If your members face top line growth challenges, generational transfer issues, and evolving consumer expectations, how can your Association support member success? Through a strategic planning process that transforms your organization from an inside out focus to an outside in focus. The process starts with a highly engaged and strategically focused board and concludes with a strategic plan amplifying industry growth objectives.
Disruptive Associations
Disruptive Associations
A snapshot by the Conference Board of both the U.S. and Global Economy doesn’t necessarily paint the rosiest of pictures GDP growth is projected at 2.9% in the United States while economic performance in the rest of the world will be shaped by “volatility.” In what appears to be a low growth scenario, how and to what extent can Associations be transformed into market disruptors that support market growth?
Traditional
Be assured that the current slow growth environment or an economic downturn will inflict significant pain on your revenues and membership at some point. Organizational Association balance sheets took significant hits in 2008 and 2009, and there little reason to think otherwise in the current environment. Knowing this should CEO’s maintain traditional Association product and service offerings or should they analyze strategic alternatives?
Market Disruption
New products and services penetrating the marketplace have disrupted the U.S. economy from the start of the Republic. At each turn throughout our history, new entrants reshaped a dynamic marketplace. With big data, predictive analytics, and emerging technologies new companies are in several instances upending the marketplace and driving innovation and boosting higher levels of productivity.
Tough Questions?
Can an Association go beyond traditional roles and provide nontraditional solutions to industries in a slow growth environment? Are boards and volunteers ready for their Association to position and help drive their industry positioning and growth in domestic and international markets?
Competitive Threats
Since the great recession for profit firms are aggressively developing innovative solutions and products to more immediately help companies address business challenges and grow revenue. Why can’t your association play the same role?
Disruptive Associations
At a time of unprecedented change your Association can become a Market Disruptor and position your members for success in a slow growth world.
Free eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com.
Innovation & Association Relevance
When is the timing right to embrace innovation and change at your Association? Some argue that with an improved economy its best to leave well enough alone. Maybe, no. The real question? How well are you positioned to help your member’s achieve their business outcomes in a time of dramatic innovation and change?
Should Your Association Sell Louder?
In 2015, Association board rooms should be filled with expectations of membership growth, improving retention, and conference revenue growth. After a punishing downturn, the economy is growing and volunteer leaders seek stronger advocacy efforts or they want to restock Association reserves.
Association Alignment Can Drive Growth
Engaging boards in strategy development is powerful; the strategic member engagement survey (see results http://bit.ly/1g8g1J2) reports that those Associations who have this capability more often report upward 3 Year business trends. However, when actionable member data (through impact surveys) is discussed with boards, it helps Association’s create great conversations on how to align with their member’s business outcomes.
ROI TO R.O.M.E.
ROI TO R.O.M.E. (Return on Member Engagement)
At the majority of associations, member engagement takes a back seat to fighting fires and meeting budget expectations. Over time, member dissatisfaction, poor retention, or weak membership growth can prompt boards to ask the tough questions.
Proactive
In several instances executives are demonstrating the direct linkages between their efforts, member outcomes, and their association’s business model. They understand that corporate and individual members view their participation with associations through a very different lens than when they had relatively few go to sources for information and knowledge sharing.
Change The Conversation
People value and make contributions to the activities that help them achieve something they (or their company) value. Continually generating more activities is unsustainable; it also creates an unfocused “all you can eat buffet.”
Member Contract: Focus On Member Outcomes
Corey Rosenbusch, President & CEO, and his team at GCCA (the Global Cold Chain Alliance), www.gcca.org worked closely with their largest member to craft a 3 year member contract linking the member relationship to their strategic business outcomes. In doing so, they moved the conversation away from “here’s what you get for your money” to “here’s the power of engaging with others in your industry/profession to create new, innovative solutions”.
ROI TO R.O.M.E.
Only when board/staff engagement and member engagement are high do innovative solutions surface through a “we” collaboration. Moving to a “we” focused community is about inclusiveness and being open to the possibilities that might surface. Increasingly, associations, including the Global Cold Chain Alliance, recognize the significance of “we” collaboration and strategic member engagement (see 2/24/2014 post http://bit.ly/1g8g1J2).
Free eBook “Accelerating Strategic Member Engagement” for Association Executives available upon request at www.potomaccore.com, www.verticalleapconsulting.com, and www.icimo.com
Knowing Member “Up at Night” Issues Accelerates Association Growth & Positioning
Knowing 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:
- Very highly engaged boards who are strategic in focus
- Regularly conduct member impact surveys (not merely “satisfaction” surveys)
- Ability to gather and segment member data; especially if able to integrate data from multiple sources/platforms
- Very high degree of board understanding and strategizing about the needs of the average member
- Have identified member segments who most want to contribute knowledge and collaborate with other members
- 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.
Association Develops $1.1 Million Non Dues Revenue Stream
Association 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
Thanks 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.
2 Strategies Help One Association Deliver 367% Revenue Growth
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.
Move 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:
- 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.
- 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.
1 Industry Association’s Approach to Non Dues Revenue Strategy
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
Looking 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.
