Association Management

July 31, 2019

Using Technology and Creativity to Drive Association Marketing Strategies

Ewald in Practice Association Management, Marketing Communications, Technology 0

Associations have a long history dating back to the 1800s. They are the original communities and influencers for professions long before social media became prevalent. This marks my 30th year in association management and I currently am the Vice President of Marketing Communications & Technology for Ewald Consulting.

When I started my career with the Builders Association of Minnesota in 1989, our technology tools were a fax, typewriter, pagers, lots of file cabinets for paper registrations and membership applications and a DOS database with the blinking bright orange text on a small screen, big box computer. No email, no website, no cell phone, no Microsoft Office – they hadn’t been created for the mass market yet. We launched the association’s first-ever website in 1996.

In 2005 when I joined Ewald Consulting, my first major initiative was to find us a new database and migrate our clients to Affiniscape 24/7. After researching limited options, we chose a custom database built in Microsoft Access. Every Friday, I would export the client data into 24/7 so they could have searchable directories and see their data online. A few years later, Affiniscape launched its M360 platform which integrated the website with a database providing a dynamic experience for our members.

A few years later, Affiniscape was bought by YourMembership (YM) and we proceeded to transition our clients from Affiniscape to YM. A few years later, Community Brands bought YM and several other platforms to have a suite of offerings for associations. Which summarizes the current platform environment of technology platforms – thousands of options plus mergers and acquisitions is now the norm.

The marketing technology landscape is one of my favorite graphics that demonstrates the extensive proliferation of tools over the past 8 years. In 2011, there were 150 platforms. As of April 2019, there were 7040. There are plenty of tools to choose from now. So unlike the 1990s, options, access and affordability are no longer barriers to entry for associations.

Choosing a limited set of tools, learning how to implement them creatively and executing value are critical for associations to remain relevant. We are at a critical junction of technology and human behavior that will create our future depending on how we strategically implement our choices effectively with simplicity and clarity key for our customers.

With a plethora of platforms to choose from, our Marketing Communications Team is focusing on executing relevant and measurable marketing strategies for our associations. Key strategies include:

Building out a content marketing strategy for the long haul. Content marketing is a marathon, not a sprint. It takes time to build awareness, generate interest from new audiences and expand our base. Our volunteers are our Subject Matter Experts (SME) for content for our conferences, blogs, social media and have a wealth of insights that are core to building our community. Generating content with context and driving conversations will keep the association vibrant and the go-to resource for professions. Going beyond conference and membership promotion is critical to drive the value proposition of being a part of the association.
Reviewing the business models and clearly delineating the value proposition of being a member and buying offerings from our associations;
Conducting website audits to ensure clarity, clean and creative design and coding for mobile responsiveness and effective Search Engine Optimization;
Creating strong landing pages for our home pages, membership and conference pages to have a strong and clear Call to Action, concise benefits, bullet points for scanning, original photography and call out buttons to prompt action;
Implementing marketing automation to build awareness and convert prospects to customers and ensure a clear customer journey;
Using an event mobile app platform for our clients’ conferences. With the technology development of Progressive Web Apps (PWA), we are looking at developing year-round mobile apps for our clients in the next year to connect our members year round.

Other initiatives we are working on include business intelligence, data collection and analysis and the implications of AI (Artificial Intelligence) for our clients. We are excited about the tremendous opportunities that nonprofit organizations now have access to and to implement best-of-class strategies to ensure their success.

We are excited to be implementing our own content marketing strategy based on our research and experience with our clients. Please email me if you have any questions at kathiep@ewald.com.

Kathie Pugaczewski is the Vice President of Marketing Communications and Technology. She has more than 30 years of association management experience with a focus on technology platform strategy, marketing communications, conference management, continuing education and certification programs. She joined Ewald Consulting in 2005. Previously, Kathie worked for the Midwest Association of Association Executives (MSAE) as Marketing Director and the Builders Association of Minnesota as Executive Vice President. She has a Bachelor’s degree in journalism from the University of Minnesota and completed the Institute for Organization Management at the University of Notre Dame. In 2003, she earned her CAE designation. In 2009, she earned her Certified Meeting Planner (CMP) designation. In 2019, she earned her Certified Recognition Professional (CRP) designation and her Qualified Association Specialist (QAS) designation.

July 6, 2019

5 Must-Do Content Marketing Strategies for Associations Creating Awareness, Driving Value Proposition

Ewald in Practice Association Management, Marketing Communications 0

Developing effective marketing strategies that drive measurable results can be tricky. It requires analysis, critical thinking and clear Calls to Action (CTA). This is vitally important for associations in an ever-increasing and competitive marketplace.

Associations often focus their marketing efforts on conference and event promotion without establishing the organization as the thought-leader in the profession. Before marketing events, webinars and conferences, we need to communicate the Value Proposition of the association to establish credibility and broaden our base and grow our community.

While for-profits have much big budgets and financial resources, content marketing can still be effectively executed for non-profits. And associations have a unique advantage when it comes to content marketing – Subject Matter Experts (SMEs) in the membership who can share their expertise and drive collaboration, conversation and community.

One of the biggest challenge’s associations face today is answering key value questions, like “Why should I join?” or “How will this association benefit me today?” As a large portion of our association base of members are nearing retirement which underscores the need to gain early and mid-career member base to remain relevant.

One key marketing strategy that organizations are effectively using is content marketing which can take many forms. With access to SMEs, associations can utilize this strategy to drive membership value and drive engagement. A content marketing strategy will be unique to each organization or association, but they share the same foundation.

5 Must-Do Content Marketing Strategies:

Fill in the “gaps”
Before marketing conferences and product, provide context by creating awareness of the organization with relevant content through the website, webinars and highlighting the expertise of conference presenters. This will prevent a knowledge gaps and drive conversions. Associations provide value to members and stakeholders by being the “go-to resource” through sharing industry articles, writing blogs, developing newsletters, and sparking conversations on discussion boards and choosing speakers who are presenting on the most important relevant topics.
Meet members where they are
It’s important to keep in mind that not all audiences are active on the same platforms. In order to provide useful, meaningful content and a valuable experience for members, associations must use platforms that are relevant to the audience and adopt a multi-faceted content approach by utilizing different mediums such as social, email, and direct mail.
Be adaptable and flexible Change is constant for our audiences. By listening and adapting to member needs, associations can provide value, creating a better experience that is appropriate for the audience.
Cater to the audience – personalize!
A crucial part of providing value is understanding who the members are and tailoring to their specific needs. Use a style, language, tone, and even content that is familiar, meaningful, and relevant to them. By giving the audience exactly what they need, associations can show the members their value.
Be consistent
Consistency is key in content marketing. When content is scheduled and shared frequently, associations can start to build a following. Not only that, but they also gain trust and are seen as a reliable source of information. By consistently posting content, associations both build brand authority and provide value to the audience by sharing useful and meaningful resources.

Through all five of the rules, there is a common theme: a focus on the members, both current and prospective. In order to provide the best, meaningful experience to the audience, associations can adopt this holistic approach to membership. So it is time to refocus and watch your association grow for the better.

June 6, 2019

ASAE Leadership Retreat Summary: Key Learnings on Member Engagement

Ewald in Practice Association Management, Engagement, Membership Development 0

This year’s American Society of Association Executives (ASAE) Leadership Retreat focused on methods for engaging members deeper into the professional community. We discussed “the power of purpose” as a compelling way to communicate why a professional should join and engage in an association. Association membership and engagement promotions should have as their underpinning a strong “why” message related to the individual’s ability to contribute to the greater cause being championed by the profession. This connects the individual’s personal mission for having chosen this profession for him/herself to the mission of the organization and its ability to serve as a vehicle for personal/professional fulfillment. If your association has a strong cause-related mission, you should focus on the need for each professional to commit to “advance our profession’s impact on [insert important societal challenge that the profession aims to address].” Associations must go deeper than this as well. A cogent message needs to be accompanied with examples of how your association manifests this message throughout its activities and member benefits. For example, frame the annual conference as a forum to bring together the most influential, innovative, and successful minds in the profession to shape its future. Articulate how participating in part of an online learning series will empower an individual with a clear understanding of the issues impacting practices in the profession and tools to address them. Describe how participants in the online discussion group lead the conversation about topics shaping the next stage/future of the industry and accompany this with testimonials.

The “Staff/Volunteer Dyad”

A strong relationship between staff and association leaders is critical to the success of a member engagement plan. A key component to this relationship is clarity of roles. Associations should have written chairperson position descriptions that include delineation of what the chair/committee is responsible for and what s/he can count on staff to provide (staff will… volunteer will…). Staff need to entrust areas of industry subject matter expertise to the association leaders and association leaders must respect the specialized knowledge, expertise and talent of the staff. Having someone “from the profession” in a staff position comes with positives and negatives. It can be a faster, more dependable source for content and industry perspective but there must be an expectation that the individual has significant time dedicated to garnering feedback from industry leaders and is not the sole source for content ideas, insights and guidance.

A recommendation toward achieving more overt and intentional attention to member engagement on an ongoing basis was to change the “Nominating” committee to the “HR Committee” responsible for identifying resource needs and the recruitment, engagement and assessment of all unpaid human resources to address those needs. The HR Committee is complemented by a “Council of Future Practices” that reviews industry data through the lens of the association. The Council of Future Practices provides a report to the board of directors based on industry data and their individual/combined experience. This report serves as a forecasting guide to portend the impact that trends are expected to have on the profession and what the association should do to address this. Once the board determines the action the association should take and whether to resource with staff or volunteers, the HR Committee begins its work anew.

Assessment

Measuring volunteer performance is the best way to optimize a volunteer-dependent system. That being said, ASAE leadership agreed that insufficient metrics exist for tracking volunteer performance/engagement. A model based on HR best practices would make sense — but none of the association leaders engaged in the discussion had a working model to share.

Rather than attempting to tackle the problem at once, it was recommended that associations start with a “Simple Assessment” solution:

Have chairperson rank each volunteer’s performance on a scale of 1-3
Have staff liaison rank each volunteer’s performance on a scale of 1-3
Average the two and give feedback to each volunteer (most in writing; conversation where necessary)

Six Drivers of a Quality Volunteer Experience:

Quality of staff coordinating their activity
Receptivity of staff to give their input consideration
Quality of orientation/introduction
Quality of the volunteer leadership
Ability to debate/discuss issues
Time and timing

Orientation Questions

Why are you choosing to engage further?
What gifts do you have to offer to the organization?
What do you want to gain through further engagement?
What don’t you want to do as you get more involved in the organization?

4 levels of volunteerism (example from ISACA):

Micro: one-time tasks
Short-term/limited: e.g. support for an event or publication
Annual commitment: serve on the XYZ Committee
International/Local Governance

Below is an example Volunteer Engagement Model that was shared from R.A.P.S. using the Higher Logic online community tool:

December 14, 2018

Innovation from Within: A Focus on Mission-driven Work

Ewald in Practice Association Management, Membership Development 0

By Arzu Alimohd, Assistant Account Executive, and Paul Hanscom, CAE, Vice President of Growth Strategies

Paying close attention to the strategic plan can help a board or committee reach new goals.

It is easy for a board of directors, committee, or other governing body to fall into a cyclical work pattern year after year. Most organizations operate on an annual schedule that includes budget approval, nominations and elections, orientation, and other essential governance functions. When leaders are caught up in the cadence of addressing tactical governance practices, they run out of time and attention for important conversations about strategic-level goals, industry trends and innovative initiatives that have the potential to augment and perpetuate the organization’s value proposition.

Dynamic Agendas and Meeting Content
While a predictable meeting schedule is practical and efficient for a governing body, the agenda and content of the meeting must be made dynamic. Financial, status and year-end reports are important to ensure the overall stability and growth of an organization, and an innovative board will discuss each of these within the context of whether the activities being reported upon are aligned with and advancing the mission and vision of the organization. Those that succeed in staying focused on the strategy-level implications of the organization’s initiatives dedicate time to assess their efficiency and impact. This assessment can yield gains in both areas.

The Benefits of Introspection
Boards must be willing to remain flexible and adaptable to unforeseen circumstances (be they challenges or opportunities) as they may arise. The board of directors takes a high-level view of the organization’s overall role in relation to collaborative partners and industry trends. This makes it easy to become displaced from operations within the organization. It is rare and too-often perceived as cavalier for an individual or governing body to question the direction/need of a long-standing initiative or introduce something that is completely new or unproven. Innovative board leadership demands introspection about whether to create, continue, or eliminate initiatives that help, hinder or simply do nothing for the organization. This all starts and continues with effective and productive meetings.

Building in consistent time to review, analyze and discuss mission-driven goals will enhance the value of board meetings and, by extension, the organization’s leadership and relevance to the professionals it aims to serve. There are many ways to maintain strategic focus while monitoring and evaluating operational performance. Build a brief strategic plan review into every agenda. Invite a different committee leader to each board meeting to provide an update on progress and strategy alignment. Set aside time each meeting to articulate the connection between a specific initiative and a need the industry is facing; if board members cannot do this effectively in the insulated security of a board room, how can they be expected to do so as ambassadors of the organization when meeting with members in the professional community at large?

Conclusion
In the end, the organization and what it represents are what draw industry leaders and members together. Keeping this in focus throughout the year brings all the important activities of your organization together.

For more tips on how to build an exceptional board, download the 12 Principles of Governance that Power Exceptional Boards.

Arzu Alimohd joined Ewald Consulting in 2016 and is an Assistant Account Executive in our Association Management Department. She can be reached at arzua@ewald.com or at 651.290.7483.

Paul Hanscom, CAE, who joined Ewald Consulting in 2004, is Vice President of Growth Strategies. He can be reached at paulh@ewald.com or at 651.290.6274.

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