Association 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.  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.

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

Innovation and ROI Drives Double Digit Association Growth.  Revenue growth is challenging in any environment. Regardless, constant innovation helped Gregory Casey, President and CEO,  BIPAC  http://www.bipac.net/(Business and Industry Political Action Committee) achieve double digit revenue growth and membership growth over the past decade.

Changed the Game

BIPAC delivers grass roots tools to help Corporations and Associations reach public policy goals. However, it is Casey’s persistent focus on maintaining the organization’s relevance with high impact tools that served as a game changer. Testing new technology platforms and always challenging his team to keep looking around the corner reflect the centerpiece of BIPAC’s culture.

Pain Points and Core Connections

BIPAC maintains a crisp focus on how members achieve their business objectives. It’s programs and services connects to and drive business outcomes through grass roots advocacy. The Rule of Thumb applies to BIPAC’s success; the greater the connection to “pain point” issues, the greater the degree of revenue growth.

Utilizing its programs (Prosperity Fund, Prosperity Project, PAC Resources and Political Analysis among others) BIPAC delivers actionable resources to inform and activate employees on priority public policy issues. Through its state deployment partners, BIPAC boasts its “50 State” grass roots capacity for Companies and Association who participate.

Silicon Valley Innovation Culture

Founded in 1963 as the nations’ first business bipartisan and independent political action committee, BIPAC continually evolves.  The organization invests and reinvests in new technologies to help Companies and Associations with customized technology solutions to accelerate grass roots policy impact with Congress.

Challenges and Opportunities

Not unlike any other Association or organization, BIPAC too has its share of market impediments. Making complex economic issues relevant to employees can be at times a substantial challenge says Casey. However, by leveraging technology as its most potent asset, they deliver results.

Innovation Drives Double Digit Association Growth

If necessity is the mother of invention, BIPAC is a good example of how innovation can be the mother of double digit growth.

How does your Association apply innovation to deliver new products and services to its members?

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

Driving Association Revenue Growth. Board Participation is key.Company Executives are busy and in a number of cases expect Association staff to deliver revenue. Yet, there are examples where Board Members are very helpful in driving revenue. In certain situations, Boards help retain and recruit members and sponsors and the results are impressive. Could the paradigm change at your Association? Yes and it requires a strategic change in how your Association works with its Directors.

Four Steps to Board Participation 

First: Engage and Energize Board Members. Recruit Board members to participate on Pain Point issues (see March 4 2013 post: Know Pain Points to Drive Revenue Growth).  Executives will participate on Association Boards in order to engage on policy affecting their business objectives. Once they see ROI, it’s time for another conversation.

Second: Confirm that involvement adds ROI.  Share upcoming advocacy strategies, seek feedback and buy in.

Third: Seek help to expand the Association’s advocacy capacity on Pain Points. Be prepared, be specific and make it easy for them to help. For example, request introductions, phone calls, e mails, letters (Association provides) to priority retention, new member or sponsor companies.

Fourth: Acknowledge the Board members’ help to drive revenue.  Recognize help at their board and executive committee meetings. This shows sincere appreciation and it will motivate other Board Members to help.

Board Engagement

Associations should view this change as a multiyear effort. Every Board relationship is critical and consequently each is built one at a time.

Driving Association Revenue Growth

One Association utilized this approach to recruit a high percentage of its Directors. The same Board Members once they participated in Pain Point issues, helped drive back to back above 90% retention and $1 million + net revenue gains. Another Association built on new sponsor offerings and significantly increased revenues.

How has your Association worked with Board members to secure their help in driving revenue? 

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