Organizational Culture and Mission Drives 66% Growth

October 8, 2013

organizational culture and missionOrganizational Culture and Mission Drives 66% Growth. Associations and Societies are busy revisiting their strategic plans and business models. After all, new paths to member engagement and revenue growth are essential nowadays. While CEOs employ different approaches, one in particular applies culture as a growth accelerant. A.S.P.E.N., the American Society for Parenteral and Enteral Nutrition and it’s CEO Debra S. BenAvram leverage culture and their mission to operate a functional and thriving community ( http://bit.ly/1GWhVgL). A strategically engaged board combined with an energized and innovative staff are consistently hitting on the right cylinders.

Imagine a Different Future

A.S.P.E.N. works to insure that all patients receive high quality nutrition. They reinforce their vision by trumpeting the best evidence based practice for support to patients in need of specialized nourishment. Starting her career as the organization’s Director of Education, BenAvram developed leadership values and strategies that would best support the board’s goals and motivate a high performing team. Moving into the CEO role, she applied years of thought and study to develop a strategic plan and an “outside the box” staffing model.

Open Communication

As CEO, BenAvram wants “imagery around culture and values all of the time.” Unlike many organizational charts with tiered or complex structures, they employ a “staff circle model.” The approach looks to achieve excellence focused on high engagement and high quality performance.

Balanced Revenue

With a staff that has grown to 20, A.S.P.E.N has a healthy mix of revenue almost evenly divided across membership, their annual meeting, and peer review journals. Serving a diverse constituency of medical professionals ranging from Pediatric Surgeons to Endocrinologists, they utilize data and feedback to stay connected to their members and their mission.

Organizational Culture and Mission Drives 66% Growth

Regardless of debates on traditional and nontraditional management structures, one thing is clear: A business model minus silos can stimulate innovation and collaboration, mobilize board leaders, and energize staff performance to exceed expectations.

Staff leaders acknowledge that the second wave of innovation and growth is even more challenging to achieve. Undaunted, CEO BenAvram and her team are more confident because they already understand Peter Drucker’s axiom “culture eats strategy for breakfast.” Why? $2 million growth is a reflection of just how important culture is to engaging and satisfying members.

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

organizational culture and mission

 

Can Associations Outperform For Profit Competitors?

August 1, 2013

Can Associations Outperform For Profit Competitors? Until recently, Associations competed for membership, product, conference and service dollars in a limited universe. As for profit companies and not for profit organizations scour the landscape to identify and expand into new markets, they are competing head to head with Associations. While different sectors report varying degrees of competition, the health care segment is especially seeing its share of competitors.

A number of Associations (http://bit.ly/1clxzHp) are primarily experiencing lower conference attendance and reduced profits. However, in several cases, competition from for profit firms now include products and services as well.

Law Changes Open doors to Competitors

AssociationsFred Somers, Executive Director, The American Occupational Therapy Association (www.aota.org), a nearly 50,000 member National Professional association, sees competitors on the for profit and nonprofit front. In this and potentially other instances, the enactment of the Affordable Care Act may have opened up new opportunities for competitors.

For AOTA, competition in areas that include publishing, professional development and continuing education are part of the new competitive landscape. Regardless, Somers convincingly asserts that his Association maintains significant competitive advantages.   

 

Win by Playing to Your Strength

Professional Society focused entities like AOTA carry considerable competitive advantages. Having considerable bodies of knowledge, long lasting relationships in the educational community and the membership can be quite advantageous. AOTA, similar to other health care related Associations, have research data and practice experience that in many cases span decades. Although for profit companies and even new nonprofit entities may bring strong marketing, they still lack the data and strong connection to a loyal and committed membership base.

Play The Hand Your Dealt

Knowing what levers are available can also make a difference. Associations have unique facets they can easily leverage into marketing and growth opportunities when necessary.  Especially in the health care segment, Associations can rely on one of their core constituencies to achieve the marketing equivalent of a hole in one.

Can Associations Outperform For Profit Competitors?

As the economy slowly improves from the great recession of 2008, Associations are seeing the playing field for fewer discretionary dollars expand well beyond membership.  Everything from conferences, publications, products and services are now in play.  Aggressive for profit competitors are leveraging their extensive resources  However, the new competitive challenges facing Associations may be opportunities instead.

AOTA, similar to other successful Associations and Professional Societies, is transforming competitive threats into market growth opportunities.

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

associations

How One Association Achieved 40% Membership Growth

July 30, 2013

membership growthHow One Association Achieved 40% Membership Growth. As Associations continue their struggle to find their membership growth sweet spot, other organizations are discovering a durable path to growth. A case and point is The American Occupational Therapy Association (www.aota.org/) where Fred Somers, their Executive Director, proudly reports 40% cumulative growth. While the numbers are impressive, their heightened focus on member value and constant innovation is equally impressive.

Up at Night Issues

From the outset, it’s Somers understanding and forward vision that’s shows how closely AOTA’s member challenges are reflected in their impressive suite of products and services. Serving and representing a dynamic critically important profession, it’s member resources, including it’s newly launched website, display how closely connected to their member’s up at night issues the Association is.

Defied Gravity

With the Association celebrating its centennial year in 2017, the Board of Directors provided a detailed vision of the where the Occupational Therapy professional was heading. The vision galvanized the profession and motivated AOTA’s senior management team to reposition its value proposition and heighten its relevance inside the profession.

While modernizing their member acquisition tactics was important, it was astute strategies and strong execution which helped AOTA defy gravity and accelerate membership growth.

1. Re engaging the Academic Community – Motivated students and professionals entering the profession to see AOTA as a critical resource provide education and continuing education.

2. Bringing younger professionals into the leadership pipeline – Attracted more Occupational Therapy professionals to membership at earlier career stages.

3. Establishing National Partnership Projects with Larger Employers – Delivering customized value to this segment and quickly demonstrated higher ROI (return on investment).

Retention and Member Engagement Opportunities

Despite remarkable membership growth, AOTA’s Somers readily acknowledges that success is a journey so much more than it is a destination. Although the Association achieves approximately 85% membership retention, AOTA and Somers are utilizing data to determine improvement opportunities:

How One Association Achieved 40% Membership Growth

Fluidity, flexibility and ongoing product and service innovations must be data driven in order to achieve large scale membership growth. AOTA’s member growth success reinforces how data, when employed effectively, helps Associations develop products and services that members need in order to be successful in their profession.

As discretionary member dollars become less available, Association memberships will continually face heightened scrutiny. Both Fred Somers and AOTA provide more than a beacon of hope. Rather they provide a successful business model that could be applied and help other Associations satisfy their members and grow their memberships.

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

Is Your Association Losing Conference Market Share?

July 17, 2013

associationIs Your Association Losing Conference Market Share? In several cases, Associations cite lower attendance, drop in sponsorship and lower net performance. A market trend revealing the rise of for profit competitors is making the conference landscape even more challenging. For profit companies have considerable marketing prowess and are a force to be reckoned with. However, Associations conceivably have even greater competitive advantages than they might have thought.

Impediment or Opportunity

For profit competitors exist only on the periphery of member company business concerns. Could the motivation be perceived as transactional and purely profit driven? Quite possibly yes. On the other hand, Associations have mission focus and longer term relationships. Members view their Associations as their partners and maintain a connection point beyond profit motive.

Associations can leverage their competitive mastery by playing to their strength. Their long term connectivity means greater understanding. Associations reinforce their member bonds when they provide conference solutions that address member pain points. The Association’s  mission focus, content platform and long term relationships place for profit competitors at a significant competitive disadvantage.

Keep in mind that where for profit companies have marketing capacity, Associations have content, member pain point connections and relationships that run deep in their culture.

Associations can surpass for profit competitors in the conference space by leveraging inherent and powerful advantages.

6 Ways Associations Win the Conference Competition

 1. Data driven strategies connect Association to members. Use member survey data to quantify and member pain point needs. The data is the foundation for conference agendas, planning and execution.

2. Lead with your strength. Utilize members throughout conferences to lead and serve as panel experts and present at plenary sessions.

3. Outperform the competition. Consistently conduct best in class content conferences. Provide memorable take away solutions for attendees.

4. Go beyond traditional marketing and promotion. Invest in multi channel high impact marketing promotion and public relations strategy.

5. Pick cherries where cherries grow. Pinpoint traditional and social media outlets where prospective attendees consume information. Flood these markets with specific pain point promotion.

6. Nothing sells better than committed members.Utilize Volunteer Leaders to articulate value, and encourage traditional constituencies to attend conferences. E mails from them will much more likely be opened and read anyway!

The Networking Advantage

Associations by their nature are communities of people who share policy, professional and or business interests.  Members value and in some cases treasure these relationships. All Associations possess this advantage and should think of new and creative approaches to help their members network.

Many conference attendees measure the success of their conference experience by the number of new relationships they minted. On boarding networking appointment software in conference registration platforms is a certain winner. Associations should make the investment (if they have not already done so), this is one expense that ROI stamped all over it.

Is Your Association Losing Conference Market Share?

Associations like everyone else must live, function, and thrive in challenging times. When it comes to competing with for profit conference providers, Associations have considerable competitive advantages. Despite heavy investment by for profit competitors, Associations have  strong foundations where members rely upon them to deliver solutions year after year.

AssociationFor Tino Mantella, President & CEO, Technology Association of Georgia (http://www.tagonline.org/), the focus is on member pain points and meetings that address and satisfy those needs. In a seven year window, the Association experienced 600% membership growth, solid conference attendance and strong sponsor revenue performance. Leveraging their existing Association assets while addressing member pain points keeps them relevant and ahead of competitors.

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

CEO Doubles Association Membership

April 17, 2013

CEO Doubles Association Membership

While the road to success differs from one Association to another Data Driven Strategies, Core Connections and Member Engagement are critical to success. How these are applied are a different story. The Air Conditioning Contractors of America (ACCA) led by Paul T. Stalknecht, President and CEO, www.acca.org, are entrepreneurs and a mirror image of their members. Member focus and risk taking swelled their membership ranks from 2,000 to almost 4,000. The story doesn’t end there either as ACCA revenues have growth by some 272% during Stalknecht’s twelve year tenure.

Building a Foundation

Similar to many new CEO’s, Stalknecht conducted an extensive due diligence process. Upon his arrival he actively and aggressively asked key questions to learn as much as possible, separating the information into three distinct categories: Administrative issues, Membership marketing and Governance.  Over an intensive six month process, he spoke with staff, members and his board to gain a full understanding of all of the issues facing the Association.

Stalknecht assimilated all of the information into a power point document. The extensive report outlined areas of concern and clear action steps that ACCA should take in order to move the Association forward. Receiving Board support, he built a foundation which delivered almost 10 consecutive years of profitability.

Entrepreneurial Culture

Throughout the conversation, it’s easy for an observer to note Stalknecht’s self awareness. Openly he acknowledges his weaknesses before his strengths. However, he demonstrates how an effective leader leverages his skill gaps as opportunities to recruit high performing executives to help him build a high performing Association.

His passion about hiring the best people available would over time prove to be one of two game changing decisions for ACCA. Interestingly enough, the three Senior Vice President’s he hired from the beginning of his CEO service are still on staff at the Association.

Mickey Mantle Approach

Regardless of Baseball Team allegiance, what is compelling is how Stalknecht encourages risk taking. With margins of error narrow, he encourages his team to use a data driven strategies and feedback mechanisms to pursue new product or service ideas for the membership. The explosive revenue growth shows how taking a good hard swing at the pitch could pay off in the long run.

Core Connections

Core Connections means Associations position themselves as strategic partners helping member, prospect and sponsor companies achieve their business objectives. That is especially the case at ACCA. Their revenue streams, staff structure and capability are all connected to helping their market place achieve its business objectives. An integral part of this Association’s culture is listening.

Mapping to Core Connections

With annual revenues approaching $7 million, ACCA delivers income from three areas: Membership dues, Products and Training and their Meetings and Corporate Partner Program. Sitting atop of a diverse revenue streams is both necessary and advantageous. The membership, comprised of small company entrepreneurs, experienced considerable turnover which impacts the Association’s retention.  Recognizing this early on, Stalknecht and his team made key adjustments.

Game Changers

Prior to his arrival at ACCA Stalknecht observed the lack of a full time research and engineering staff. Building a highly skilled team the Association delivers leading standards and certification in printed materials and online training programs for the entire HVAC industry. Approximately one third of revenues emanate from their educational training and products area.

A critical shift during the great recession turned out to the “grand slam” ACCA needed. A Sponsorship program was newly defined as a Corporate Partner program. Companies now had an opportunity to invest in ACCA’s groundbreaking education and training programs and it’s advocacy mission. Company ROI is now realized all year long and at the annual convention. What was once a revenue stream of $140,000 well surpasses $1 million.

Tracking and Accountability

Stalknecht  emphasizes the importance of accountability and measuring  progress. Each day he views a cash flow report and profit and loss performance to make sure bottom line performance is meeting or exceeding his high expectations.

CEO Doubles Association Membership

Data Driven Strategies, Core Connections and Member Engagement are all part of CEO Paul Stalknecht’s leadership toolbox. What matters most to Stalknecht and his team is delivering the best possible ROI to his members and the HVAC community. Few would question a Team of entrepreneurs whose Manager applauds his team as they circle the bases year after year.

doubles association membership

 

Free eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.

 

3 Strategies CEO’s Use to Double Association Revenue

April 10, 2013

3 Strategies CEO’s Use to Double Association Revenue

 No surprises at end of the first quarter 2013. Political gridlock looms over Washington, DC, a tough and competitive environment for U.S. companies exists and Associations still face an uncertain environment. Regardless, some Associations formulate consistent paths to double digit growth. As remarkable as it sounds, these Associations are well ahead of the curve.

With 75% of the calendar year remaining, Association CEO’s can look to real time examples they can apply to quickly reverse their fortunes and deliver strong membership and revenue growth.

3 Strategies CEO’s Use to Double Association Revenue:

1. Data Driven Strategies

 Association Strategy Consultant and Potomac Core Blog Contributor Steve Lane, Vertical Leap Consulting www.verticalleapconsulting.com identifies these as “member up at night issues.” Rightly so, these are the issues that matter most to the companies paying dues to Associations. This focus also helps Associations measure the impact they have in real time. Relentless identification of key driver issues is a key characteristic of Associations who drive double digit growth.

Tino Mantella, President and CEO, Technology Association of Georgia (TAG) www.tagonline.org utilizes an annual Decision Maker Study (see blog post http://bit.ly/1n1RP0Z) . The Data confirms value delivered and uncovers new opportunities to address members concerns. It provides actionable intelligence helping to shape programs and activities throughout the year. Success seems to breed more success for TAG. At a time when Associations struggle to clear the 5% growth threshold, Mantella and his high performing team delivered 600% growth from $500,000 in 2004 to $3.4 million in 2012.

2. Core Connections

Data Driven Strategies builds out a data dashboard of member, prospect and even sponsor “pain points,” including the impact Associations have in real time. Associations apply the pain point data to link programs, products and service execution to member business objectives.  Core Connections means Associations position themselves as strategic partners helping member, prospect and sponsor companies achieve their business objectives.

As Associations reinforce Core Connections, they provide the necessary level of impetus to engage and satisfy members, and recruit new members and sponsors. These are the connections that help Associations reflect and effectively serve their communities.

For NIRI President and CEO Jeff Morgan, www.niri.org, Core Connections were key as they helped his Association establish uniqueness and enhance its competitive position (see blog post http://bit.ly/10prZJo).  Morgan’s strong 17% non U.S. membership growth performance (over three years) confirms that the connection to member business objectives has impact.

3. Member Engagement

Member engagement is a crucial ingredient, Associations who have doubled growth are effective because they have cultures that link their members, staff and board. They transformed their cultures from “we/they” to “We.” For Gregory Casey, President and CEO, BIPAC www.bipac.net/bipac, almost every day is an act of engagement (see blog post http://bit.ly/ZFU6jx). At his organization, helping his members achieve their policy objectives is a passion as much as it is the mission. For ten years, Casey’s relentless member engagement and execution of customized policy solutions has distinguished BIPAC. Over the last ten years Casey’s BIPAC achieved double digit growth.

3 Strategies CEO’s Use to Double Association Revenue

Data Driven Strategies, Core Connections and Member Engagement. Associations that utilize these strategies to connect to their members, prospects and sponsors do deliver ROI and achieve double digit growth, which isn’t an easy task in today’s rough and tumble environment. Portrayed in the movie “Without Limits, Steve “Pre” Prefontaine, (an American middle and long-distance runner who competed in the 1972 Olympics) quipped to his Coach Bill Bowerman “…when you set the pace you control the race.” Setting an impressive pace, Associations too can control the race and achieve double digit growth.

 

double association revenueFree eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.

 

 

“Let’s Double Association Revenue in 5 Years”

April 8, 2013

“Let’s Double Association Revenue in 5 Years” 

Starbucks CEO Howard Schultz once said “Vision is what you call it when others can’t see what you see.” It’s just the opposite at the Global Cold Chain Alliance, www.gcca.org where, incoming CEO Corey Rosenbusch is building a team of believers. From the Board of Directors to members and staff, Rosenbusch is developing a compelling game plan to satisfy members and double revenues.

 Focused Global Alliance

The Global Cold Chain Alliance was originally founded by current President and CEO Bill Hudson. Building a unique, and aligned focus, Hudson has constructed a global powerhouse to serve the food storage and transportation industry. Services expanded from its origin of Research and Science to include: training, business development and Advocacy today.

Under the GCCA umbrella sits a group of three Associations and a Foundation:  International Association of Refrigerated Warehouses, International Association of Refrigerated Transportation, International Association of Cold Storage Construction and the World Food Logistics Organization.

Financially solid, the $5.8 million entity with retention nearing 90% is poised for international expansion and revenue growth. When Corey Rosenbusch assumes the helm in 2014, his sights are on GCCA achieving double its current revenue in a five year window.

Mission Focus to Double Revenue

Rosenbusch brings leadership management, with a food industry and agricultural and international background to GCCA. His disciplined and determined focus however is on leveraging the focus of the Association’s mission to double revenue. Whether its opening new markets for his industry, developing new training products, or enhancing issue or regulatory capacity, Rosenbusch has a Core Focus.

Like many successful Associations, GCCA and its incoming CEO maintain a laser focus on maintaining or accelerating connections to the core. In each aspect of his plan, Rosenbusch links current, planned or future offerings to how his industry grows revenues and achieves its business objectives.

A critical part of the Association’s Core is relationships and knowing what really impacts their members’ bottom line.

Data Driven Strategies

For an Association with members doing business in 67 countries, Rosenbusch focuses his organization with data and metrics. The GCCA dashboard includes a concentrated member focus on their key interests and business priorities as well as their participation and engagement. Satisfaction is a high priority, so much so they plan to score member activity in the Association Management Database.

Benchmarking and profitability of his members and GCCA will also be part of the incoming CEO’s dataset.

Alignment to Double Revenue

For Rosenbusch, the Core Focus is in the strategic plan. In order to double revenue, his plan includes a performance management strategy connecting the strategic plan, GCCA’s values and specific objectives.

Challenges and Consolidation

Being prospective in his outlook, Rosenbusch recognizes the shifts within his industry. Once dominated by family owned companies, the once stable sector, experienced a wave of acquisitions. Private Equity Groups recognized the sectors asset strength and now own a considerable percentage of the food storage and transportation industry. As a result, GCCA divides its member service focus 2 ways to satisfy the needs of both segments of membership.

Strong relationships with the industry matter, but for the Private Equity owner ROI must remain visible. Implementing a nimble approach, products and services address needs for both segments of the membership.

The current dues structure is under review, as it’s a concern for Rosenbusch.  As companies increase food storage space, member dues decrease.  The Association derives almost 60% of its revenues from dues and an internal team is developing a solution.

Unique Opportunities

Despite challenges, Rosenbusch envisions opportunities for GCCA to grow revenues and extend its global reach.

One area of opportunity rests in the Association’s Core Focus, helping the members secure international grants from, among others, the U.S. Agency for International Development (USAID). Grants totaling $1million help the industry establish a beachhead in emerging and developing markets. Once companies are operational, GCCA is in place to provide support.  According to Rosenbusch he and his team will monetize the success of these efforts.

“Let’s Double Association Revenue in 5 Years”

Successful Associations innovate as quickly as the global business cycle changes. For the Global Cold Chain Alliance’s Corey Rosenbusch, the road ahead contains both challenges and opportunities.  Regardless, GCCA’s incoming CEO and his team are embracing the future as they reach for the stars.

double association revenue

 

Free eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.

 

4 Strategic Steps Associations Can Use to Leverage LinkedIn

April 2, 2013

4 Strategic Steps Associations Can Use to Leverage LinkedIn

 Although Job Seekers and Headhunters scour LinkedIn, it can a be a potent platform for Associations. LinkedIn expert Donna Serdula, believes that Associations can leverage this powerful resource to “grow membership and  engage members too.” Serdula is Author of the popular book, LinkedIn Makeover: Professional Secrets to a POWERFUL LinkedIn Profile; and a Contributor on the Potomac Core Consulting Blog.

1. Associations Harvesting Prospects

Twitter and Facebook surpass LinkedIn in sheer volume.  However, the business demographic makes LinkedIn a powerful destination to recruit members, says Serdula. Associations should view LinkedIn as a key element in their recruitment strategies.

 

2. Key Words Mean Everything

Serdula insists that Associations should have an “optimized” company page. Why? Associations populating their pages with key words that drive prospective member traffic to their page are game changers.

 

3. Associations Engage Members

Despite improvement in the overall economy, travel budgets are still not at pre recession levels. Associations are leveraging Social Media more often to engage members.  Recently for example, Jeffrey D. Morgan, President and CEO reported that Social Media is a key element of NIRI’s (National Investor Relations Institute) member engagement strategy. Many platforms facilitate member engagement, and LinkedIn is no exception.

 

4. Association Member Only Participation

LinkedIn makes it possible for Association members to engage in policy discussions. Policy committee leaders need not worry about non members or other outside parties listening in. Moderators can restrict participation to members only from the get go.

 

4 Strategic Steps Associations Can Use to Leverage LinkedIn

Author Alvin Toffler, in the introduction of “Future Shock,”  wrote “Change is the process by which the future invades our lives.” With its newly announced search capacity, LinkedIn is that much more effective in helping Associations grow and engage their members.

associations

 

Free eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com, and www.verticalleapconsulting.com.

Association Member Pain Points

March 27, 2013

member pain pointsAssociation Member Pain Points. Growth focused Associations utilize data as a foundation to deliver programs and services to members. While member survey outreach varies among Associations, what’s clear is how important this data is in helping organizations assess its uniqueness and relevance. The Technology Association of Georgia, www.tagonline.org, for example, surveys it’s members annually to reinforce their connection to member business objectives. This laser focus contributed to TAG’s strong revenue growth from $500,000 in 2004 to $3.4 million in 2012.

Decision Maker Study

Although data can reinforce the value being provided, it uncovers new pain points to deliver services and increased ROI.  According to Tino Mantella, TAG President and CEO, that annual outreach uncovered an important gap.

 

Unique and Relevant

Data provides actionable intelligence to Mantella and his team. Their expansive platform of interest groups reflect pain point concerns. The Association provides opportunities for members to engage and last year alone TAG held over 200 hundred such meetings.

 

Real engagement is about  bringing companies together and facilitating the dialogue leading to new solutions to shared “pain point” issues. Companies value and engage in those activities which they believe will positively impact a personal or company priority. TAG utilizes 32 different Societies to engage its members with significant success.Engagement Supports Pain Points

   

 In TAG’s example, the Association achieved revenue growth because of their transition to higher levels of member engagement combined with the usage of actionable data and pain point connections to satisfy Company needs.

Association Member Pain Points

Associations compete for fewer available corporate dollars. Those using data to determine actionable strategies to address and satisfy pain point issues will thrive. The Technology Association of Georgia is a solid example of using data to keep member needs front and center.

Core Pillars Drive Association Growth

March 26, 2013

Core Pillars Drive Association Growth.  For an Association to grow membership 600% in 8 years means data driven strategies, establishing core connections and member engagement are all part of the equation.  For the Technology Association of Georgia, www.tagonline.org, it starts with annual member research, a strong Board of Directors and it’s culture of always looking for something new to support its members. Arriving on the scene in 2004, CEO Tino Mantella brought his growth packed track record from the YMCA of Chicago and the National Arthritis Foundation. Leveraging vast growth experience and a potent Board of Directors, Mantella launched TAG on a consistent evolution of new programs and powerful ROI.

 

core pillars

Tino Mantella President &CEO Technology Association of Georgia Photo provided by Byte Graphics

Growth Foundation

Identifying Technology as Georgia’s growth engine became Mantella’s focal point. He pitched the state’s top Technology and Business leaders to serve on TAG’s Board. The overriding strategy was effective as the Board grew from just five executives to 65 today. The Board provides strategic direction and the staff develops and executes a plethora of activity.

 

 

 

  

Two Prong Focus to Achieve Growth

Although TAG is a not for profit Association, Mantella says “the more you can run like a business, the more you can impact the nonprofit world.” He engaged his board in a two pronged approach to involve companies and grow the Association.  Once successful, TAG would have the resources necessary to support Economic Development in the State of Georgia.

 

Alignment Delivers Growth

TAG’s Value proposition is clear. Members can influence policy, promote Georgia’s Technology Leadership, and engage in C Level roundtables. Throughout his tenure, Mantella utilizes data to track service delivery, member participation and growth. Behind the data is alignment of the Association’s Strategic plan, operating plan and employee performance objectives.

 

Core Pillars Drive Association Growth

Having grown to a staff size of 25 professionals, what’s clear is Tino Mantella and TAG are not done innovating and providing new platforms to help their members. The Association works passionately to remain relevant. In my next post, I’ll share how the Technology Association of Georgia utilizes Data to Connect to pain points and deliver consistent member value.

How does your Association keep current with member needs?

Much more on Association Revenue Growth at www.potomaccore.com/blog