Members Hire Bold Strategies

May 3, 2018

Members Hire Bold Strategies

Members Hire Bold Strategies. Part of that boldness is how much their Industry Trade Association Strategic Plan reflects the challenges and business outcomes that members care most about. As busy executives are under constant pressure to meet and exceed profit targets, they expect the organizations they are part of to deliver bold strategies and results.  If not, Members will vote with their feet and go somewhere else.

New Mantra:  Members Hire Bold Strategies

Make no mistake about it, busy executives have choices about where to participate. If there is not a connection between what your Association does and what a member needs to achieve, they are gone, and possibly forever. For your organization to remain relevant, strategies and planning must be based on what bold actions your Association can take to influence the external environment where members conduct business. It’s no longer about what your Association needs to achieve, instead it’s about understanding what blocks your member’s progress and what clears a pathway for future success. Another reminder that Members  Hire Bold Strategies.

Every Industry Faces Tough Challenges

The nature of a global and dynamic marketplace means that every Industry faces more than its fair share of challenges and growth opportunities. What’s different today is how the business environment is increasingly more complicated. Economic uncertainty, disruptive innovation, & political gridlock can sometimes be the strategic equivalent to a toxic “triple cocktail.” Today’s Association Boards are seizing a new moment and utilizing their Strategic Planning process to position the Industry Trade Association to help their Industry do blocking and tackling in a very meaningful way.

One recent example is the Washington, DC based American Bakers Association (ABA). Following the great recession of 2008, the Wholesale Baking Industry faced an onslaught of regulation, increasing costs, worker shortages, changing consumer tastes, and online competition. In March of 2017, a Task Force comprised of the Board of Directors and Staff Leadership launched a Strategic Planning process. From the start, the process focused on how to best align ABA with the Baking Industry to support its ongoing growth and success.

Industry Engagement and Survey Research

Since Members Hire Bold Strategies, ABA took a different pathway to update its Strategic Plan. Instead of utilizing an Association focused Strategic Planning process and member satisfaction focused research, ABA leveraged in-depth survey research and interviews of the baking Industry. Their focus was to get a clear picture on the challenges facing their members and align the organization with the business success that the Industry wants to achieve.

Members Hire Bold Strategies

 

The process was driven through a collaborative effort of a Board Task Force and a Staff Leadership Team. Throughout, Industry leaders thoughtfully and strategically guided the process to the clear outcomes they want ABA to address:

  • Industry growth and promotion to protect it from government overreach
  • Advancement of careers to improve worker retention
  • Attraction of skilled talent to contribute to Industry growth

Members Hire Bold StrategiesWhat do these clear outcomes really help drive?  For an Industry facing tough challenges they have an ally to help them create a more receptive environment to grow the Baking Industry. Robb MacKie, President & CEO and his Team are energized with the new Strategic Plan and the Industry’s support to execute their new plan.  “Thanks to the strong plan the members have created, ABA will be better aligned with the business success of the Baking Industry. ABA is the voice for the Industry and that voice will now be even more effective.”

Association Mission and Vision in the Rear View Mirror

Association relevance isn’t about the organization any longer. It’s about the Industry or the Profession that is represented by the Association. Instead of an Association Mission & Vision Statement, it’s a Strategic Objective. A Strategic Objective is all about what the Industry will have achieved because of the Association’s Strategic Plan. Yes, it must be a bold statement because Members Hire Bold Strategies. For ABA, it’s means highlighting the far-reaching and positive impact the Baking Industry has in the United States:

Members Hire Bold Strategies

Actionable and Industry Focused Strategic Initiatives

Utilizing Survey Research and Strategic guidance from a Board Task Force, ABA’s Staff Leadership Team formulated initiatives and activities that pinpoint what the Baking Industry seeks to achieve.

Members Hire Bold Strategies Members Hire Bold Strategies

As part of its due diligence, ABA also conducted an evaluation and assessment planning process to ensure that the organization is best positioned to address & solve Industry problems for the members:

  • Sunsetting process to identify their non core products
  • Readiness Assessment on existing & new core products

The initial phase of the Strategic Plan was approved by the Board of Directors on April 15, 2018 and presented by the Board Task Force to an all Membership Meeting at the Annual Convention in Scottsdale, Arizona. The Staff Leadership team will finalize Metrics to measure new product & service impact on Industry Business & Growth Challenges and report the plan’s progress on an annual basis to the Board Strategic Planning Task Force. Reflecting on a year long Industry Focused Strategic Planning Process, ABA Immediate Past Chair Fred Penny said “This plan is a product of the ABA membership. We could not have done this without the candid feedback and guidance of our member leaders.”

Members Hire Bold Strategies

Members Hire Bold Strategies

No one knows when the next economic recession will occur. Yet what remains clear is that economic uncertainty, disruptive innovation, & political gridlock will continue to force Industry and Professional Associations to demonstrate relevance. Understanding why Members Hire Associations, & why they Fire Associations are the threshold questions that every Association CEO must answer. Once they’ve done that, they will understand that from now on Members Hire Only Bold Strategies.

To learn more about how your Association can develop and implement Bold Strategies click here.

Members Hire Customized Advocacy

February 28, 2018

Customized Advocacy

Members hire Customized Advocacy because they have no choice. They face turmoil driven by ever increasing new technologies, evolving consumer preferences, and political polarization. What’s more member companies are facing increasing demands for transparency from their board members, shareholders, and also from their consumers. Associations who customize their advocacy strategies will remain relevant. Those who don’t will falter.

Association Boards insist that their CEO’s are as nimble and focused on the marketplace as they are. Members hire Customized Advocacy because of the dynamic nature of the business environment and they need results in real time. Your organization’s ability to creatively and rapidly respond to new and emerging challenges through Customized Advocacy is what your members expect.

The magnitude of advocacy challenges spread far beyond the confines of the Washington, DC Beltway. In industries ranging from Food to Consumer Products, Associations are regularly challenged with legislative and regulatory activities at the Federal, State, and local government levels. Building timely and Customized Advocacy to respond rapidly is essential.

Associations will need ongoing connectivity with Board Leaders in strategic discussions about current and emerging Industry challenges. It also requires ongoing member interaction, and Industry focused research to develop and implement Customized Advocacy strategies.

NATIONAL MARINE MANUFACTURERS ASSOCIATION 

NMMA represents boat, marine engine and accessory manufacturers, its members manufacture an estimated 80 percent of marine products used in North America.

Reflecting the Industry’s desire to continually maximize its Advocacy efforts, Thom Dammrich, President & CEO, NMMA continually seeks opportunities to utilize Customized Advocacy to maximize business impact for the Marine Industry. Part of NMMA’s Customized Advocacy focus is building, leading, and participating in coalitions to advocate and promote the Industry.

customized advocacyNowadays the most impactful resource that an Industry has is the data it utilizes to make its case with Legislators and Regulators. Where Industry numbers are presented in these conversations, it could have more impact if numbers were reflected in data released by the Federal Government. Recognizing this, the Outdoor Recreation Roundtable, a coalition of twenty one outdoor recreation trade associations that includes the National Marine Manufacturers Association, the Outdoor Industry Association, and the Motorcycle Industry Council galvanized their efforts. Their focus was to have Outdoor Recreation recognized by the Federal Bureau of Economic Analysis:

  • Legislation was introduced and later enacted into law by President Obama in 2016.
  • The new law directed the Bureau of Economic Analysis to develop a measurement of the outdoor economy in the same way that it tabulates other Industries and the overall economy.
  • The Outdoor Industry Association updates its estimate of the Outdoor Recreation Economy in 2017.On February 14, 2018, the U.S. Department of Commerce’s Bureau of Economic Analysis (BEA) released a report showing that the outdoor recreation economy accounted for 2.0 percent or $373.7 billion of current-dollar GDP in 2016.

customized advocacyThom Dammrich celebrated the Industry’s Customized Advocacy success, “As an industry, we are proud to generate millions of American jobs and be a driving economic force from coast to coast, and we are grateful that the BEA and the Department of Commerce have decided to recognize that.”

NMMA regularly conducts Industry research and is in the midst of a Strategic Industry Business Planning Process.

HOUSEHOLD & COMMERCIAL PRODUCTS ASSOCIATION

HCPA is a Trade Association that advocates for companies that make and sell $180 billion annually of products used for cleaning, protecting, maintaining, and disinfecting in homes and commercial environments. Association members employ 200,000 people in the U.S.

Since joining HCPA as its new President & CEO in January 2017, Steve Caldeira and his team continually communicate with their Board and members to stay connected to evolving member challenges and opportunities.

Their Customized Advocacy strategy incorporates Board direction for:

  • Collaboration with Supply Chain-related Trade Associations to maximize the Industry’s business impact.
  • Communication and responsiveness on increasing consumer transparency concerns with NGOs (non-governmental organizations) and retailers who sell products.
  • Scientific Research to highlight and validate the Industry’s critical role in developing environmentally safe products for consumers.

Customized AdvocacyThe HCPA Customized Advocacy model delivered an important win through the passage and enactment of California’s Cleaning Product Right to Know Act in 2017. Environmental and public health groups believe that consumers and workers need to know a lot more about the cleaning products in their kitchens, bathrooms and work spaces. Product manufacturers want labels that educate their customers without alarming them or providing details so minute that they obscure serious concerns about human health.

The balanced solution that California lawmakers devised allows consumers and workers to see the facts they really need to know, because the labeling focuses on important ingredients, such as those that have been linked to various health concerns. The California law, was backed by more than 100 environmental and public health groups, including the Natural Resources Defense Council, Breast Cancer Prevention Partners, Women’s Voices for the Earth and the Environmental Working Group, as well as cleaning product giants such as ECOLAB, Procter & Gamble, Reckitt Benckiser, and SC Johnson. Both sides compromised after numerous meetings; a clear sign of a successful negotiation.

Customized AdvocacyReflecting upon the Industry’s Customized Advocacy success, Steve Caldeira notes that “our industry will always be open to collaboration with a diverse group of stakeholders to successfully address our member’s interests.”

How Associations Build Their Own Customized Advocacy Strategies

Associations can develop Customized Advocacy through ongoing interaction with boards and members. What drives successful Customized Advocacy is a steady flow of communication and collaboration to help define the challenges and the business impact that the Industry is seeking:

  • Stay connected through a systematic approach to annual data collection through interviews and Industry (or Profession focused) survey research.
  • Utilize research to focus Board meeting discussions on Industry challenges and then deliver Customized Advocacy that adds business impact to the members.
  • Learn about member challenges firsthand. Whenever possible meet with members face to face.
  • Continually measure and assess business impact.

Each step will maximize the alignment between the Association and your members. Moreover, your organization will continually add business impact to members because of the Customized Advocacy strategies that you develop.

Members Hire Customized Advocacy

Despite strong growth forecasts member company CEO’s have a less robust view after 2018. From now on member companies will seek out those Associations that deliver business impact. Customized Advocacy helps position Associations as the valuable ally that members need to navigate the complex business landscape.

Organizations such as NMMA and HCPA are perceived as extensions of business and marketing strategies by their members and deservedly so. They demonstrate how important it is for today’s Association to help navigate and advance Industries through an ongoing era of disruption and turmoil. In doing so these organizations will increase their business impact and their relevance because of their Customized Advocacy focus.

Yes, it’s important to remember in 2018 that Members Hire Associations and Members Fire Associations. It’s just as important to recognize that from now on Members will especially hire Associations that deliver Customized Advocacy.

To learn more about how your Association can implement Customized Advocacy click here.

Members Hire Associations, Members Fire Associations

December 27, 2017

Members hire associations

Members hire Associations, Members fire Associations is what the new mantra will be for Association Executives in 2018. The evolving external environment is continually redefining how member executives assess the impact of their memberships. At year end 2017, Association Executives would find it useful to see the world as their members do and understand what help they need to make progress in their Industry or Profession. While economists forecast a brighter global growth picture, your members still face a myriad of uncertainty. Cyber & nuclear threats, disruptive innovation, and increasing competition for market share will continue to reshape how members view their memberships. This means organizations will require new and different external research to understand what tools they must provide in order to help their members make progress.

Members Hire Associations, Members Fire Associations

Since the end of the great recession, Boards are helping their Associations see the world as they see it. Pushing an all you can eat buffet as your value proposition is now the dark ages. Even connectivity to business and professional challenges and providing immediate solutions represent a smaller fraction of evolving member expectations. In other words, if your Association is not perceived as a vehicle to help drive progress for your members and prospective members then your organization:

  1. Will likely be fired by your members.
  2. Will not be hired by your prospective members.

In 2018 the new mantra will be: Members hire Associations, Members fire Associations.

Research Keeps Associations Connected to Member Problems that Need to Be Solved

For organizational CEO’s embracing the new marketplace that Members hire Associations, Members fire Associations you’ve taken an important first step. As Boards insist upon more operational rigor at their Associations, they are turning to externally focused and segmented research. This data is playing an increasingly important role in strategic planning and product development. In several cases, Association CEO’s are assessing strategies, products, & services as for profit executives do at global enterprises.

The National Association of Independent Schools

NAIS is a nonprofit membership association that provides services to more than 1,800 schools and associations of schools in the United States and abroad, including more than 1,500 independent private K-12 schools in the U.S.

Members hire associationsAs the new NAIS President, Donna Orem, her Board, and her team set out to build a segmented research study to profile the market of Private Schools. Their research identified four segments in their marketplace. What they learned was how each segment differs in terms of goals they hope to achieve, professional needs, and demographic characteristics. While each segment presented different implications, NAIS leveraged Board guidance and took to address the differences in each member segment. This work only took them so far, however. After learning from a board member about the Jobs To Be Done framework, the board and leadership team agreed that this approach, which explores what causes someone to hire or fire a product or service, could provide even more actionable insights.

“Jobs to Be Done” Approach

Harvard Professor Clayton M. Christiansen has researched what makes businesses successful in his over twenty years of teaching at Harvard Business School.  He is most well known for creating the theory of Disruptive Innovation. He put forth the “Jobs To Be Done” Approach in his recent book Competing Against Luck.  The underlying premise is that in today’s marketplace “people no longer buy products or services. Instead they hire them to make progress.” The NAIS team utilized this approach to develop value propositions that addressed the struggles that heads of schools and administrators face and to understand how those struggles change as they progress through their careers.

The process changed the way the organization and the Board develops and delivers value to their members, and redefined how the Association thinks from strategy through implementation.

NAIS is already utilizing their newly minted strategies to retain and acquire new members and accordingly Donna Orem notes, “We found the JTBD work to be transformational.”

Club Managers Association of America

The Club Managers Association of America (CMAA) is the professional Association for managers of membership clubs. CMAA has close to 6,700 members across all classifications.

Members hire associationsFor Jeff Morgan & his team, it’s imperative to have a business minded research systematic approach in product management and strategy. They utilize approaches developed management consulting firms including the Boston Consulting Group, McKinsey, Ansoff, and Blue Ocean Strategy. Their assessment process helps the CMAA team reach a “problems to be solved” determination on each of their products:

 

  • Ensure the Association is serving its members (Mission)
  • Make better (supportable) strategic decisions
  • Help to prune portfolio of products to make room for new ones
  • Improve internal resource allocation
  • Product-lifecycle focus
  • Strategy alignment (internally/externally)

These steps have helped CMAA deliver increased strategic and operational rigor to their product management approaches. The process has been “an integral part of how the organization delivers increasing value to Club Management Professionals at each stage of their careers.”

American Bakers Association

The American Bakers Association (ABA) is the Washington D.C. based voice of the wholesale baking industry. ABA represents the interests of bakers before the U.S. Congress, federal agencies, and international regulatory authorities. ABA advocates on behalf of more than 1,000 baking facilities and baking company suppliers.

energizing member engagementRobb MacKie, President & CEO sees the Baking Industry experiencing unprecedented disruption and evolving consumer attitudes. Determined to identify a “problems to be solved approach,” they launched a research based strategic planning process. What’s different about it is how the process is geared toward an external perspective of business challenges and how ABA could accelerate its impact on all segments of the Baking Industry. The Association also seeks to determine how they can continually increase their alignment with the Industry they serve.

Similar to NAIS and CMAA, ABA’s business focus is drawn partially from leading business authors including Chris Zook, “Profit From The Core. Growth Strategy In An Era of Turbulence.”  Through this process Robb Mackie, the Board, and the Senior Team have surfaced & identified the core challenges and problems to be solved for the Industry today. Their focus is to build a new and more nimble strategy that continually aligns ABA with the Baking Industry.

Part of ABA’s Operational Rigor includes an evaluation and assessment planning process to ensure that the organization is best positioned to address & solve Industry problems for the members:

  • Sunsetting process to identify their noncore products
  • Operational Readiness Assessment on existing & New Core Products
  • Developing Metrics to measure new product & service impact on Industry Business & Growth Challenges

Because of externally focused and segmented research, NAIS, CMAA, and ABA have greater understanding into what’s next for Associations,  Members Hire Associations, Members Fire Associations.

Ongoing Alignment Test: Members Hire Associations, Members Fire Associations 

Part of the next evolution of Association strategic planning and product development is how externally focused and segmented research is driving strategy and implementation to help members solve their problems.

Members hire associationsEarlier this year, NPES launched an ambitious strategic plan to align and grow the global printing and imaging Industry. As part of its strategic overhaul Thayer Long, President, is focusing the organization to more quickly and readily adapt to emerging Industry challenges. He sees ongoing research as necessary to maintain ongoing alignment with the members. Through ongoing research NPES is increasing its understanding of why members hire/fire Associations. For example, the Association now:

  • Maintains an Alignment dashboard focused on Industry performance.
  • Conducts an annual Industry Alignment survey research to measure its impact on the problems that need to be solved.

Having this additional research will help NPES and other organizations who are embracing the new reality: Members hire Associations, Members fire Associations.

Members Hire Associations, Members Fire Associations

Strategic planning and product development are rapidly changing. These are not just one time exercises. Instead, its ongoing research that will continually help to identify member problems that need to be solved. It’s more comprehensive and it requires drilling down through segmented qualitative and quantitative research to surface the member problems that need to be solved.  This is a four step process that will position Associations to drive ongoing progress for its members:

Members hire associations

As the curtain rises in 2018 the new reality is Members hire Associations, Members fire Associations.  Adjusting to the new reality requires externally focused and segmented research that helps your organization understand what help members need in order to make progress. Welcome to 2018: Members hire Associations, Members fire Associations.

To learn more about how your Association can build a potent pathway to progress click here.

Association Supply Chain Advocacy

October 29, 2017

Association Supply Chain Advocacy

Association Supply Chain Advocacy can be a game changer for members. By uniting the Supply Chain through Associations members can better influence the destiny of their company and their Industry in ways they could not do on their own. Getting and bringing an entire Supply Chain to the table at an Association is a heavy lift but the long term impact will make the effort yield substantial member ROI.

Association Supply Chain Advocacy is Fueled by Actionable Research

Organizing a robust data collection process that includes Associations in the Supply Chain will build actionable information. Having this research will create proactive opportunities to build a collaborative Association Supply Chain Engagement Strategy with Board, Senior Staff, and other Associations from the Supply Chain that includes:

  1. Comprehensive Industry Research – Supply Chain Interviews and survey research including segmented business challenges and growth opportunities.
  2. Industry Brainstorming – Creating new and unique activities for the Supply Chain to collaborate and create a growth focused business environment.
  3. Industry Planning & Roadmap – Highly focused and measurable activities that are continually evaluated by the Industry Supply Chain.

These steps build a plan that identifies the role that each Association in the Supply Chain plays in carrying out its Advocacy Strategy.  Instead of a competing with each other, Associations transform into Supply Chain collaborators. In this scenario each Association in the supply chain has clearly established roles, deliverables, and accountability for Industry Advocacy outcomes.

Association Supply Chain Advocacy Equals More Concentrated Effort to Mitigate Emerging Industry Challenges

In a dynamic global economy, new impediments and opportunities will continually surface. Having an Association Supply Chain Advocacy Strategy positions Industries to more quickly and effectively respond. For example, threats in States and in local government are an increasing part of Advocacy strategies. Bringing the impact of an Industry with an Association Supply Chain accelerates response time and improves chances of success.

Recently, the Soft Drink Industry faced an onslaught of proposed Soda Taxes in Santa Fe, New Mexico and in Cook County, Illinois. An impressive advocacy strategy by the American Beverage Association helped the Industry beat back local efforts to impose new taxes that would have been harmful. Unfortunately, this is just a beginning as warning signs point to an increasing amount of challenges from State and Local government. If Associations have members who manufacture and sell products in global markets, then they too will face regulatory and product standards challenges.

Association Supply Chain Advocacy Means Doing Fewer Things Exceptionally Well

As Boards define future success measurements for Associations, it’s a safe bet that they will want fewer activities that require less time and money. Operating margins are a continual focus for Executives and demonstrating increasing levels of efficiency is something they expect. Since Advocacy is a core component of Associations (especially Trade Associations), this integrated approach will be well received. This likely means doing fewer things exceptionally well because your Association may eliminate activities not connected to the Advocacy core.

Association Supply Chain Advocacy is Already Underway

Associations are delivering direct returns on Supply Chain Advocacy through highly focused Advocacy activities:

American Bakers Association – Through the Grain Chain the ABA utilizes direct Industry engagement to surface and address regulatory and legislative matters that add costs to the Baking Industry. The Association published an annual ROI report to highlight their Supply Chain Advocacy.

Jewelers of America – Working through the Industry Supply Chain, JA positions its advocacy to work to continually assess risk and maintain consumer confidence. The Board and the members view the Association as their vehicle to drive results that support their business outcomes.

National Marine Manufacturers Association – The Association effectively utilizes an impressive supply chain advocacy approach to continuously help the Recreational Boating industry keep costs in line.

Global Cold Chain Alliance –  Through its Strategic Planning process the Board asked GCCA to play a role in reducing the costs of regulatory compliance. The organization has forged relationships with regulatory agencies that have led in some situations to lower costs of compliance.

NPES –  Advocacy is one of the key vehicles connecting global print equipment manufacturers and suppliers with its customers. Through an external working group, NPES is linking all aspects of the Industry Supply Chain to help the Industry impact its business challenges and outcomes.

Association Supply Chain Advocacy

Eliminating competitive boundaries between Associations in the Supply Chain helps Industries address emerging threats from Federal, State, and Local Government through a heavily concentrated Advocacy Strategy. What’s more this strategic approach helps Associations increase their relevance by accelerating Industry impact in the marketplace. As Board Leaders seek greater efficiency and solutions to their business challenges, they expect all organizations to work together for the good of the Industry. Meeting this new reality is a hand and glove strategy for Associations who want to energize member engagement and increase Advocacy Impact for their members. This could be the dawn of Member Engagement 3.0.

Association Supply Chain AdvocacyClick here to receive your free eBook “Accelerating Strategic Member Engagement”

Compelling Member Engagement

June 27, 2017

Compelling Member Engagement

Polarization in Washington, DC, and market disruption are opening doors for Associations to create more compelling member engagement experiences for their members. Associations can be more proactive and less reactive by providing more opportunities for their members to share knowledge and build new solutions that drive business and professional outcomes.

Compelling Member Engagement Using “Pull” and “Push” 

The customary approach for associations is to seek out knowledge experts and then “push” that person’s knowledge out to the masses via educational programs, newsletters, and journals. Today’s associations who view their role as the integrator, aggregator, curator and enabler are creating more compelling member engagement experiences. This is accomplished by “pulling” members together and facilitating the sharing of knowledge so that innovative solutions are created to address shared challenges and opportunities. The “push” and “pull” doctrine means that your association:

  • Captures the insights of many members and stakeholders.
  • Provides the tools that enable members to tap into the collective knowledge of the critical insights as soon as they need them.

Surface Critical Challenges That Must Be Addressed

Your organizations can utilize focus groups and survey research to pinpoint industry and professional challenges that must be addressed. This means utilizing survey instruments that identify member “up at night” issues and then engaging your board and key volunteer leaders to understand the full impact of what is learned and how it can be applied successfully to impact professions and drive business outcomes. Having research based conclusions is an essential part of creating a more compelling member engagement.

Identify Who Most Wants to Contribute and Collaborate  

Being able to pinpoint those members who want to most contribute and collaborate will help your association build the more compelling member engagement experiences. In the strategic member engagement survey released in 2014, those associations and professional societies who report that they can identify member segments that want to contribute and collaborate more often:

  • Have a board that understands and strategizes about core member needs to a “very high” degree.
  • Report an upward trend in 3-year annual revenue.

Applying the Pull and Push Doctrine at Your Association

Since association boards and CEO’s want their organization to be more pro-active and less reactive, the push and pull doctrine is increasingly important. What’s more important is how your association transforms from a reactive to a proactive posture in relatively short period of time. Utilizing this box, you can reposition products or services to become more timely and impactful to member’s professional challenges and business growth outcomes. 

Compelling Member Engagement

Case Study – Creating More Compelling Member Engagement

compelling member engagementThe American Association for Marriage and Family Therapy based in Alexandria, Virginia has 25,000 members that fall into three core groups: Academics, Agency, and Private Practice. The Profession utilizes the organization as its platform to advance the Profession and practice of marriage and family therapy. According to Tracy Todd, Chief Executive Officer of AAMFT, the starting point for critical therapy topics (“push”) for their members include that the Association and its online community:

  • A primary source of information for consumers.
  • Therapists utilize the site to market their practice.
  • Support the reputation of marriage and family therapists through AAMFT.

In today’s dynamic environment topical, needs evolved much more quickly and the online community fell out of date, driving member resentment and caused the organization to lose revenue.

AAMFT – “Pull” and “Push” to Energize Member Engagement

“Pull” 

Crowdsourced topics and sought input on topics from Members and:

  • Sought editors and contributors, and facilitated knowledge sharing conversations per subject matter area

“Push”

Used subject matter experts in groups to develop thought leadership pushed out to members on-demand including:

  • Fact sheets/brochures and current information

Outcomes

Created more compelling member engagement experiences:

  • Accelerated credibility of the Profession among members and consumers
  • Member feedback included “Nice to see AAMFT using member expertise” and “Thank you for helping AAMFT to open itself up for input.”

Identifying and Responding to Industry Disruptors

Compelling Member EngagementThe “push” and “pull” doctrine can also be utilized as a strategy to help identify and respond to industry disruptors. Associations can utilize industry market research to surface new trends to surface potential disruptors. For example, NPES, through its PRIMR product is effectively engaging the industry’s value chain to uncover challenges and potential opportunities by:

  • Expanding involvement of Printers and Advertising Agencies
  • Involving Brand Owners in the research program
  • Including research with case studies on the effectiveness of print
  • Create and formatting research for “action”

Compelling Member Engagement

While advocacy, education, and information are staple association offerings, it’s not enough to drive more compelling member engagement experiences in today’s complex environment. Research shows that organizations who utilize the doctrine of “pull” and “push” can accelerate member engagement and improve their operating performance. The national associations in the Strategic Member Engagement Survey most often reported an upward 3-year trend in: Member Retention, Annual Operating Revenue Registrations to the Primary Annual Meeting, Annual Revenue from Fee-for-Service Offerings, and Timely Membership Renewals.

compelling member engagement

 

 

Click here to receive your free eBook “Accelerating Strategic Member Engagement”

Advocacy Drives Business Outcomes

January 4, 2017

advocacy drives business outcomes

For leading Associations, their mantra is clear Advocacy Drives Business Outcomes. These organizations collaborate with their boards to make sure that the Association’s Advocacy Strategies reflect the growth challenges and opportunities that their members care most about. Even though the U.S. economy grew at a brisk 3.5% in the third quarter of 2016 growth forecasts for 2017 remain mixed. What also remains to be seen is just how much disruptive technologies and policies of the new Administration will impact the business landscape in the new year.

What is becoming increasingly more clear is how Associations can accelerate their business impact for their members in 2017. There is already evidence that CEO’s are leveraging organizational resources to engage their members in ambitious policy and regulatory agendas. In doing so these Associations are key allies in helping their members overcome challenges, reduce costs, and in several cases enter new markets.

Policy Priorities Mirror Industry Outcomes

Associations including the Global Cold Chain Alliance, GCCA,  and the American Bakers Association, ABA, utilize their Advocacy Strategies to link member dues investments to the cost reduction and top line growth outcomes that their members seek.  GCCA’s strategic plan incorporates advocacy and business outcomes and ABA emphasizes the impact of its advocacy strategies in an annual video. The Fertilizer Institute’s, TFI,  Advocacy Strategy is laser focused on helping its members manage its costs through a slow growth cycle. Each of these organizations demonstrate how advocacy drives business outcomes.

The Board leaders and the Association are collaborators and make sure policy priorities reflect the challenges and opportunities facing the industry per Heidi Biggs Brock, President and CEO, at the Aluminum Association.

Engaging the Board on External Issues

As the global marketplace grows more increasingly complex some Associations have found it difficult to increase board attendance and active participation at their meetings. Organizations who structure their board meetings as more of a “knowledge sharing” and strategic focus for attendees are finding higher levels of interest and engagement.

Measuring Advocacy and Policy Outcomes

Advocacy Drives Business OutcomesShowing how advocacy delivers a return on member engagement is a critical element of what organizations like the Aluminum Association provide for their members. Being able to demonstrate how your organization measures and tracks these outcomes is especially impactful in the minds of the dues paying member.

Expanding Advocacy Impact

Building and recruiting allies inside and outside your industry is a staple for Associations who seek to magnify the impact that they can deliver for their members. Identifying who else needs to be at the table to help your organization build an even greater base of support is essential.

 Advocacy Drives Business Outcomes

In an uncertain world board leaders and members insist upon direct return from their investment of time and financial resources. The Aluminum Association, the American Bakers Association, the Fertilizer Institute, the Global Cold Chain Alliance, and several others have already transformed their organizations. Through tightly focused Advocacy Strategies Today’s Associations are upping their game and helping industries reshape the external business environment for their members. They are doing so by communicating how Advocacy drives business outcomes.

Advocacy Drives Business Outcomes

 

 

Free eBook “Accelerating Strategic Member Engagement” is available upon request for all Association Executives at Potomac Core – Association Consulting

 

3 Engagement Strategies Drive Growth

October 26, 2016

3 Engagement Strategies Drive Growth

Global economic challenges from modest growth to market uncertainty continue to drive changes on how Trade Associations deliver value. In several instances, CEOs are collaborating with their boards and management teams to transform their organizations into strategic partners. These Associations are playing activist roles, they are engaging industry value chains and promoting the value that the industry and its products bring to customers and the marketplace. What is clear is that 3 Engagement Strategies Drive Growth.

Strategic Member Engagement

Where member engagement once took a back seat to fighting fires and meeting budget expectations, a number of Associations have seized a new moment in time. These organizations are creating ongoing value by bringing the value chain together and engaging executives in ways that help them achieve industry outcomes. An example of how 3 engagement drives growth at Associations is the Arlington, Virginia based Aluminum Association, led by Heidi Biggs Brock, President and CEO.

  • Actionable Data

In addition to satisfaction survey data, the Aluminum Association utilizes ongoing qualitative and quantitative industry research to ascertain the primary internal and external operating and growth challenges facing the industry. The data provides context for annual conversations between Brock and the Executive Committee of the Board. These conversations lead to strategies developed by The Aluminum Association to address and drive industry challenges and outcomes thorough their organization. The strategies have Key Performance Indicators and they are reported through a Scorecard in the Aluminum Association’s Annual Report.

  •  Market Focus

The innovative association is more of an idea incubator, a place where new solutions are developed to advance & grow the industry. Rather than focus on internal issues, the organization is positioned with the industry as a community where companies along the value chain as well as  their customers gather to address critical issues, learn from each other, and grow the industry. This is another example of how 3 Engagement Strategies Drive Growth.  Associations such as the Global Cold Chain Alliance, The Club Managers Association, and the Smart Electric Power Alliance all utilize similar approaches and they are growing.

Heidi Brock and her team utilize a clear market focus as their clarion call to provide industry standards data, knowledge sharing forums, and industry activities that demonstrate the value and uniqueness of aluminum.

  • Core Relevance

Instead of focusing on member satisfaction and product sales from an “all you can eat buffet”, innovative Associations understand the value of bringing everyone to the table to drive the industry’s success. This focus drives unique market positioning for the Association and reinforces the value and relevance of the Association to the entire value chain of the industry

The Aluminum Association, for example, works with industry customers to understand their challenges and provides opportunities for these issues to be addressed by the Association. Through this approach the organization establishes itself as a “leader & convener” for the industry.

Core relevance is a key driver and an important element of how 3 Engagement Strategies Drive Growth.

3 Engagement Strategies Drive Growth

Shortly, the U.S. will elect: a new President, one third of the Senate, and the entire House of Representatives. Already members of the Federal Reserve Board are urging increases in interest rates. In an era of disruption, innovation, and global uncertainty, Actionable Data, Market Focus, and Core Relevance are game changers for Associations. These 3 Engagement Strategies Drive Growth. The Aluminum Association is utilizing these 3 Engagement Strategies to align their organization with the industry business outcomes that their members and their member’s customers care most about.

In uncertain times, increasing your Association’s connection with Industry Business Outcomes accelerates member engagement. It can also positively impact your organization’s business model.  The Aluminum Association is experiencing 11% membership growth, retention improved 3%, and their core revenue is 6% higher than the prior year.

Engagement Strategies Drive Growth

 

 

Free eBook “Accelerating Strategic Member Engagement” is available upon request for all Association Executives at Potomac Core – Association Consulting

The Recession Ready Association

May 17, 2016

It’s been seven years since the end of the great recession and one economist thinks there is a 60% chance of a recession next year. As global uncertainty and slow U.S. economic growth dominate the landscape, CEO’s should assess whether or not they are leading a recession ready association. While the next recession may not be as severe as the last one, be rest assured that business leaders are continually increasing scrutiny over expenditures not related to corporate performance.

Data Fuels Active Innovation

April 5, 2016

In a growing trend, Association CEO’s and their Board Members are utilizing economic data as important context for their strategic deliberations. Jobs data, Housing Starts, Institute for Supply Management Index (ISM), Oil Prices, Consumer Spending, and U.S. Dollar Performance against other currencies is a more frequent topic at Association Strategic Planning Sessions. Although Strategic Plans cover 3 year windows, Boards encourage their CEO’s to be flexible and to use trend data to meet shifting demands to help their industries. In essence, economic data fuels active innovation at Associations.

Funding Industry Innovation

November 3, 2015

Anemic economic performance is unfortunately becoming a mainstay in the U.S. economy. The release of the 3rd quarter GDP numbers where only 1.5% growth was reported is another reminder of how much the ground is shifting for associations. Companies will likely view membership through an even narrower prism of operating margins if economic conditions weaken further.  Associations who are Funding Industry Innovation can position themselves as essential partners in helping members achieve business outcomes.