Create And Promote An Indispensable Brand


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Learn how to identify and leverage what is unique about your association and build it into a brand that excites your members, sponsors and media.

Bill Jerome, VP, chief strategy officer, Marketing General, Inc

David Nershi, executive director, Society for Industrial and Organizational Psychology

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  • DN: General welcome and self introductions. Today we’re going to share a blueprint for branding your organization and illustrate it with a case study from two perspectives: that of a marketing consultant and that of an association executive.
  • BJ: This morning, I was awakened by my Sony Dream Machine; I got out of my Simmons mattress, put Crest on my Oral B toothbrush, showered with Dial soap and Vo5 shampoo, shaved with my Gillette razor, put on my Hanes underwear, my Arrow Shirt, my Botany 500 suit and Jerry Garcia tie, went down for breakfast, had Tropicana orange juice, Thompson English muffins and Kellogg’s Special K. For a treat, I had a Starbucks coffee on the way to come to ASAE’s conference, and right now, I’m presenting from a Dell computer using Microsoft’s PowerPoint Software. If you have any questions, I’ll take notes with my Cross pen and later, probably respond to you either through my Verizon wireless service, using my Samsung phone or with Microsoft’s outlook express. Now, why would anyone care about how to develop a brand with impact?
  • DN Today’s session is about branding and how you can develop your organization into an indispensible brand, something that your target audience can’t possibly do without. Take a look at some of these brands… (scroll through next slides rapidly) And think about what comes to mind when you see or hear their names Microsoft Coca-Cola Dunkin’Donuts ESPN BMW AAA Ralston-Purina
  • Incidentally, the value of Coke’s brand has been estimated between $44 and 67 Billion dollars by Interbrand and Business Week and by BrandZ’s top 100 rankings
  • BJ Each of these organizations is branded so strongly, and so well, the mere mention of their name or glance at their logo let’s you know what they are all about. BMW represents German engineering and the thrill of a performance automobile. If however, you don’t drive a BMW, you know that AAA is the organization to call to get your clunker towed! ESPN is “total sports” and Dunkin’ Donuts represents great coffee and donuts. And all the companies I mentioned earlier have a clear image in your mind of their products, value and utility.
  • BJ Not all brands appeal to everyone. And trying to create a household name to everyone can be a waste of money, time and energy. And, because of perceptions, not all brands are necessarily “positive,” Anyone remember the VEGA? And the tagline it attracted? (the “disposable motor”)
  • BJ How many of you would not miss this conference? But how many people on the street would know what ASAE is?
  • BJ And this leads to a fallacy that many of us have….a belief that an association can’t be as powerful as other names…that we have to play by their rules that we want lots of exposure on the front of USA Today or the NY Times. DN: in fact, we had no problem getting our members interviewed by the NY times or Business Week….and that was one of our problems! As we’ll discuss later.
  • Bill tells story of Ralston Purina and share of repeat business.
  • BJ So let’s set up the rules we want to play by. What do we want to achieve with our brand?
  • BJ – this is the basis for an “indispensable” brand. And Associations can achieve this better than almost any other organization.
  • BJ – Let’s quickly get rid of a few mistakes people make in thinking about their brand – to save you time and to le t you know why we won’t be talking about any of these things today. Most people waste a lot of time on how to present their association, without first addressing what they are truly presenting. There is not question in Sunday’s paper that the bright orange insert has ads for Home Depot. But Home Depot’s service complaints have hurt their image and sales. They have drifted from their “brand” in a way that colors or consistent “looks” will not offset.
  • DN – sets up
  • BJ and DN – One of the issues that we encountered, which you may as well is whether we are trying to brand the field, or the organization. DN – I-O is a little known field, which people confuse with clinical psychology. The field is actually more HR related, can help bottom line. By promoting the profession it creates a foundation for individual members to be more successful.
  • Our goal is to be indispensible. We must be successful in three areas to accomplish that…
  • DN – We’ve talked about our views on branding and a little about my organization. We’d like to find a little bit about your situation. (BJ & DN Facilitate discussion. Let audience members share experiences and suggestions…)
  • DN – Explain that field is actually exciting and vital since it can have a major impact on the bottom line of a business or organization. Challenge: perception of being academic and stuffy. Members have challenges translating the importance of their work into everyday language.
  • BJ/DN – Being indispensible means more business for our members and greater credence for our scientific work. Challenges of creating awareness in a cluttered media market. Helping with “research translation” so the importance of our science becomes known in the “C-Suite.” When you think effective assessment and person productivity, think, “SIOP”
  • DN – Need to overcome the “nerdy professor” image…
  • DN – This was SIOP’s Web page when I became ED 4 years ago. The previous director was convinced members loved it because it was clean, uncluttered and scientific looking. This Web site really gave me cause for hesitation when I was considering coming on board. In all fairness, we have developed a much nicer site when we started our branding work – but it gives an idea of where we started from.
  • DN – An added layer of complexity to almost any association activity is running it through the committee and/or board. One of the selling points was having a fresh set of eyes take a look at the branding problem. Challenge: Our membership is extremely bright and talented – all professional members are PhD psychologists – and as a result many feel qualified in all areas. A selling job was required.
  • BJ – when Dave approached us, he focused on the end user, not the organization. It was not “what we want to be,” but ‘what should we be?” what does the market place expect?” and we saw this as a 3- stage question: what does the membership want? What does the marketplace that involves our members want? And how do we align our brand to bring all this together? Dave also set out the measurements of success DN – Our organization loves surveys and many of our members consider themselves experts. Tough to work with consultants because many of our members think they can do everything better.
  • BJ & DN – Relates to our three success factors…
  • DN & BJ – Leveraging our agreement with MGI. It wasn’t a “turn-key” situation, but one in which the two teams worked seamlessly together. And yet every step delivered value and action
  • DN – Walk through…
  • BJ Our membership survey focused on the perception of how we can bring the greatest value to our membership. And it needed to give clarity to our focus, separating the profession per se from the association. So we asked for perceptions of “what the profession conveys,” what the association currently conveys” and what the profession SHOULD convey.” As you can see, there were great differences in the priorities of what members perceived.
  • DN – here is what we presented to the board to show the shifts we had to take. The bottom line, is that the composite of our membership wanted to focus on how the association can promote the unique impact our members can have in the industry. The challenge was to coordinate this internally – so our members were working together as well as externally – so the media and other shareholders appreciated what our members offered.
  • DN: The perceptions also broke down our diverse member segments…so we identified how we needed to address needs and perceptions within our membership and adjust our messages to address each audience. Again it compared perceptions of the industry…..
  • With our current brand image…..
  • And our desired brand image
  • BJ/DN The bottom line: We focused on what the association can do to promote the strength of our members, not necessarily the profession We focused on the unique community that our association offers to our membership and the marketplace We looked internally to recognize our responsibility to promote and unite that community of members with the marketplace
  • DN – Division between academics and practitioners, those who are primarily focused on research and those who are consulting the workplace. The model is supposed to be the scientist-practitioner, representing work that is solidly based on research.
  • BJ This showed us what we needed to be, and how it differed from what we were doing and how we were perceived by what we were doing
  • BJ: So, did the brand fit the demand of the marketplace as well as our members? We started with our end targets….which are very focused. It was not our desire to reach “the world.” Just the 80% that needed or should need our members.
  • BJ – IN our strategy we focused PR efforts to create a demand for your association’s brand and information from THOSE critical to our members’ success. Through research we identified SIOP’s current image and also the desired image. We also tried to determine the demand of the marketplace. Through the five pillars, we attempted to “take it to market.” DN: the ability to boil big issues of PR down to 5 key points make it easy to understand and for our own accountability
  • BJ – DN – Our responsibilities to the membership and the marketplace created this summary of our strategies: Which, as you can see, were now aligned with the brand of our membership
  • DN
  • DN
  • BJ – Here’s an example of publications with an interest or need for SIOP’s material…
  • BJ – One example of our success…
  • BJ’ while Dory’s name is predominant, the article leveraged the gamut of SIOP input and perspectives. The brand ‘bridge” was becoming an integral part of our story.
  • DN --
  • DN – This was a new program for us. Tips & Trends proved to be a good source for member input and we received indications of the latest trends and also got story ideas for the Web and electronic newsletter. Our blog was a natural extension of this effort, adding the feature of interactivity. BJ: it closed the loop of integrating our unique community
  • DN – Here is a look at our blog. Part of the effort to create and promote a unique community is this “electronic town square” where issues can be discussed in an informal format. Also, we have used this forum for important issues, such as discussing a possible name change…
  • DN --
  • DN --
  • BJ: going forward, some of the key issues will be to monitor the brand; To develop a “Brand Champion” mentality so the association does not get sloppy in its execution. SIOP is committed to keeping that “bridge” of its community in the forefront of its efforts in its website, columns, presentations, conferences and membership strategies. DN:
  • Create And Promote An Indispensable Brand

    1. 1. Connecting Great Ideas and Great People Content Leaders: Bill Jerome, VP/Chief Strategy Officer Marketing General Dave Nershi, CAE, Executive Director, Society for Industrial & Organizational Psychology Create and Promote an Indispensable Brand August 18, 2009
    2. 2. Is a Brand important? <ul><li>Well, consider…. </li></ul>
    3. 9. But also realize… <ul><li>What if you… </li></ul><ul><ul><li>Will always drive a domestic car? </li></ul></ul><ul><ul><li>Are loyal to State Farm and have a GPS? </li></ul></ul><ul><ul><li>Are trying to get off sugar and caffeine? </li></ul></ul><ul><ul><li>Don’t like sports? </li></ul></ul>
    4. 10. But if they are relevant to you… <ul><li>Their name and image can have a powerful impression and impact </li></ul><ul><li>But an exceptional brand is more than name recognition </li></ul><ul><li>There is something else behind its power </li></ul>
    5. 11. What about an Association? <ul><li>Can its brand be as powerful as these “well known names?” </li></ul>
    6. 13. What is the power of an Association’s Brand? <ul><li>It is our accountability to answer, “What do I get </li></ul><ul><li>for my investment?” </li></ul><ul><li>It is the combination of programs, services and </li></ul><ul><li>results. Not just words, but the “experience” of </li></ul><ul><li>membership. </li></ul><ul><li>It is the rallying cry of your staff and fulfillment of </li></ul><ul><li>your mission. </li></ul>
    7. 14. What is a Brand? <ul><li>The “brand” is not a set of promises, but it is what our audience can expect from its relationship </li></ul><ul><li>It answers the question, “What can I only do thanks to my membership that I could not do without it?” </li></ul><ul><li>IT is the reflection of how aggressive you want to be to be indispensable to your members </li></ul>
    8. 15. What is / isn’t a Brand? Internal driver for all you do After thought Unity of a vision, benefits that deliver and respect for the membership Tag line, slogan or “creative look” Enhanced member experience that assures we deliver on expectations Promise of benefits Promotion of how we make our members successful Simply a promotion of the profession What it is What it isn’t
    9. 16. Brand Elements <ul><li>The brand is created based on the focus of how we deliver a combination of three factors: </li></ul>Our Unique Advantages for Members Our Unique Value In the Marketplace Our Unique Resources The ultimate delivery of our Brand
    10. 17. Perception of Delivery <ul><li>Promote the profession or the members? </li></ul>The profession Creating the foundation for member success
    11. 18. Three Parts of success <ul><li>What our members expect and perceive </li></ul><ul><li>What the marketplace demands </li></ul><ul><li>How we will deliver </li></ul>
    12. 19. Discussion <ul><li>Does your organization have a cohesive brand image? </li></ul><ul><li>Are you currently engaged in a branding initiative? </li></ul><ul><li>What are the negatives a new brand image must overcome? </li></ul>
    13. 20. Case Study: SIOP <ul><li>Society for Industrial and Organizational Psychology. 7,000 members. A division of the American Psychological Association. Staff 6 full-time equivalents. Headquartered in Bowling Green, Ohio. </li></ul><ul><li>Mission: To enhance human well-being and performance in organizational and work settings by promoting the science, practice, and teaching of industrial-organizational psychology.  </li></ul>
    14. 21. Case Study: SIOP <ul><li>Challenge: the delivery of our brand: </li></ul><ul><li>To ensure the association’s mission is being delivered in a manner that makes membership indispensable to members and our outreach critical to the marketplace </li></ul>
    15. 22. SIOP Brand Problem in the Marketplace Prior SIOP Research Showed… <ul><li>Negative Attributes </li></ul><ul><li>Introverted </li></ul><ul><li>Boring/Conservative </li></ul><ul><li>Anal-Retentive </li></ul><ul><li>Out of Touch with Business </li></ul><ul><li>No Self-Identity </li></ul><ul><li>Unconvincing/not persuasive </li></ul><ul><li>Lack of focus </li></ul><ul><li>Positive Attributes </li></ul><ul><li>Smart </li></ul><ul><li>Rational/Left-brained </li></ul><ul><li>Networked </li></ul><ul><li>Ethical/Professionalism </li></ul><ul><li>Analytical & Objective </li></ul><ul><li>Good work ethic </li></ul><ul><li>Lots of ideas </li></ul>
    16. 23. Image, What Image? <ul><li>Web site home page circa 2005. </li></ul><ul><li>The Web site was (and is) our main point of contact with the general public. </li></ul><ul><li>Yikes! </li></ul>
    17. 24. Obtaining Professional Services <ul><li>Developed a Request for Information sent to approx. 10 companies. </li></ul><ul><li>Visibility Committee screened and conducted phone interviews. </li></ul><ul><li>Funding approved by Executive Committee. </li></ul><ul><li>Proposed compensation vs. Program of Work (deliverables) </li></ul>
    18. 25. Approach <ul><li>Membership: </li></ul><ul><ul><li>Internal assessment of mission and vision .  </li></ul></ul><ul><ul><li>Recap of current available research . </li></ul></ul><ul><ul><li>Examination of member expectations and perception of our delivery . </li></ul></ul><ul><ul><li>Summary of what would create indispensable membership </li></ul></ul><ul><li>Marketplace </li></ul><ul><ul><li>Study of perceptions </li></ul></ul><ul><ul><li>Outline of what would create indispensable alliances </li></ul></ul><ul><li>Presentation of brand alignment .  </li></ul>
    19. 26. Our Approach toward Indispensability <ul><li>1) What membership demands </li></ul><ul><li>2) What the marketplace demands </li></ul><ul><li>3) How we changed what we delivered to meet the success measurements </li></ul>
    20. 27. Working Together: Marketing Company/Organization <ul><li>Collaborative effort </li></ul><ul><li>Marketing company often worked as extension of staff </li></ul><ul><li>Interface with committee and volunteer leaders </li></ul><ul><li>Organized briefings with Executive Committee. Outside perspective. </li></ul>
    21. 28. Key SIOP Target Audiences <ul><li>Academics </li></ul><ul><ul><li>University professors, department chairs, administrators </li></ul></ul><ul><li>Practitioners </li></ul><ul><ul><li>In large consulting companies, in corporate settings, in individual practice </li></ul></ul><ul><li>Students </li></ul><ul><ul><li>Large numbers, future of profession </li></ul></ul><ul><li>Stakeholders </li></ul><ul><ul><li>Publishers, universities, consulting companies, sponsors </li></ul></ul><ul><li>Other groups </li></ul><ul><ul><li>General public, business leaders, greater psychological community, HR practitioners, funding agencies </li></ul></ul>
    22. 29. Membership perception Beneficial to professional growth (29%) Intellectual (24%) Application based (27%) Research based (31%) Science based (24%) Science based (30%) Advocacy for the profession (32%) Advocacy for the profession (29%) Evidence based (30%) Cutting edge (34%) Research based (47%) Academic (46%) Indispensable to business (52%) Academic (53%) Research based (54%) Image SIOP Should Convey Image SIOP Currently Conveys Image Profession Conveys
    23. 30. <ul><li>Image SIOP should convey is “indispensability to business”; “cutting edge.” </li></ul><ul><li>SIOP brand image currently conveys a perception that heavily supports the academic side of the association. </li></ul><ul><li>The image SIOP members prefer more equally supports both sides of the profession: academic and practitioner. </li></ul><ul><ul><li>Seen as indispensable to business: a positive descriptor for the practitioner side of the industry. </li></ul></ul><ul><ul><li>Being viewed as research based: positive for the academic side. </li></ul></ul><ul><ul><li>Attributes such as cutting edge, advocacy for the profession and beneficial to professional growth are appealing for both Practitioners and Academicians alike. </li></ul></ul>Beneficial to professional growth (29%) Intellectual (24%) Application based (27%) Research based (31%) Science based (24%) Science based (30%) Advocacy for the profession (32%) Advocacy for the profession (29%) Evidence based (30%) Cutting edge (34%) Research based (47%) Academic (46%) Indispensable to business (52%) Academic (53%) Research based (54%) Image SIOP Should Convey Image SIOP Currently Conveys Image Profession Conveys
    24. 31. Perceptions of I/O Psych Profession <ul><li>Top two descriptors: </li></ul><ul><ul><li>Research based (54%) </li></ul></ul><ul><ul><li>Academic (46%) </li></ul></ul><ul><li>Responses not from list: </li></ul><ul><li>Unrecognized (12%) </li></ul><ul><li>Misunderstood (4%), </li></ul><ul><li>Value of the profession is not well communicated (3%) </li></ul>Academic (29%) Application based (34%) Evidence based (31%) Science based (35%) Application based (27%) People oriented (29%) Evidence based (36%) Science based (31%) Evidence based (41%) Science based (30%) Beneficial to Professional Growth (35%) Science based (37%) Intellectual (32%) Application based (45%) Evidence based (30%) Indispensable to business (36%) Academic (42%) Academic (48%) Academic (50%) Academic (46%) Research based (37%) Research based (58%) Research based (56%) Research based (58%) Research based (54%) Student Both Practitioner Academic All
    25. 32. Perceptions of SIOP’s Current Brand Image <ul><li>Top two descriptors: </li></ul><ul><ul><li>Academic (53%) </li></ul></ul><ul><ul><li>Research based (47%) </li></ul></ul><ul><ul><li>4% feel there is no brand image </li></ul></ul><ul><ul><li>Student respondents ranked “beneficial to professional growth” as top attribute. </li></ul></ul><ul><ul><li>All groups agree the SIOP brand image conveys one of advocacy for the profession, but in varying degrees. </li></ul></ul>Educational (32%) Application based (23%) Advocacy for the profession (26%) Science based (26%) Intellectual (24%) Advocacy for the profession (34%) Science based (29%) Science based (29%) Application based (30%) Science based (24%) Academic (34%) Advocacy for the profession (31%) Intellectual (30%) Advocacy for the profession (31%) Advocacy for the profession (29%) Informative (35%) Academic (45%) Research based (50%) Academic (49%) Research based (47%) Beneficial to professional growth (38%) Research based (50%) Academic (62%) Research based (54%) Academic (53%) Student Both Practitioner Academic All
    26. 33. Perceptions of What SIOP’s Brand Image Should Convey <ul><ul><li>Brand image should endorse idea that SIOP is also beneficial to members: </li></ul></ul><ul><ul><ul><li>Professional growth </li></ul></ul></ul><ul><ul><ul><li>Advocacy for the profession </li></ul></ul></ul><ul><li>Top two descriptors: </li></ul><ul><ul><li>Indispensable to business (52%) </li></ul></ul><ul><ul><li>Cutting edge (34%) </li></ul></ul>People oriented (27%) Evidence based (28%) Research based (28%) Academic (29%) Beneficial to professional growth (29%) Cutting edge (28%) Science based (30%) Beneficial to professional growth (29%) Evidence based (30%) Research based (31%) Advocacy for the profession (31%) Cutting edge (34%) Advocacy for the profession (37%) Indispensable to academics (31%) Advocacy for the profession(32%) Indispensable to business (41%) Research based (39%) Cutting edge (38%) Research based (34%) Cutting edge (34%) Beneficial to professional growth (43%) Indispensable to business (49%) Indispensable to business (58%) Indispensable to business (48%) Indispensable to business (52%) Student Both Practitioner Academic All
    27. 34. Implications from the Membership: <ul><li>Focus on expectations of the association, not the profession: </li></ul><ul><ul><li>Indispensable to business; cutting edge </li></ul></ul><ul><li>Deliver in a way that is unique to the association : </li></ul><ul><ul><li>Unite the diversity of membership: academic foundations that support real world issues </li></ul></ul><ul><li>Present a united front: </li></ul><ul><ul><li>Link the membership: provide consistent opportunities to show how we leverage the unique network to ensure cutting edge, relevant, science-based impact that is indispensable to business </li></ul></ul>
    28. 35. The Great Divide <ul><li>Academics </li></ul>Practitioners
    29. 36. The focus of Impact Research of marketplace productivity Cutting Edge application of vital science-based workplace effectiveness Current Desired Evolutionary Revolutionary The extent of Impact Integrated Marketplace Application Isolated Academic Enhancement SIOP Brand Position / Perceptual Map
    30. 37. What about the Marketplace? <ul><li>Identify who was important to us </li></ul><ul><ul><li>Business community (focused on HR) </li></ul></ul><ul><ul><li>Psychological community (esp. in academia) </li></ul></ul><ul><ul><li>Emerging professionals (students) </li></ul></ul>
    31. 38. A 5 Pillar Approach for Market Impact Foundational Perspectives Conference Promotions Internal Engagement Ongoing Publications Strategic Alliances Ensure members are on “cutting edge” in research and market trends Establish value of SIOP to key audiences, business leaders, HR, editors Symbiotic relationships with other associations Pre and post-event promotions around conference themes Place “exclusive” articles to establish the SIOP brand
    32. 39. Implications from the Marketplace: <ul><li>Focus on outcome from the profession: </li></ul><ul><ul><li>Indispensable to business; cutting edge </li></ul></ul><ul><li>Deliver in a way that is unique to the association : </li></ul><ul><ul><li>Unite the diversity of membership: academic foundations that support real world issues </li></ul></ul><ul><li>Present a united front: </li></ul><ul><ul><li>Work with each audience to deliver content in the context they demand (relevant, easy to understand, on the forefront, unique) and in the format they demand (turnkey, edit-friendly, interviews for their writers). </li></ul></ul><ul><li>Engage our membership to deliver </li></ul><ul><ul><li>Create platforms to solicit ongoing articles; facility joint efforts; ensure topics are already acceptable </li></ul></ul>
    33. 40. What about our Delivery? <ul><li>How we made the brand come alive: </li></ul><ul><ul><li>More than a promise …. An experience </li></ul></ul><ul><ul><li>Accountability for the staff </li></ul></ul><ul><ul><li>Opportunity for our members </li></ul></ul>
    34. 41. Web Site Incorporating Brand Image <ul><li>Revised Web site incorporates many branding recommendations, including: </li></ul><ul><li>A descriptive tag to clarify “what we do.” </li></ul><ul><li>Concise definition of I-O psychology geared to general public. </li></ul><ul><li>Blog to serve as pipeline from members on latest trends and issues. </li></ul>
    35. 42. Marketplace…demand
    36. 43. Marketplace….recognition
    37. 44. Marketplace….recognition Dr. Dory Holland is a consulting psychologist on workplace issues who divides her time between her office in St. Louis and client work in the Washington, D.C. Area. She can be reached by e-mail at [email_address] or by phone at (703) 465-5208. Hollander is an active member of the Society of Industrial and Organizational Psychologists.
    38. 45. Branding Statement on Member Page <ul><li>SIOP... </li></ul><ul><li>A unique community that aligns professionals with cutting-edge research and applied insights on what most impacts workplace productivity. </li></ul>
    39. 46. Tips & Trends Members inform us of latest projects and interests. Allows us to fulfill perception of being cutting edge.
    40. 47. SIOP Exchange Blog established to encourage two-way communication from our members. “Uniting and promoting the vital and unique resources of the I-O community.”
    41. 48. Organizational Change in Response to Branding Initiative <ul><li>Consideration of Name Change </li></ul><ul><li>Alliance building (SHRM, IPMA-HR, EAWOP) </li></ul><ul><li>Bridging academic-practitioner gap (practitioner survey, changes to conference program, mentoring program) </li></ul>
    42. 49. SHRM Collaboration <ul><li>Aided by President who serves on SHRM board. </li></ul><ul><li>Position SIOP as source of research for evidence based management. </li></ul><ul><li>Book sales and new book series. </li></ul>
    43. 50. Other Issues <ul><li>Continuing the “experience” </li></ul><ul><li>Monitor the Brand </li></ul><ul><li>Expand our impact </li></ul>
    44. 51. Contact Information Dave Nershi, CAE Executive Director Society for Industrial & Organizational Psychology 419.353.0032 [email_address] Bill Jerome, VP/Chief Strategy Officer Marketing General, Inc. / CrossRoads Strategies, Ltd. 215.579.9936 [email_address] SEE YOU NEXT YEAR! Annual Meeting & Expo August 21 - 24, 2010 Los Angeles, CA