Thursday, March 31, 2011
Volunteer Development: Coaching
This article by Rick Moyers of philanthropy.com suggests another role for C6Support. Contact me to discuss the opportunity. http://linkd.in/c6coach.
Saturday, February 12, 2011
The Newsletter
The primary objective of a trade association newsletter is to get read by the members.
I know this sounds logical and simple but members have no time for fluff and already they are being blasted with print, web, email, social media, video, TV and road signs that are crowding away the attention they can give you.
Put yourself in the member's shoes: Would YOU look forward to getting YOUR newsletter and would you read it as soon as you received it? You wouldn't if it hadn't already established credibility and interest with previous editions. And you would not turn the page on this one if it didn't impress you from the front cover.
This presents a dilemma for state associations. The association needs to communicate to its members but members may not believe they absolutely need to hear from you. At the very least, you must put your name and image in front of members so they don't forget that they are members and likely to forget why they should renew at the next notice. Most importantly, the association will have events, products and programs in which YOU want them to participate... But they may not see an immediate need to participate. So YOUR need, alone, is not enough to get THEM to open and read YOUR newsletter.
The key, then, is to make it OUR newsletter. To do that you must build a reputation that the newsletter is more valuable to them, the member, than it is to you, the association.
To create that value you need to know what gets the member's attention. Take a lesson from the retail media. They use drama, tragedy, controversy and celebrity to sell attention. Why do you think grocery stores put People Magazine and the Inquirer at the checkout counter? They know who their customer is and the majority of female customers know that those front-and-center publications are packed with drama, tragedy, controversy and celebrity. Often the grocery customer does not even wait to get through the checkout line before they have opened that publication. Do your members react that way with your newsletter when it hits the inbox? Congratulations to you if they do.
If they don't, try introducing these elements into your publication:
Contact me if you want to know more about Newsletters. Contribute your comments to this blog and help me learn more about the subject, as well.
I know this sounds logical and simple but members have no time for fluff and already they are being blasted with print, web, email, social media, video, TV and road signs that are crowding away the attention they can give you.
Put yourself in the member's shoes: Would YOU look forward to getting YOUR newsletter and would you read it as soon as you received it? You wouldn't if it hadn't already established credibility and interest with previous editions. And you would not turn the page on this one if it didn't impress you from the front cover.
This presents a dilemma for state associations. The association needs to communicate to its members but members may not believe they absolutely need to hear from you. At the very least, you must put your name and image in front of members so they don't forget that they are members and likely to forget why they should renew at the next notice. Most importantly, the association will have events, products and programs in which YOU want them to participate... But they may not see an immediate need to participate. So YOUR need, alone, is not enough to get THEM to open and read YOUR newsletter.
The key, then, is to make it OUR newsletter. To do that you must build a reputation that the newsletter is more valuable to them, the member, than it is to you, the association.
To create that value you need to know what gets the member's attention. Take a lesson from the retail media. They use drama, tragedy, controversy and celebrity to sell attention. Why do you think grocery stores put People Magazine and the Inquirer at the checkout counter? They know who their customer is and the majority of female customers know that those front-and-center publications are packed with drama, tragedy, controversy and celebrity. Often the grocery customer does not even wait to get through the checkout line before they have opened that publication. Do your members react that way with your newsletter when it hits the inbox? Congratulations to you if they do.
If they don't, try introducing these elements into your publication:
- Look professional
- Members are celebrities. Use their pictures frequently. Highlight their names in text.
- Limit advertising. No ads larger than a half page placed on odd-pages for optimum exposure.
- Newsletters are for news. Think USA TODAY: headlines and short stories. Feature articles belong in magazines and website files. And remember that magazines are the domain of professional industry publications that you are not likely to ever beat at their game.
- News is timely. If you write your March newsletter in January and the member receives it in April, you have failed this test. Report no news older than 30 days and try to get the February newsletter in their hands before the 2nd or 3rd of February.
- Include compelling monthly sections or elements like Member News, Industry Calendar, Legislative Report, New Members. If you are really brave and confident in the value of your association you might provide a Notice of Lost Members that plays to the People Magazine motives in all of us.
- Sound professional: no misspelled words or poor grammar.
- Be brief and well organized. You will be very lucky to get one minute of your member's attention. If you are really good they will circle something and pass it on to others, take it home to read further on their time or file it for future reference.
Contact me if you want to know more about Newsletters. Contribute your comments to this blog and help me learn more about the subject, as well.
Wednesday, January 5, 2011
Consolidating (merging) trade associations
Consolidating two competing trade associations into one stands right up there with negotiating a Middle East peace and American political debate: Parties often focus too much on what separates them than on what successful solution could grow from constructive collaboration.
It is this protectionist, defensive attitude that makes consolidation of two independently healthy associations almost impossible. Often they must wait until one or the other are financially broke which turns a consolidation of proud equals into a merger with one eating the other.
Whether they realize it or not, negotiators and voters in either association have four perspectives to consider in their decisions: Is this good for (1) our industry, (2) the members of our current organization, (3) our current organization, or (4) me personally? It's my opinion that these considerations are in the correct order. Ultimately if the results of any decision are not good for their industry, the supporting organization will fail as a trade association and may survive only as a club.
It is this protectionist, defensive attitude that makes consolidation of two independently healthy associations almost impossible. Often they must wait until one or the other are financially broke which turns a consolidation of proud equals into a merger with one eating the other.
Whether they realize it or not, negotiators and voters in either association have four perspectives to consider in their decisions: Is this good for (1) our industry, (2) the members of our current organization, (3) our current organization, or (4) me personally? It's my opinion that these considerations are in the correct order. Ultimately if the results of any decision are not good for their industry, the supporting organization will fail as a trade association and may survive only as a club.
Tuesday, August 31, 2010
Projects Unique to State Associations
State association's act with different priorities and with a more specific geographic scope than do national associations. Two great opportunities for the State Association CEO are to (1) attract national resources to benefit their local industry and (2) expose the association's local experts to the national stage.
Attracting resources can include promoting your state for national associations and businesses to bring their events to your area where state association members may have access to national experts and celebrities. This could be the only opportunity for remote small businesses to enjoy infamous industry educators without spending the time and money to travel.
State associations often represent the small business entrepreneur who employ experts acting at the front-lines of their industry. National (and even international) efforts often seek out those local entreprenuers and experts who, by nature, are flying under the radar. An alert state association identifies the local talent and actively connects that talent to the national projects that need them.
Attracting resources can include promoting your state for national associations and businesses to bring their events to your area where state association members may have access to national experts and celebrities. This could be the only opportunity for remote small businesses to enjoy infamous industry educators without spending the time and money to travel.
State associations often represent the small business entrepreneur who employ experts acting at the front-lines of their industry. National (and even international) efforts often seek out those local entreprenuers and experts who, by nature, are flying under the radar. An alert state association identifies the local talent and actively connects that talent to the national projects that need them.
Sunday, August 1, 2010
Sample Strategy and guidelines for Group/Affinity Services
[Association]
Guidelines for Endorsed Member Services
As established by the Board of Directors, [date]
[Association] wishes to attract vendors of business products and services into a marketing partnership if that vendor views, as a primary market, the [description of the association membership]. The opportunity to partner with [ASSOCIATION] exists in the following three levels:
a. Membership: Any vendor offering any program may join [ASSOCIATION] as a vendor member so long as they are willing to pay dues and seek to sell their program to [ASSOCIATION] members. There is no specific or inferred endorsement by [ASSOCIATION] of vendor members just because they are members.
b. Member (non-exclusive) endorsement: Any member vendor nominated for endorsement by at least one [ASSOCIATION] regular member may apply to the Board for a non-exclusive endorsement where the vendor has agreed to meet sections 1, 2 and 4 of the Definitions & Guidelines for Program Endorsement (following page). Vendors recognized with a non-exclusive endorsement may, at their option offer one or more benefits listed in section 3. However, Vendors with a non-exclusive endorsement must sponsor ad space and a yellow page listing in the Annual [ASSOCIATION] Reference Directory. Further, they are encouraged to participate in and sponsor as many other [ASSOCIATION] events and projects as possible.
c. Preferred Vendor Endorsement: Any member vendor may apply to the [ASSOCIATION] board for endorsement as a [ASSOCIATION] Preferred Vendor. At a minimum, a successful vendor will meet all requirements specified in the four sections of the Definitions & Guidelines for Program Endorsement. A Preferred Vendor may be granted Exclusive status in the specific member benefit program as defined by the Board if the Board determines it worthy on the strength of it’s member benefit (section 3 of Definitions..) and it’s ability to sell and service all [ASSOCIATION] members. Exclusive status does not prevent other vendors of like programs to be members of [ASSOCIATION] but no non-exclusive or Preferred Vendor (in that program) will be authorized without the prior approval of the exclusive Preferred Vendor. These requests may be made for reasons including geographic or business type coverage.
Definition and Guidelines For Program Endorsement by [Association]
(1) A program must be applicable and available to a majority of [ASSOCIATION] member businesses. (If any members are excluded due to business type or geographic coverage, the benefit to the member and [ASSOCIATION] must be worthwhile. If necessary, other vendors may be sought to round out coverage to the excluded members without affecting our agreement with the original vendor.)
(2) A program and its vendor must reflect and even enhance [ASSOCIATION]’s image of quality and value.
(3) A program should meet the member benefit test in at least one of the following:
a. The program offers a business an exclusive and substantial savings as compared to the general price available to that business through that vendor or other like competitors.
b. The program offers a [ASSOCIATION] member unique access to its benefits such that a member would not enjoy this benefit if [ASSOCIATION] did not endorse it.
c. The program offers a [ASSOCIATION] member a significantly valuable premium product or service not available without an endorsement from [ASSOCIATION].
d. The program offers [ASSOCIATION] a royalty and/or agrees to support [ASSOCIATION] through membership and sponsorships to the extent appropriate to the value a vendor would derive from [ASSOCIATION] endorsement. ([ASSOCIATION] protects its non-profit status if it is not responsible for the marketing of the program. [ASSOCIATION]’s role is limited to listing the program and its vendor among the member benefits and to distributing program materials upon member request, in new member packets or in periodic announcements.)
(4) The vendor of any program endorsed by [ASSOCIATION] must conform to the following code of ethics:
a. Make no false promises or claims in advertising
b. Provide prompt and courteous response to requests for quotes
c. Keep appointments as agreed or reschedule in a timely and professional manner.
d. Provide adequate time to address all member concerns.
e. Maintain valid licenses as established for your business.
f. Seek 100% member satisfaction.
g. Make no proposal that is not in the best interest of the member.
h. Be honest and professional in all matters with the member and [ASSOCIATION].
Guidelines for Endorsed Member Services
As established by the Board of Directors, [date]
[Association] wishes to attract vendors of business products and services into a marketing partnership if that vendor views, as a primary market, the [description of the association membership]. The opportunity to partner with [ASSOCIATION] exists in the following three levels:
a. Membership: Any vendor offering any program may join [ASSOCIATION] as a vendor member so long as they are willing to pay dues and seek to sell their program to [ASSOCIATION] members. There is no specific or inferred endorsement by [ASSOCIATION] of vendor members just because they are members.
b. Member (non-exclusive) endorsement: Any member vendor nominated for endorsement by at least one [ASSOCIATION] regular member may apply to the Board for a non-exclusive endorsement where the vendor has agreed to meet sections 1, 2 and 4 of the Definitions & Guidelines for Program Endorsement (following page). Vendors recognized with a non-exclusive endorsement may, at their option offer one or more benefits listed in section 3. However, Vendors with a non-exclusive endorsement must sponsor ad space and a yellow page listing in the Annual [ASSOCIATION] Reference Directory. Further, they are encouraged to participate in and sponsor as many other [ASSOCIATION] events and projects as possible.
c. Preferred Vendor Endorsement: Any member vendor may apply to the [ASSOCIATION] board for endorsement as a [ASSOCIATION] Preferred Vendor. At a minimum, a successful vendor will meet all requirements specified in the four sections of the Definitions & Guidelines for Program Endorsement. A Preferred Vendor may be granted Exclusive status in the specific member benefit program as defined by the Board if the Board determines it worthy on the strength of it’s member benefit (section 3 of Definitions..) and it’s ability to sell and service all [ASSOCIATION] members. Exclusive status does not prevent other vendors of like programs to be members of [ASSOCIATION] but no non-exclusive or Preferred Vendor (in that program) will be authorized without the prior approval of the exclusive Preferred Vendor. These requests may be made for reasons including geographic or business type coverage.
Definition and Guidelines For Program Endorsement by [Association]
(1) A program must be applicable and available to a majority of [ASSOCIATION] member businesses. (If any members are excluded due to business type or geographic coverage, the benefit to the member and [ASSOCIATION] must be worthwhile. If necessary, other vendors may be sought to round out coverage to the excluded members without affecting our agreement with the original vendor.)
(2) A program and its vendor must reflect and even enhance [ASSOCIATION]’s image of quality and value.
(3) A program should meet the member benefit test in at least one of the following:
a. The program offers a business an exclusive and substantial savings as compared to the general price available to that business through that vendor or other like competitors.
b. The program offers a [ASSOCIATION] member unique access to its benefits such that a member would not enjoy this benefit if [ASSOCIATION] did not endorse it.
c. The program offers a [ASSOCIATION] member a significantly valuable premium product or service not available without an endorsement from [ASSOCIATION].
d. The program offers [ASSOCIATION] a royalty and/or agrees to support [ASSOCIATION] through membership and sponsorships to the extent appropriate to the value a vendor would derive from [ASSOCIATION] endorsement. ([ASSOCIATION] protects its non-profit status if it is not responsible for the marketing of the program. [ASSOCIATION]’s role is limited to listing the program and its vendor among the member benefits and to distributing program materials upon member request, in new member packets or in periodic announcements.)
(4) The vendor of any program endorsed by [ASSOCIATION] must conform to the following code of ethics:
a. Make no false promises or claims in advertising
b. Provide prompt and courteous response to requests for quotes
c. Keep appointments as agreed or reschedule in a timely and professional manner.
d. Provide adequate time to address all member concerns.
e. Maintain valid licenses as established for your business.
f. Seek 100% member satisfaction.
g. Make no proposal that is not in the best interest of the member.
h. Be honest and professional in all matters with the member and [ASSOCIATION].
Marketing Materials
Don't ever do an ad without tieing it to a campaign. And don't expect a prospect to join if you have not first run them through the first 3 of 4 steps in the buying decision: aware, accept, prefer, buy.
A similar progression of steps is necessary for effectiveness in your advertising materials. Depending on what stage of the buying decision you are addressing, your marketing effort steps through attention, interest and desire before you can be effective in producing action (the sale).
Think about it: You don't know what you don't know. If you were not aware of a product or service in the first place you would not even know to consider buying it. So a potential customer must first be made AWARE of you.
Once aware, that customer will likely view you as one competitor in a list of options for your product or service. Until they ACCEPT you as a valid competitor you cannot get their ATTENTION for what you sell.
Against all their options for your product/service it is your job to convince them you are better. When they PREFER yours against all others you may INTEREST them in you.
Finally, when they know and appreciate you for what you offer, your approach can be more direct. Turn up the heat and invoke their DESIRE to BUY.
Seldom will one membership sales piece bring in a member. An AWARENESS flyer or webpage gives necessary information about you. This may attract an occassional member when the prospect came looking for you but don't count on it to produce numbers. At the other end of advertising, a special-offer will fly high over the head of the unaware and unaccepting. Take your time and help your prospects come to their decision to join.
A similar progression of steps is necessary for effectiveness in your advertising materials. Depending on what stage of the buying decision you are addressing, your marketing effort steps through attention, interest and desire before you can be effective in producing action (the sale).
Think about it: You don't know what you don't know. If you were not aware of a product or service in the first place you would not even know to consider buying it. So a potential customer must first be made AWARE of you.
Once aware, that customer will likely view you as one competitor in a list of options for your product or service. Until they ACCEPT you as a valid competitor you cannot get their ATTENTION for what you sell.
Against all their options for your product/service it is your job to convince them you are better. When they PREFER yours against all others you may INTEREST them in you.
Finally, when they know and appreciate you for what you offer, your approach can be more direct. Turn up the heat and invoke their DESIRE to BUY.
Seldom will one membership sales piece bring in a member. An AWARENESS flyer or webpage gives necessary information about you. This may attract an occassional member when the prospect came looking for you but don't count on it to produce numbers. At the other end of advertising, a special-offer will fly high over the head of the unaware and unaccepting. Take your time and help your prospects come to their decision to join.
Using Technology
I.T. managers aren't going to like this idea: I.T. may be responsible for the network, hardware and operating systems but they should only be consultants and support for the applications necessary to run your organization. This means that the membership department is the lead for buying and maintaining the association database management system, the meetings department owns responsibility for the event/registration software and the website is the kingdom of communications expert.
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