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AENC Road to Relevance
The document discusses 5 strategies for competitive associations to remain relevant: managing time famine, ensuring return on investment, specializing/consolidating activities, addressing generational differences, and leveraging technology. It provides examples of how associations can concentrate resources on their strengths like education and standard setting, streamline redundant processes, and take a more business-like and entrepreneurial approach to compete against new threats from for-profit companies, buying groups, and social media.
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More from Association Executives of North Carolina
AENC Road to Relevance
- 1. Road to Relevance:5 Strategies for Competitive Associations Presented by Mary Byers, CAE
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- 3. Time famine Return onInvestment Challenges:
- 4. Time famine Return onInvestment Specialization/consolidation Challenges:
- 5. Time famine Return onInvestment Specialization/consolidation Generational differences Challenges:
- 6. Time famine Return onInvestment Specialization/consolidation Generational differences Technology Challenges:
- 7. Time famine Return onInvestment Specialization/consolidation Generational differences Technology For-profit competition Challenges:
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- 10. Association Media companies Association members Buyinggroups Internet Social media vs. Association
- 11. Association Media companies Association members Buyinggroups Internet Social media vs. Association
- 12. Association Media companies Association members Buyinggroups Internet Social media vs. Association
- 13. Association Media companies Association members Buyinggroups Internet Social media vs. Association
- 14. Association Media companies Association members Buyinggroups Internet Social media vs. Association
- 15. Association Media companies Association members Buyinggroups Internet Social media vs. Association
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- 19. Can’t compete effectively froma position of weakness Add member value Do more with less Why?
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- 21. Education Standard setting Certification Data mining OptimumStrength …matched with opportunities
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- 25. “Wherever we finda business that is outstandingly successful, we will find that it has thought through the concentration alternatives, and has made a concentration decision.” Peter Drucker, Management: Tasks, Responsibilities, Practices
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- 29. “Great strategies arelike complex systems in which all of the parts fit together seamlessly. Each thing you’ve chosen to do amplifies the value of other things you do…” That’s how ‘fit’ improves the bottom line. It also enhances sustainability. Joan Magretta Institute for Strategy and Competitiveness
- 31. Short Flights No Meals OneType of Aircraft
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- 34. Complacent Lack of costreduction Value stream mapping
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- 37. NO! “The art ofleadership is saying no, not yes… It is very easy to say yes!”
- 38. Steve Jobs eliminated ofthe product line70%
- 39. Fueled turn-around from $1.04billion loss in 1997 to $309 million profit in 1998!
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- 44. If you alwaysdo what you’ve always done…
- 45. If you alwaysdo what you’ve always done… you’ll always get what you’ve always gotten!