.”
  • 100,000 plus travel planners visit each month to identify and secure tour bus operators.

Wanting to extend its member reach globally, UMA also partnered with the National Travel Association.

ROI or Distraction

Member insights and marketplace intelligence can lead to the establishment of “core connections.” For instance, the platform measured against the core connection definition is a valuable member resource because it’s linked to established UMA business member priorities.

The fact that this offering provides $1.1 million in non dues revenues for UMA confirms ROI and, reinforces the strength of the core connection to member business interests.

Association Develops $1.1 Million Non Dues Revenue Stream

With boards insisting upon new revenue growth, a comprehensive data driven & core focused approach could uncover the right opportunity for an organization.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

non dues revenue

15

Jan

2 Strategies Help One Association Deliver 367% Revenue Growth

January 15, 2014

2 Strategies Help One Association Deliver 367% Revenue Growth. What is clear is that the United Motorcoach Association www.uma.org defines its success to the degree by which they provide products & services which help members enhance their market competitiveness. Over the last sixteen years, UMA’s reputation for helping the industry it represents reflects in its impressive financial performance. Record revenue growth and 92% retention reinforces the organization’s role supporting members who are predominantly U.S. based small business owners.

revenue growthMove Industry Forward

Victor Parra, the organization’s President & CEO, emphasizes that “Our job is to move this entire industry forward.” He utilizes a detailed environmental scan to define the global and domestic issues impacting his members and then engages UMA’s members in an industry assessment survey. This information helps to create a focused strategic plan to advance the industry to higher levels of competitiveness & profitability.

Active Member Engagement

UMA’s board and association members actively participate in the planning process from the environmental scan all the way to an industry assessment survey.

 2 Strategies Matter Most

 Two distinct strategies drive both member value & financial performance:

  1.  Intensive research to align association resources. The website, advocacy agenda, online training programs, committee focus & the annual expo are billboards helping members compete effectively. Members readily connect their participation with their own company ROI. UMA’s results reinforce the connection.
  2.  Planning, execution & metrics. Considerable weight is given to execution. Reviewing its internal processes ahead of time and then measuring member feedback & financial performance assess organizational effectiveness.

2 Strategies Help One Association Deliver 367% Revenue Growth

The UMA’s way forward is consistently defined through market research & member feedback. For Parra & the association though, it is “the journey that is the lesson.”

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

revenue growth

10

Dec

1 Industry Association’s Approach to Non Dues Revenue Strategy

December 10, 2013

1 Industry Association’s Approach to Non Dues Revenue Strategy.  Although Boards look for non dues revenue, they in some cases encourage staff to seek industry collaboration as a part of the effort. SPI: The Plastics Industry Trade Association plasticsindustry.org , developed an approach that  accomplishes both of these objectives.

Collaboration, Industry Advocacy and Revenue Growth

non dues revenueLooking to increase sector collaboration and increase revenues, William R. Carteaux, SPI President & CEO, established a B2B collaborative called resinGear resingear.com. Through this effort, SPI and other plastics related organizations sell their industry’s private line of corporate, industrial, and promotional apparel. This strategic initiative is helping the plastics industry organizations:

  • Achieve industry collaboration and cooperation which had previously been  ineffective
  • Elevates the segment’s brand among clients and the general public
  • Demonstrate their commitment to a “zero waste” threshold in domestic landfills
  • All dollars generated help the industry associations advocate a pro North American Plastics Jobs agenda at all levels of government

Building Upon Core Strength with “Adjacency Expansion”

Organizations like SPI reinforce core & profitable strength by moving into “related segments or businesses,” in order to grow additional revenues. Authors Chris Zook and Jim Allen articulate a similar approach in “Profit From the Core, Growth Strategy in an Era of Turbulence” copyright 2010 Bain and Company. Applying this methodology, Associations and Societies now have the ability to leverage existing customer relationships while they build upon their competitive advantage in a new market area.

1 Industry Association’s Approach to Non Dues Revenue Strategy

Some of the organizations participating include: the Plastics Pipe Institute plasticpipe.org, the Western Plastics Association westernplastics.org, the Vinyl Institute vinylinfo.org & the American Composite Manufacturers Association acmanet.org.

All nineteen plastics Associations are eligible to participate, and Carteaux indicates that he already sees improved industry collaboration.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

non dues revenue