Members Hire Relevant Associations

February 11, 2019

Members Hire Relevant Associations Associations have endured downturns before, what’s different this time is the valuable lesson learned after the great recession, that Members hire relevant Associations. Boards and their CEOs aren’t interested  in hemorrhaging balance sheets that come from dues losses and shrinking Trade Show revenues. Regardless of the economic climate, organizations are committed to keeping their organizations relevant. From 2009 forward, leading Associations find ways to maintain their relevance and are perceived as the Industry or the Profession. If a global downturn occurs, Associations should prepare and conduct a rigorous and research driven relevance test.

Associations who want to pass the relevance test should initiate conversations with their Boards or Executive Committees to:

  • Talk through and quantify the sources and the business impact of market challenges.
  • Brainstorm with leaders on how the Association can be helpful in a strategic manner that benefits the entire Industry or Profession.
  • Build nimble strategies to address new or critical Industry or Professional challenges and opportunities.
  • Develop metrics and key performance indicators with Board leaders to measure how relevant your Association is to the member’s marketplace.
  • Report back regularly on how aligned the Association is with these metrics and key performance indicators at Board meetings.
  • Have ongoing strategic conversations about Industry or Professional challenges and opportunities.

Members hire relevant associations Relevance is about being connected to the member marketplace with resources geared toward helping your members overcome challenges & achieve success. Associations who utilize this approach understand that Members hire relevant Associations, which means these organizations are built to withstand downturns and thrive during healthy economies. What makes these Associations especially relevant is how their strategies and products position them as either “Industry or Profession solution partners” with their Boards and members:

members hire relevant associations

Heidi Biggs Brock

The Aluminum Association – Heidi Biggs Brock, President and CEO, works with her team to continually refine the organizations focus and stay connected with the Aluminum Industry’s evolving challenges and business outcomes. The Association utilizes actionable data to brainstorm with Executive Committee members about current emerging challenges to ensure that they are focused on quantifiable outcomes that move the needle for the Industry. The strategies that the organization develops have Key Performance Indicators and are reported through a Scorecard in the Aluminum Association’s Annual Report.

members hire relevant associations

 Donna Orem

National Association of Independent Schools – 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. In formulating its strategies, NAIS embraced an underlying premise that in today’s marketplace “people no longer buy products or services. Instead they hire them to make progress.” Based on the Clayton M. Christiansen “Jobs To Be Done” approach in his more recent book Competing Against Luck, 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 Association is led by its President Donna Orem.

Members Hire Relevant Associations

Melissa Hockstad

American Cleaning Institute – The organization is positioned to help its members overcome challenges and find pathways to business growth through each of the following Industry focused strategies:

  • Thought leadership and Industry promotion.
  • ACI Annual Convention that provides opportunities for the Industry to market and sell products. The most recent Convention had record setting attendance.
  • Industry centered Advocacy to help members protect their intellectual property and product category reputation.

The organization’s President & CEO, Melissa Hockstad, engages members on a regular basis as part of an organizational “listen in” program and connects with her Board to surface any new opportunities to support Industry growth.

members hire relevant associations

     Julia Hamm

The Smart Electric Power Alliance’s key focus is to bring all distributed energy resources to the conversation in order to develop, share, and build practical solutions for the entire Industry. The membership comprises utilities, large energy users, as well as for-profit and non-profit corporations and SEPA’s overall focus is on grid modernization. The Alliance conducts Industry focused Board meetings where executives share knowledge, address Industry challenges and devise solutions. In addition, the Alliance provides unbiased and actionable research and Advisory Services to Utilities to help them address the challenges of a clean energy landscape. Led by Julia Hamm, the organization’s President and CEO, the Alliance maintains its neutrality, does not advocate or take positions on issues, drive trends, or pick favorites.

Each organization’s Industry or Profession focused approached positioned them for a possible downturn because they understand that Members hire relevant Associations.

Members Hire Relevant Associations

As Associations think through a possible global slowdown, the 22nd PWC Annual Global CEO survey provides insights that could be beneficial in the rigorous relevance test that you are about to conduct. The survey reveals that in 2019:

  • Data about customers and clients needs and preferences is viewed as critically important in CEO decision making.
  • 436% increase in the number of CEOs who expect global economic growth to decline.
  • 16% decrease in CEOs who say they are “very confident” in revenue prospects for the next 12 months.
  • Some of the top ten threats include: over regulation, policy uncertainty, availability of key skills, trade conflicts, cyber threats, geopolitical uncertainty, protectionism, populism, speed of technological change, and exchange rate volatility.
  • CEOs seeking growth will pivot inward to drive revenue growth and focus on operational efficiencies, launch a new product or service, enter a new market, new mergers and acquisition opportunities, collaborate with entrepreneurs or startups, or sell a business.

members hire relevant associationsStrong U.S. economic performance shouldn’t shield concerns voiced by global CEOs who in many cases are Association dues decision makers. Reinforcing these results is the monthly Wall Street Journal Small Business Survey conducted by Vistage. Of those surveyed, 14%  expect the economy to improve while 36% expect it to worsen among owners of firms with revenues ranging between $1 and $20 million.  The PWC and Wall Street Journal surveys introduce new information that should be the impetus for your organization to conduct a rigorous relevance test soon.  Waiting only adds to your Association’s risk, the timing to transform your organization into an Industry or Professional Solution Partner is immediate. Note to self: Members hire relevant Associations.

To learn more about how your organization can become a relevant Association click here.

Members Hire Industry Advocacy and Promotion

October 30, 2018

industry advocacy and promotion

Since Executives are under constant pressure to produce results, it’s a safe bet they’re not looking for another business trip or a meeting to attend. What they are looking for are opportunities to address their company’s challenges and help position their Industry for growth. As Associations ponder their future strategies, the message is clear: Members hire industry advocacy and promotion.

Organizations who embrace the mantra that Members hire Industry advocacy and promotion are doing well. For example, the Global Cold Chain Alliance led efforts to achieve a decrease in the number of violations and OSHA fines per inspection. As part of the organization’s broader Industry promotion strategy, the organization recently released customer survey research and also produced the video, “We Are the Cold Chain”. This is helping the Industry position itself with its global customer base. GCCA is just one textbook case, several other organizations, including the American Bakers Association, the Association for Print Technologies, the American Staffing Association, and Jewelers of America are utilizing similar strategies.

Since Members hire Industry advocacy and promotion, the most successful organizations know how important it is to stay aligned with the Industries they serve. NMMA (National Marine Manufacturers Association) is a highly respected organization. With annual revenues reaching $66 million and a slate of offerings that align with their member’s challenges and outcomes, they pursued an opportunity to check in with their members through a Strategic Industry Business Planning process.

Members Hire Industry Advocacy and Promotion

Thom Dammrich

Led by Thom Dammrich, President and CEO, NMMA is inextricably linked with the Recreational Boating Industry. He consistently emphasizes “NMMA is the Industry, we don’t exist apart.” Over his twenty year tenure, Dammrich and his team utilized this strategic approach to achieve an Industry symmetry and build a launching pad to consistently move the needle for the Recreational Boating Industry. Offerings that reflect the Industry approach includes advocacy, Industry promotion, consumer boat shows, market research, and a trade show. Each aligns with protecting and promoting the Industry:

  • Advocacy is already a key NMMA deliverable; their policy and regulatory work connects to Industry business challenges.
  • In 2006, a Grow Boating Initiative was launched to raise consumer awareness, connect the Industry with prospective boaters, and to enhance the Boating Experience.

 members hire industry advocacy and promotionThe organization also collaborated through the Outdoor Recreation Industry Roundtable to achieve recognition for the Industry’s contribution to the U.S. Economy. Outdoor Recreation’s contribution is now regularly reported by the Bureau of Economic Analysis and the Department of Commerce. This recognition was announced in February 2018 and reflects years’ long work by all the Associations participating in the Outdoor Recreation Roundtable.

 

members hire industry advocacy and promotion

Robert Newsome

In October of 2017, the Board of Directors, the Executive Committee, a Board Task Force, and members of the Staff Leadership team launched their Strategic Industry Business Planning process. Thom Dammrich appointed Robert Newsome, Senior Vice President, Strategy, Engineering Standards & Membership to shepherd this important yearlong effort for NMMA. He coordinated an extensive process including: Board interviews, extensive Industry impact and engagement research and analysis, Task Force & Executive Committee consensus, and collaboration with the Association’s internal leadership team.members hire industry advocacy and promotionNMMA utilized survey research to understand its alignment with the Industry’s ”up-at-night” challenges and desired business outcomes. Part of that Industry alignment is reflected in several of the existing Association’s offerings:

  • Advocacy – Protecting marine businesses
  • Engineering Standards – Helping manufacturers provide safer products
  • Industry Research and Statistics – Timely data & insights to guide decision making
  • Boat Shows – Connecting the Industry with the boating consumer
  • Trade Events – Helping members generate sales, reach new markets & improve marine products
  • CSI – Continuous improvement to drive boater satisfaction
  • Communications – Maintaining a positive reputation for boating
  • Export Development – Expanding access to overseas markets
  • Grow Boating – Attracting the next generation of boat owners

Research Surfaces Additional Business Impact Opportunities members hire industry advocacy and promotionThe Task Force and Staff Leadership teams identified additional New Strategic Ideas to reinforce “NMMA is the Industry, we don’t exist apart”  strategy and provide increased support for the Industry:

  • Advocacy Offensive – Elevate NMMA’s presence and influence among key decision makers at the federal, state, local and international levels, to ultimately advance a protective and proactive agenda.
  • Retaining and Recruiting Boat Owners through focused Research & Industry Promotion:
    • The industry is well informed on the factors that lead to boater attrition and thus able to develop strategies and take action to slow boater attrition.
    • The industry has insights on ways to attract first time boat buyers.
  • Attracting a Competent workforce – The Recreational Boating Industry attracts and retains skilled labor to build product and address product downtime.
members hire industry advocacy and promotion

Bill Watters

“Throughout the past year, the strategic planning task force took a hard look at how the NMMA supports the industry to ensure we’re focusing resources where they’re needed most,” said Watters, president of Syntec Industries and immediate past chair of the NMMA Board of Directors. “The insights we received from hundreds of stakeholders across the industry really drove the direction of the plan and gave us the information we needed to carve out NMMA’s primary areas of focus for the next three years.”

 

industry advocacy and promotion

Further reinforcing the “NMMA is the Industry, we don’t exist apart” strategy, the Association built a bold positioning statement that demonstrates how impactful the organization intends to advance and grow the Industry over the next three years: “Recreational boating grows through a favorable business environment and is widely embraced as a preferred activity for recreation.”

members hire industry advocacy and promotion

Nicole Vasilaros

members hire industry advocacy and promotion

Carl Blackwell

On October 3, 2018, Robert Newsome, Senior Vice President, Strategy, Engineering Standards & Membership, Nicole Vasilaros, Senior Vice President of Government Relations and Legal Affairs, and Carl Blackwell, Senior VP, Marketing & Communications, and CMO, presented the proposed Strategic Industry Business Plan as approved by the Board Task Force to the Board of Directors.

The Board unanimously approved the plan and later approved funding to support the Strategic Initiatives over the next three years. In doing so, the board validated that when given the choice, Members hire Industry advocacy and promotion.

members hire industry advocacy and promotion

Ben Speciale

“While we weren’t surprised by the outcome, conducting the research allows us to better understand the impact and importance of NMMA’s existing programs and reaffirms our commitment in these areas,” said Speciale, president of Yamaha U.S. Marine Business Unit and chair of the NMMA Board of Directors. “The research also shined a light on opportunities that need additional investments within advocacy, keeping and attracting new boaters, and building a competent workforce. Over the next few years, the strategic plan will guide the association as it works to continue growing and protecting the industry while acting as a blueprint for the association’s leadership team.”

members hire industry advocacy and promotionmembers hire industry advocacy and promotionmembers hire industry advocacy and promotionmembers hire industry advocacy and promotion

Members Hire Industry Advocacy and Promotion

 members hire industry advocacy and promotion

Successful Associations are positioning themselves as “the Industry”. In doing so, they are building a symmetry for their organizations to serve as launching pads that consistently move the needle for an Industry and their members. This positioning is even more important today as economic cycles, political party control of the White House, the Congress, Governorships, and State Legislatures, can change as quickly as days in a week.

Association CEO’s who move in this direction will make their organizations more relevant and durable, and over time it will also unify the Industry that you represent. This strategic approach will likely energize member engagement and attract and retain members, too. In a time of increasing global economic and political uncertainty, no other approach could be more important for Association CEO’s and their senior management teams.

As his Association career comes full circle, Thom Dammrich’s overarching “NMMA is the Industry, we don’t exist apart” strategy reflects how organizations can thrive despite changes in political party control or economic cycles. It’s also a legacy and a valuable lesson for all current and aspiring Association CEO’s. Regardless of circumstances, Members hire Industry advocacy and promotion.

To learn more about how your organization can Leverage Industry Advocacy and Promotion click here.

Private Equity Hires Associations, Private Equity Fires Associations

August 2, 2018

Private Equity Hires Associations, Private Equity Fires Associations

The challenge for Association CEO’s is to understand how Private Equity Hires Associations, Private Equity Fires Associations. Simply put, the new Private Equity owners are not necessarily maintaining their Association memberships. Following the company purchase, new owners use concrete strategies that improve operations, products, revenues, and market position. Utilizing proactive and innovative strategies will determine whether or not Private Equity Hires Associations, Private Equity Fires Associations.

Private Equity Investment is ExplodingPrivate Equity Hires Associations, Private Equity Fires Associations

 

U.S. investment in Private Equity skyrocketed to $57 billion in the first quarter of 2018 alone. In 2017 there were 3,283 transactions in the United States, Private Equity Hires Associations, Private Equity Fires Associationstotaling $511.66 billion. These numbers reflect a post great recession high. Associations who haven’t yet experienced membership losses yet should expect to see these challenges land at their front door soon. Bobby Franklin, President & CEO, National Venture Capital Association (NVCA) in Washington, DC indicates that PE has the resources it needs to continue acquiring companies. According to PitchBook 2017 Annual PE and VC Fundraising report, Private Equity funds have almost $1 trillion in dry powder (investment capital) and that could foretell more company acquisitions.Private Equity Hires Associations, Private Equity Fires Associations

Private Equity Background and Their Objectives

Understanding the threat is the critical first step for Associations, notes Steve Caldeira, President & CEO of the Washington, DC based Household & Commercial Products Association (HCPA). Earlier in his career, Caldeira worked firsthand with Private Equity while at Dunkin’ Brands (2007-2009). The company was purchased by three PE Funds; Bain Capital, The Carlyle Group, and Thomas H. Lee Partners. It has been reported that each of the firms profited approximately $600 million upon sale of the company. Caldeira notes that these firms have a clear vision once they purchase companies:

  • Maximize return to its investors – Through due diligence and strategic rigor, they vastly improve the company’s operational performance and brand marketing to enable revenue growth and measurable profits to maximize its exit position.
  • Exit – Selling the company to a different firm or company or even possibly cashing out through an Initial Public offering.

Having this background is the starting point for the understanding of how and why Private Equity Hires Associations, Private Equity Fires Associations.

Private Equity Hires Associations, Private Equity Fires Associations: PE Too Has a Value Imperative

Nowadays executives don’t join anything without a direct connection to helping them achieve business outcomes. Busy executives will find other ways including starting their own coalitions or launching their own Associations to create an environment more conducive to business success. Private Equity is in many ways similar. Keep in mind that the key differences that define the Private Equity approach are highly disciplined strategies combined with a well established success formula for their investors. Understanding these differences will help Associations why Private Equity Hires Associations, Private Equity Fires Associations.

Two Steps to Engage Private Equity Owners

Steve Caldeira faced the Private Equity challenges as an Association Executive at two leading Trade organizations: International Franchise Association and now at the Household & Commercial Products Association. Understanding the Private Equity mandate, Caldeira applied a two step process that bridged critical gaps through an understanding of differences to work toward common goals:

  1. Early Engagement – Meeting with the new Private Equity owners to understand the regulatory and tax impediments that keep them up at night. Then mapping these concerns to the Association’s federal and state advocacy teams.
  2. Volunteer Leadership – Inviting new owners to participate on the Board of Directors (with a potential pathway to the Officer level) or to participate in key Association committees. These opportunities help the new owners leverage the Association as an extension of their firm’s business strategy. They also create understanding (as well as business to business opportunities) for promoting dialogue between Private Equity owed companies and other members of the Association.

Organizations, in addition to the International Franchise and Household & Commercial Products Association, are utilizing the board leadership opportunity in similar ways, with many PE owned companies sitting on Association Boards. Associations with PE owned companies sitting on Boards include:

These two approaches are effective strategies in so much as they are determining factors as to whether or not Private Equity Hires Associations, Private Equity Fires Associations.

Private Equity Owners Also Insist Upon Clarity and Deliverables

Private Equity Hires Associations, Private Equity Fires AssociationsCorey Rosenbusch, President & CEO, Global Cold Chain Alliance, Arlington, Virginia remains focused on the potential loss of dues and non-dues revenue as Private Equity companies consolidate memberships. Thanks to pro active strategies the Association has not lost a single private equity firm from membership when they entered the space.  Moreover, each of these companies have stayed engaged after they were purchased.

GCCA is delivering impressive results for Private Equity owned companies and overall membership through the mitigation of costs of regulatory compliance. For example, members achieved a decrease in the number of violations and OSHA fines per inspection.

Private Equity Hires Associations, Private Equity Fires Associations

The Association also identified two other high ROI opportunities to support the new Private Equity owners with:

  • Technical resources – Helping reduce costs.
  • Talent development initiatives – Assisting with workforce challenges.

Rosenbusch notes “GCCA continually identifies new and innovative opportunities to maximize the ROI for the organization and for our Private Equity owned members.”

Private Equity Hires Associations, Private Equity Fires Associations

Make no mistake about it, Private Equity is increasingly becoming a force to be reckoned with for all Associations. The high volume of available capital and Private Equity investors hungry for strong returns means Association CEO’s must create opportunities to engage their new Private Equity owners. Not doing so is risky and could result in considerable erosion of the membership base. Utilizing proactive and innovative strategies are the best tools that will determine whether Private Equity Hires Associations, Private Equity Fires Associations.

To learn more about how your organization can effectively work with Private Equity click here.

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”

Energizing Member Engagement

August 29, 2017

energize member engagement

Driving Sustainable Industry Growth Helps Trade Associations Energize Member Engagement 

With global economic uncertainty dominating most conversations, we’re learning that Trade Associations who drive sustainable industry growth are helping their organizations by energizing member engagement. Forward thinking CEO’s are utilizing Strategic Planning or Business and Engagement Planning to research Industry challenges and Business outcomes and then identify their Associations as extensions of Industries. By following this approach these Association Executives are now energizing member engagement.

Global Uncertainty is Not Going Away  

energizing member engagement

Despite eight plus years of growth in the United States and improving economic performance in Europe, challenges remain. A second quarter survey conducted by the Association of Finance Professionals reflects some of these concerns. According to the recently released results, “treasury & finance professionals remained apprehensive about the economy, and similar to last quarter, their organizations accumulated cash and short‐term investment holdings in response.”

Mixed Bag for Global Manufacturers

Although global manufacturers are experiencing improving conditions, there are reasons to maintain caution according to Chad Moutray, Energizing member engagementChief Economist for the National Association of Manufacturers (NAM). “It is clear that the global manufacturing sector has turned a corner, with improvements in demand and production seen in many key markets. As a result, the manufacturer outlook remains quite elevated and exports have increased this year – a nice turnaround after numerous challenges cited in the past two years. Yet, even with progress, business leaders are anxious for pro-growth policy changes, and geopolitical worries are also a constant source of uncertainty.”

Energizing Member Engagement is a Must for Trade Associations 

Regardless of global uncertainty, company executives face increasing pressure to deliver top line growth and earnings performance. How do Trade Associations utilize these factors to energize member engagement? By building Trade Associations that Drive Sustained Industry Growth.  Energizing member engagement in today’s world is so much more a journey than a destination. Why? Based on the current trajectory the complexity of Industry Growth Challenges will only increase. This means that Trade Association CEO’s who perceive these growth challenges as opportunistic for their organizations are on target to align themselves with the Industry challenges and Business outcomes that their members care the most about. In doing so, energizing member engagement becomes more about Industry Growth than it does about Trade Association performance.

Energizing Member Engagement Means You Are an Industry Growth Advocate

If members perceive your Trade Association as focused on what it must achieve instead of what the Industry must achieve, they are heading for the exit ramp. Organizations who want to energize member engagement must reposition the organization as an Industry growth advocate. This shifts the conversation, and demonstrates the return on member engagement that your members insist upon in an uncertain global environment.

Geopolitical uncertainty and technological disruption are dramatically changing Traditional Trade Association Strategic Planning processes. Static three year Strategic Plans are being replaced with a nimbler Business or Engagement Planning regimen.  It’s now about becoming an Industry Growth Advocate through a 3 step process involving direct engagement of your board, your members, Industry Suppliers, and Industry Customers that requires:

  1. Industry Survey Research – Comprehensive and segmented understanding of the challenges and growth opportunities in the Industry.
  2. Industry Brainstorming – Collaboration among your Board of Directors with your staff team to generate new ideas and approaches to address challenges and move the needle for the Industry.
  3. Industry Business & Engagement Planning – More Board collaboration to construct a nimble Business and engagement plan to address challenges and grow the Industry.

Once all the steps are completed, your organization is positioned as a flexible and thoughtful “Industry Growth” advocate.

Energizing Member Engagement

Why Your Trade Association Should Consider This Approach and Energize Member Engagement

It provides 3 reasons why your organizations should utilize this approach to Building Trade Associations that Drive Sustained Industry Growth:

  1. An actionable and data driven business plan reflecting the Industry’s challenges and desired Business outcomes.
  2. A more closely aligned organization connected with the Industry’s challenges and business outcomes.
  3. It delivers an environment where energizing member engagement becomes more likely.

CEO’s Who are Building Trade Associations that Drive Sustained Industry Growth & They Are Energizing Member Engagement

energizing member engagement

 

 

 

energizing member engagementCorey Rosenbusch, President & CEO, Global Cold Chain Alliance (GCCA) notes, “the impact beyond driving revenue was shifting our mindset and Strategic Plan from an inward focus to an outward focus, with an intended impact on member’s Business outcomes.” The organization’s mission now is to “grow the Industry and lead the cold chain.”

GCCA reinforces their plan to “Grow The Industry, Lead The Cold Chain, Develop Talent and Drive Supply Chain Profitability” with Key Performance Indicators. The Association is continually reinforcing its commitment to growth of the Industry. Two years ago, GCCA and United Fresh launched a Global Cold Chain Expo bringing customers together with Industries that are engaged in temperature controlled logistics. The organization is also launching an Industry customer survey to inform their members on current and emerging trends in food storage and logistics.

One of GCCA’s goals is to “Drive Supply chain profitability and do so by mitigating the cost of regulatory compliance.” The chart below will show how their Industry focus helped to achieve a decrease in the number of violations and OSHA fines per inspection.

energizing member engagement

 

Two years after their plan was approved, the Trade Association reports a 25% increase in revenue.

energizing member engagement

 

 

 

energizing member engagementThayer Long, President, NPES, The Association for Suppliers of Printing, Publishing and Converting Technologies, sought a data driven approach in order to energize member engagement by connecting his organization with Industry Challenges and outcomes. Reflecting upon the process, he notes “Our team is aligning itself with Industry and the entire value chain. Through this process we are well situated to have a major impact on Industry outcomes and results. We now can become the leader which our members and the industry need.”

NPES and its Board developed a Business plan geared toward moving the needle for the Industry. Leveraging Industry and Customer Survey Research the Staff Team and Board of Directors established 2 top priorities to help the industry improve its operating excellence and grow its top line revenue.

energizing member engagement

Along with his Senior Team, Thayer Long is also building a dashboard to serve as an Industry Alignment Index.  NPES will utilize these metrics and annual survey research to ensure that it remains laser focused on helping and supporting Industry growth.

energizing member engagement

 

 

energizing member engagement

 

energizing member engagement

In one of the oldest and most vital industrial segments, Bakers, Suppliers, and Retailers are seeking ways to achieve growth in a changing environment. The Baking Industry is an important driver of economic activity. Currently, it generates over $153 billion in economic activity annually with an employment base of 799,000 skilled people. In a period of disruption and evolving customer attitudes, the Association sought a data driven planning process to help them uncover future opportunities for the Baking Industry. From market disruption to evolving consumer attitudes, Robb MacKie, President & CEO of ABA sees a data driven planning and engagement process as essential for the Trade Association and for the Baking Industry.

Recently an ABA Task Force reviewed Industry Survey Data and Robb Mackie indicated that in an uncertain Business environment, “We needed to uncover critical challenges and new opportunities to support our Industry. Our Board Task Force is very impressed by the candor of our discussions and appreciates having an opportunity to identify new and different ways to help them achieve success.”

Energizing Member Engagement

For the Global Cold Chain Alliance, NPES, and the American Bakers Association energizing member engagement is connected to building Trade Associations that Drive Sustained Industry Growth. Utilizing Industry Survey Research, Industry Brainstorming, and an Industry Business and Engagement Planning approach, these Trade Associations are aligned with Industry Business Challenges and Growth Outcomes. In doing so, energizing member engagement and increasing Executive participation is much more likely.

This article reflects key insights shared by the participants (referenced in the article) and moderator (the author) at the “Building Trade Associations that Drive Sustained Industry Growth” Panel at the Council of Manufacturing Associations Summer Conference in Boston, Massachusetts, August 4, 2017. #NAMCMA. Left to right: Panel Moderator, Daniel A. Varroney, President & CEO, Potomac Core – Association Consulting, Panelists & CMA Members, Corey Rosenbusch, President & CEO, Global Cold Chain Alliance, Thayer Long, President, NPES, and Robb MacKie, President & CEO, American Bakers Association. 

 

energizing member engagement

 

 

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Data Driven Engagement

August 2, 2017

data driven engagment

Data Driven Engagement is the best bet for Associations seeking to accelerate member engagement. Getting and keeping members engaged will be even more challenging. Economic uncertainty stemming from political gridlock and geopolitical risk remains widespread as corporations continue to increase their cash reserves at a “faster rate than expected.” According to a survey conducted by the Association of Financial Professionals (AFP), “This marks the fifth consecutive quarter where organizations accumulated cash at a greater rate than they anticipated entering the quarter.” This means your Association needs to build strategies that help your members achieve their business and professional outcomes.

Rapidly Evolving Expectations

As corporations hold onto even more cash, Associations will need to dig deeper to understand what different segments of their membership need to either impact their career or their member’s business growth outcomes. In today’s world, many members are not interested in the standard and bundled benefits package. They are looking for opportunities to learn and share knowledge in the morning that they can apply later that afternoon. This requires a focused and Data Driven Engagement strategy.

One Size Fits None

 If Data Driven Engagement is the objective, then having the research to shape your decisions are critical to your Association’s success. Your organization should begin with a professional survey utilizing a Data Scientist. Why? This will help your Association obtain the actionable information that it needs to develop targeted, focused, segmented, and meaningful strategies.

This segmented audience profile will provide actionable information that guides your Association to:

  • Begin to understand each segment’s Professional Business outcomes & priorities.
  • Determine how members participate with your Association today.
  • Surface how they utilize social media to obtain or share knowledge.
  • Identify the Business & Professional outcomes they seek.
  • Determine whether they see a connection between their participation and the outcomes they must achieve.
  • See where else your members consume information and share knowledge.

Your Data Driven research should also determine:

  • Company size & location
  • Member role
  • Scope of member responsibility

Data Driven Engagement And Member Segmentation

Data Driven Engagement starts with developing member segmented profiles. Look for the career and Professional segments needed to address challenges and to work together with their peers to build solutions to Industry challenges. In doing so, you will lay the groundwork to create a unique experience for your members. Starting with your membership, you will be able to identify key trends and characteristics that can be developed into specific go to market strategies. Once you complete segmented member profiles you can utilize the same process for your prospective members.

data dri

Segmented Communication and Engagement Tactics

Data Driven Engagement takes shape as your Association develops your communication and engagement strategies by specific member segment. With your professional research and segmented profiles, your organization is on its way to developed the appropriate strategies to attract and accelerate member engagement.

Data Driven Engagement Strategies by Career Stage 

 Your Association can also utilize Data Driven Engagement strategies to structure and implement educational offerings. While most associations have educational offerings, they are not targeted to the needs of members at varying stages of their career. At each stage, there may be Professional developmental opportunities that members might obtain through your organizations training curriculum. That means your Association may have considerable opportunities to provide added value by creating programs that advance careers and help drive business outcomes for their companies.

Utilizing a Data Driven Engagement strategy, your Association is positioned to construct a career stage model to impact careers and increase the return on member engagement:

data driven engagement

Professional Development Solutions Provider

Organizations nowadays also have more opportunities to serve their membership as “Professional Development Solutions Providers.” For example, through a merger of the American Bakers Association and the Biscuit and Cracker Manufacturers’ Association, a “Cookie and Cracker Academy” was established. “The merger has given us an exciting opportunity to continue to enhance and develop an already impressive educational program that serves the needs of the membership,” said ABA President & CEO Robb MacKie. The program provides:

  • Entry Level Training Program– Addresses individuals new to the Industry by teaching the fundamentals all employees must know to work in a manufacturing environment.
  • The Intermediate Training Course – Offering expanded operations oriented instruction which is based on specific product types and/or the equipment used to produce it.
  • Experienced Professionals – Can utilize advanced instruction with the Cookie & Cracker Manufacturing Course, which includes the science and theory underpinning the complete process.

Utilizing Data Driven Engagement, ABA is utilizing Professional survey research to continue to hone & customize training options for Cookie and Cracker professionals.

Data Driven Engagement

Global uncertainty is still the eight hundred pound gorilla in the room for corporate decision makers.  According to S&P Global, Corporate Cash has reached $1.9 Trillion and Chief Financial Officers are hoarding even more cash. Executives won’t engage unless the activity helps them learn something that morning that they can apply that afternoon. If your Association is committed to accelerating member engagement, it will require a comprehensive Data Driven Engagement planning and implementation strategy.

data driven engagement

 

 

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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

 

 

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