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2013 Education Symposium & Expo - Think Like A Franchise
The document discusses strategies for associations to improve and remain relevant. It recommends that associations lead with a clear vision focused on helping members succeed and providing quality. Associations should evaluate what activities and services to stop, accelerate, or add by focusing on members' needs. Effective communication of the vision is also essential using emotional persuasion. Recruitment of new members and retention of current ones requires an ongoing focus on bringing in the right people for the network.
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2013 Education Symposium & Expo - Think Like A Franchise
- 1. What you canlearn from franchising The world’s most successful business model
- 2. The association businessmodel Education Industry expertise, accreditation Networking Branding Political influence
- 3. Evolution of franchising IsaacSinger in the 1850s After WWII Affluent Mobile Television was great for branding McDonald’s, Holiday Inn, 7 Eleven
- 4. Why businesses franchise Notas expensive as chains Fast Leverage talent
- 5. Why do peoplebuy a franchise? Brand to attract customers Operating system to keep customers Expertise to grow market share
- 6. Is franchising successful? 2.3trillion dollars in gross sale 50% retail sales 50% real estate sales 85% of hotel rooms Anyone who owns a successful pizza parlor…
- 7. So what? It’s aboutmanaging a network We can learn from parallel industries
- 8. The state ofassociations Sense of nervousness Uneasy about their role World changes fast, networks slow Associations struggle to be relevant Easy to create a network Easy to offer training, communication Americans are busier than ever
- 9. Engage in unifiedthinking Lead with a vision – we’re successful when… Effective communications Recruit/retain the right people
- 10. A Vision ofQuality Trend in franchising and business Products, services, customer experience Why?
- 11. A brief historyof business Making commodities available Industrial revolution…affordable Globalization and transparency are generating quality
- 12. Franchises focused ona quality experience? Coffee is basically… = 3c Grind, package, ship = 15c Serve in a diner = $1.59 Cool name, logo, location, wi-fi, staff, ambiance, furniture, grande and venti = $3.50 to $5.00 or more
- 13. How do yousell coffee for more money…it’s the quality of the experience.
- 14. Why is qualityso important? Quality is expected Higher margins Competition Time
- 15. It’s hard tofocus on quality when you manage a network Lot of voices Pulled in a different directions Hard to get them to do things
- 16. Why it’s difficultto achieve quality… Squeaky wheels w/ complaints and bad ideas – put in memo Make promises we don’t have to make We ask the wrong way – if it’s free they always say “yes” Committees and boards not in the game…they say “yes”
- 17. Why it’s hard… Workon problems that don’t really matter All things to all people… We want to justify royalty/dues And we end up piling stuff on top of stuff on top of stuff… Until we aren’t doing anything well Nothing we do is quality
- 18. Peter Drucker: Ifyou want something new, you have to stop doing something old. “We have one third of the staff and we still try to do the same things we always did…”
- 19. • Ipad • Ipod •Iphone • Laptops • Desktops
- 20. To help ourmembers be more successful STOP ACCELERATE ADD
- 21. What can westop? If you were starting from scratch, what would the business look like? Because we’ve always done it What do members not come to, read, or show interest in? What can others do better? What is too complex to communicate? Resources exceed the benefits Hard to stop
- 22. What should weaccelerate? What are our strengths? What do people like, come to, read? What do our surveys tell us? What activities line up with the trends in industry and world? Where do we get the most bang for our resources?
- 23. To help ourmembers, what should we add? Be relentless in becoming the industry expert Surveys are a starting point but never anonymous Focus groups of 5 or 6 What do our members complain about? What do their customers complain about?
- 24. What should weadd? What expertise do they need? What can you leverage? What networking do they need? How can technology help us? What segments can we help? What government issues are emerging? What other associations are successful? Why? Bring in someone from outside…
- 25. Leading with avision What expertise do they need? What can you leverage? What networking do they need? How can technology help us? What segments can we help? What government issues are emerging? What other associations are successful? Why? Bring in someone from outside…
- 26. Recap: Lead witha vision Based on what members need to be successful Based on quality Stop. Accelerate. Add. (one thing) Within our resources 1 year. 3 years. Explain not only what we are doing but “why” .
- 27. Communication Complexity is theenemy of communication
- 28. Communication 1. How topersuade 2. Forming a coalition 3. A communication plan 4. Overcoming resistance
- 29. Don’t have ahammer, need persuasion State position clearly Present the supporting facts Draw conclusions Right?
- 30. Dr. Jay Conger,Director of the Leadership Institute at the University of Southern California Business School: “The reality is that following this process is one sure-fire way to fail at persuasion.”
- 32. What emotions doyou use to persuade? Threats Opportunities Hope Happiness Success Scarcity – the take away
- 33.
- 34. Emotion not logicin your communication If it’s just the facts they’re not going to do it
- 35. 2. Build support Werespond to our peers Cultivate relationships Influencers willing to go public Explain your ideas, your vision Understand it, excited by it Bring in an outside authority
- 36. 3. Communications Plan Havea plan You, not us – 5:1 Big ideas face to face Webinars second best Include the idea in everything 70% at least 6x Have spotters in the field Use video
- 37. Quality of communication Considerthe newsletter and blogs you sign up for? Don’t over-communicate Newsletter or webinar – then when important Your website is the hub
- 38. 4. Overcoming resistanceto a new idea Jack Welch: 10% are natural change agents 75% can be led 15% won’t budge
- 39. Anticipate the resistance Useinfluencers Be flexible Reward early adopters Celebrate early successes Awards and recognition People are followers
- 40. Sylvan Goodman inventsthe shopping cart.
- 41.
- 42. Recruitment and Retention Youcan never stop adding customers Have a recruitment mindset Targeted numbers What is a recruit worth Know your emotional triggers
- 43. Recruitment and Retention Gopublic with member recruitment Focus on renewals Hire an intern or PT Recruit the right people Fewer members for more money
- 44. The network isengaged in Unified Thinking Buy into the vision Helping members be successful Quality Stop, Accelerate, Add Communicate effectively, emotion Recruiting the right people
- 45. Sailboats are safein harbor, but that's not what sailboats are for