Bottom Line Briefing - February 2006
 |
Oregon Society of Association Management |
|
|
|
|
| February 2006 Issue
|
| Affinity marketing programs have been a long-standing source of non-dues revenues for associations. While this month's Quick Poll asks "What affinity program do your members utilize most?" we'd love to hear more details from you directly. Simply reply to this email and let us know what products and services you've selected, what your members like and don't like (and how you measure that), how you market these member benefits, and what challenges you face stimulating their usage. Thanks! |
|
|
|
|
COMMUNICATIONS & TECHNOLOGY |
|
|
Seven Steps for Optimizing Your Business' Internet Presence
|
|
|
Sabre Mtgs. Tech Tool Yields Savings
|
|
|
5-Minute Interview - Pat Grayson
|
|
|
LEADERSHIP & CHAPTER MANAGEMENT |
|
|
Drawing the Line: Board and Staff
|
|
|
Association Governance: Board Management Basics
|
|
|
Aiming for Transparency
|
|
|
What's New With Nonprofits
|
|
|
EDUCATION & EVENTS |
|
|
Writing a Post-Con Report
|
|
|
Effective Trade Show Displays Can Drive Marketing Efforts
|
|
|
Let's Make a Deal! Savvy Planners Reveal Their Strategies for Uphill Negotiations
|
|
|
Let's Meet
|
|
|
MEMBERSHIP BENEFITS |
|
|
A Sliver, a Slice, a Sector
|
|
|
CEA and NASBA Strengthen Ties
|
|
Seven Steps for Optimizing Your Business' Internet Presence
Information, Inc. (02/06/06) ; Corbin, Kenneth
The Web is an indispensable marketing tool too powerful to ignore. Regardless of its size, no business can operate without a Web presence and expect to rise to the top of its field. Nevertheless, many marketers are unfamiliar with the best practices for building a polished, professional Web site that will directly help businesses achieve their goals. But how can you build a Web site that will make your business stand out amidst an increasingly cluttered Internet? Although there is no comprehensive blueprint that guarantees success, there are seven essential steps that will help your business vault ahead of the competition. For starters, keep it simple and focus on creating an engaging home page since it is the single most important element of any Web site. Content is also key, but it should be clearly written and contained within text blocks of 250 words or less. Navigating your site should be easy and transparent, while a focus on branding will help ensure that visitors remember the site after they leave. Optimizing your site to rank high on search engine listings is also crucial. Search Engine Optimization (SEO) success is based on using the most important, relevant keywords in the site's title, along with clear concise text with many keywords that appear on every page. Cross-marketing is also important, as the company's Web site address should appear on all marketing materials and letterhead and be mentioned in any print, TV, or radio advertising. Finally, professionalism should pervade the site, since misspellings or other mistakes will reflect poorly on the business. |
Sabre Mtgs. Tech Tool Yields Savings
Business Travel News (01/23/06) ; Dosh, Corrie
Extreme Networks has managed to save 15 percent of its spending on meetings over the past three years by adopting meetings management technology, which has enabled Extreme to improve data consolidation, cut down on outsourcing costs, and increase senior management's involvement in expense monitoring. All of the company's meetings have stayed under budget since it began using the DirectMeetings tool from Sabre's GetThere. Though the company mainly adopted the tool in an effort to save time, the resulting cost savings quickly outstripped expectations. The clarity that the tool provided into the company's meetings management prompted them to adopt a formal policy, under which meetings must always be booked through the tool and every contract reviewed by management. The tool enables the company to know precisely the amount it spends on meetings. The technology also integrates with employee profiles on Extreme's transient system. |
5-Minute Interview - Pat Grayson
FundRaising Success (01/06) ; Santicola, Abny
In an interview, Pat Grayson, Executive Director for Development for the Children's Aid Society, discusses the role of email campaigns at her organization, which she says largely uses them to notify donors about its activities. This includes "save the date" messages for different fundraising events and correspondence about roundtable events. According to Grayson, "Our extensive donor base provides us with a list of people who have already opted in, and the blasts that we send out are really to let them know what's happening, and we don't really say, 'OK, send us your money.'" Recipients of the email campaigns are major individual donors with whom the group has a relationship and who have requested emails. She adds that younger donors with greater Internet savvy have generally asked the organization simply to email announcements or electronic invitations. "In terms of our donor base, it's under 1,200 that we actually send the e-mails to," she says, adding, "We have just under 5,000 e-mails on our database but just under 1,200 of those are current donors and the others include volunteers." Grayson says that the organization makes sure to emphasize its privacy policy in its emails, as well as the choices that recipients have for how they would like to be contacted and whether they would prefer to opt out. She also recommends using messages that are uniform and consistent, with consistency throughout email, direct mail, and other public-relations and fundraising efforts. |
|
Drawing the Line: Board and Staff
Associations Now: Ideas Into Action (01/01/06) Vol. 2, No. 1, P. 53 ; Block, Jean
It is important for an association's board to clearly establish its role within the association as well as the role of the staff, in order to minimize clashes between the two groups. In order to prevent such a conflict, the board should give new board members a formal orientation as a group in order to acquaint them with their proper roles within the association. Then, on an individual basis before a board member joins a committee or undertakes a project, the board member and key staff liaison should have a frank conversation about expectations. Board and staff members should clarify how each sees the task ahead, what the board member is expected to actually do, and the best way to communicate about problems or progress. After doing this, the board can put in context the clearly defined legal parameters it should operate within. For example, board members must know the legal and fiduciary responsibilities of their role as governors, put the association's needs before their own business or personal needs, and ensure that the association addresses and fulfills its mission or statement of purpose in everything it does. Although these parameters suggest that the board's primary mission is not necessarily to "do" but to "think," it is acceptable for board members to help staff members when asked. If a board member is asked to contribute his personal or professional expertise, it should be done in the role of a volunteer and not a board member. When helping staff, a board member should clarify where his role within the association begins and ends before stepping out off the governing role and into the helping or doing role. Board members should then quickly step back into their governing role after lending their assistance. |
Association Governance: Board Management Basics
Association News (01/06) Vol. 30, No. 1, P. 22 ; Seely, James
Perhaps one of the most important distinguishing characteristics an association possesses when it comes to governance is whether it is an incorporated or unincorporated association. One of the biggest advantages of being incorporated is that a member enjoys limited liability, in the sense that member's liability for debts is limited to those the member incurs, and does not extend to the debts of the association. But in exchange for this limited liability, each member gives up a role in the direct governance of the corporation/association to a Board of Directors, although members may choose the board and may recall individual members of the board. Unlike unincorporated associations--in which members have unlimited authority to act on behalf of the organization--members of incorporated associations have no direct role or responsibility in governance. Incorporated associations also share a number of certain governance characteristics. All of these associations have articles of incorporation, which is the seminal corporate document that takes precedence over all corporate documents, including bylaws. Boards of incorporated associations also develop policies based on an association's experience and are used to guide its operations. These policies can be extremely useful in explaining and interpreting bylaw provisions that are written in more general terms and to provide guidance for administrative implementation. Finally, all boards of incorporated associations take legal action at a duly constituted meeting by adopting resolutions by vote. The resolution, when properly adopted, constitutes the official action of the board and is legally binding on the association and all its members. |
Aiming for Transparency
Modern Healthcare (01/09/06) P. 18 ; Mantone, Joseph
The Health Industry Group Purchasing Association (HIGPA) has sought to improve transparency with its reorganization of its governance and finance structures, but it is still not clear whether this will lure non-member group purchasing organizations (GPOs). In the past, some people saw HIGPA as being too close to the supplier side of the industry, but suppliers are now forbidden from being part of HIGPA's board, although they can join as affiliate members. GPOs' dues and suppliers' dues will be kept in separate accounts, and the suppliers' dues will fund none of the HIGPA lobbying efforts, instead being directed into a research arm called the Supply Chain Institute that will have a governance structure of its own. The association board will now have 12 members from the GPO industry or from healthcare systems, as well as one outside director, a change from the previous arrangement in which four of the 19 board members were representatives of suppliers. Broadlane, one of the largest non-HIGPA GPOs, will be discussing the new structure with the association and consider rejoining, about three years after having left HIGPA because of concern about suppliers' financial and governing influence. HIGPA chairman Al LoBiondo, who is also the Greater New York Hospital Association's vice president of supply chain management, said non-HIGPA GPOs have given indications that they want to see how the changes are adopted before they join. Among the current threats to the GPO industry is another hearing into their practices by a Senate Judiciary Committee antitrust subcommittee, and a new GPO alliance called the Healthcare Group Purchasing Industry Initiative has been formed in an effort to develop ethics best practices for the industry and ward off possible legislation. This initiative is separate from the trade association, but they could work together in the long term, according to HIGPA board member and Novation executive Jody Hatcher. |
What's New With Nonprofits
TM Tipline (01/11/06) ; Gill, Tracy A.
Nonprofit groups had a big year in 2005, a year in which several national disasters around the world brought a great deal of attention to relief organizations, while Web-based fundraising came into its own during 2005 as well. Nonprofits' direct-mail efforts were largely business as usual during the first three quarters of the year, however, with volume up only slightly while mailing formats and tactics were largely consistent as well. The use of premiums rose only slightly, with bags and books being the most popular items, while the use of "freemiums" actually decreased slightly; labels remained the most popular type of "freemium," but there has also been greater use of cards, notepads, calendars, and magnets. Nonprofits make some of the most extensive use of personalization of any sector of the direct-mail industry, with nearly 50 percent doing so. Some organizations are increasing their personalization efforts as well, with the National Audubon Society even personalizing the "ask strings" with which the group requests donations. "We ask people for their highest previous contribution," says Audubon marketing manager Mike Tolen, "then one-and-a-half times that, two times that, and then there's always an open-ended 'other' for people to write in an amount." Looking at ask strings generally, nonprofit mailers generally seem to prefer as few donation levels as possible, frequently using three or four levels with a few using five or six. Nonprofits also tend to avoid using self-mailer formats, with organization newsletters and magazines making up most of the use of self-mailers by nonprofits. |
|
Writing a Post-Con Report
Meetings Midamerica (02/06) Vol. 3, No. 1, P. 7 ; Wierzgac, Michele C.
While many people may be put off by the task of writing a post-conference report, the job nonetheless needs to be done, because it helps top officials and the rest of the organization understand the conference's success as well as the efforts the organizers put into handling the complex job of meeting planning. The importance of the post-conference report lies in its ability to preserve key details for historical purposes--such as the successes of the conference, the highlights of the location, the return on investment, and the aspects of the event that worked well--as well as to help determine whether the organization should continue to hold the conference. It is important to create a report whose presentation style matches the client's or organization's culture; for example, it could be a one-page memorandum, it could be a lengthy and illustrated report, or it could be a simple PowerPoint presentation. The report's executive summary should provide a concise summary and conclusion of the entire report's most important elements, and it should be well-written because it is the first--and sometimes the only--part of the report an executive reads. The report should also include a list of the meeting planning staff members' names, roles, and responsibilities, and it can be a good idea to include detailed timelines as well. Demographics can help understand the types of people who came to the conference and indicate some of the success or failure the conference. There should also be a summary of face-to-face meetings after the conference, both formal and informal, as well as conference documentation--such as publicity materials and press coverage--and a budget report. |
Effective Trade Show Displays Can Drive Marketing Efforts
Workplace Substance Abuse Advisor (01/06) Vol. 20, No. 5, ; Wheeler, Dick
Trade shows have become a valuable tool for marketing-oriented companies by luring decision-makers, influencing purchasing decisions, and providing a point of contact for new customers, concludes a recent survey by Exhibit Surveys. Experts say companies should look at trade shows as a way to display their most valuable product or service. It is suggested that companies choose trade shows that their target market and competitors are most likely to attend and plan ahead to get a good location for their trade show booth. Custom, custom modular, and portable are the three basic categories of trade show booths. Industry experts say the trade show display should be dramatic and creative. Dead-end aisles, freight doors, poorly lit corners, and obtrusive columns should be avoided if possible. Companies are encouraged to gather statistics for show attendance as well as a profile of attendees. Objectives and reasonable goals should be prepared for lead development as part of an overall marketing plan. Buyers need to be identified, unqualified buyers need to be weeded out, and the results should be measured. It is important for companies to follow up with all their sales leads after the show is over by responding to top level "A" prospects immediately and then moving on to the "B" level prospects. Trade show sales leads are closed in half the time and nearly half the cost as leads from other places, according to trade show industry research. |
Let's Make a Deal! Savvy Planners Reveal Their Strategies for Uphill Negotiations
Successful Meetings (01/06) ; Welch, Sara J.
Hotel industry analysts predict that the cost of planning meetings will continue to increase in 2006, making effective negotiating more vital than ever before. Houston planning company On-Site Partners owner Sharmagne Taylor recommends remembering the other party's interests when conducting negotiations. She saves time as well by conducting her first negotiation by email, in which she introduces her group, what it represents, what it needs, and asks if the other party can fill the requirements. Vicki Betzig, president of Meetings Industry Consulting, notes that the steepest profit margin for hotels is on guest rooms, so during the current seller's market she negotiates other items instead, such as a free continental breakfast and free parking, in order to keep total meeting expenses in line. Betzig makes certain to have any "comped" rooms that are earned following her cutoff date credited to the master account. Cindy Stark, who manages a major technology conference for Chicago association management company SmithBucklin, suggests negotiating face-to-face instead of over the phone. She also finds that limiting her choices to just two cities can create better bids. |
Let's Meet
Associations Now: Ideas Into Action (01/01/06) Vol. 2, No. 1, P. 58 ; Schlegel, John F.
There are several techniques meeting chairs can follow to help make their meetings productive and even enjoyable. First, chairs should open their meetings on time, even if it means starting without people who are late. This demonstrates respect for those who arrive on time and sends a powerful message to those who are late. Chairs should also understand that their role in the meeting is to bring out the best in the group, not to simply have the group ratify their ideas. To accomplish this, chairs should make sure that all sides are heard and that no one side dominates the conversation, monitor participation to make sure everyone speaks at least occasionally, and periodically summarize what has been said and what decisions need to be made. In addition, chairs should try to build a consensus with the group instead of insisting upon unanimous decisions. Many discussions go on too long because the chair is unwilling to seek consensus rather than unanimity. Finally, chairs should close the meeting by recapping all decisions and noting other things the meeting accomplished, verifying assignments and due dates, making sure that attendees understand the next steps that need to be taken, and sincerely thanking attendees for their participation in the meeting. |
|
A Sliver, a Slice, a Sector
Associations Now (01/06) Vol. 2, No. 1, P. 61 ; Yoho, Karen
Two sure signs that an association needs to make some changes are declines in membership and demand from nonmembers to get in on the action. Some associations have begun revising their entire membership-category portfolio in an effort to identify people with similar traits in diverse professions, open up membership to relevant vendors, or to realign membership with the mission of the organization--or realign the mission with the membership. For example, the American Society of Travel Agents, responding to a travel industry that has been changed greatly by the Internet, is revamping its business plan to consist of "premium" and "core" membership categories. This will enable most current members to gain greater information access with lower dues while some members may benefit from more personalized or "concierge" services. Meanwhile, the American College of Cardiology has opened up its membership to non-physicians for the first time, creating a Cardiac Care Associates category for nurses, nurse practitioners, physician assistants, and clinical nurse specialists. These professionals are being attracted by the advanced cardiovascular education offered by the organization, which is also working with the American Nurses Credentialing Center to offer continuing education units. Finally, the International Society for Pharmaceutical Engineers is working to further broaden its international membership by creating a new "Emerging Economy" membership, enabling people in emerging countries such as India to pay individual dues of just 30 euros, compared to the usual dues of 140 euros. "At the same time," says the association's director of membership services, Linda G. Brady, "we created membership categories for academia and for regulators in an effort to support our strategic vision to lead the integration of industry professionals, academia, and regulatory agencies worldwide to achieve innovation and real understanding in the pharmaceutical industry." |
CEA and NASBA Strengthen Ties
Wireless News (01/04/06)
The Consumer Electronics Association (CEA) and NASBA The Association of Channel Resellers have announced a new partnership that will extend cooperation between the two associations and expand member benefits at each association. "Our partnership with NASBA provides CEA with a portal into the information technology reseller community," said Kerry Moyer, CEA's senior director, strategic relationships. Partnering with CEA, NASBA positions itself strategically with the International Consumer Electronics Show (CES), the world's largest consumer technology tradeshow. In addition, NASBA will host an event during the 2006 CES for both its IT reseller members and vendor partners. Through the partnership, members of NASBA and CEA TechHome Division can take advantage of tiered membership categories. In addition to basic membership, NASBA has created two new levels that offer their members enhanced benefits: NASBA Digital Home Edge and NASBA Digital Home Edge-Plus, which includes membership in CEA's TechHome Division. |
|
Get more information on Information, Inc.
Information, Inc.
7700 Old Georgetown Rd.
Ste.700
Bethesda, MD 20814
| |
| |
|
|
|
|
|
|
|
|
