Gerry Doyle Chambers Ireland. Chamber Strategic Planning Identifying the critical issues facing...

Gerry DoyleChambers Ireland

Chamber Strategic Planning Identifying the critical issues facing your chamber

Effective Chamber Branding Membership Recruitment Membership Retention Communications

Who are we? What capacity do we have/what can we

do? What problems are we addressing? What difference do we want to make? Which critical issues must we respond to? Where should we allocate our resources? What should our priorities be?

What should our immediate objective be? How should we organise ourselves to

achieve this objective? Who will do what, when? (Action Plan)

There are two important tasks that needto be done before a strategic planningprocess: A review of your chambers work; and A review of your chambers internal

functioning.

Preparatory Work Questionnaire

A critical issue is one that meets most or all of the following criteria:

Is related to a core problem Affects a significant number of members either directly

or indirectly Can be addressed through the competencies and

resources of the Chamber Needs to be addressed if the Chamber is to be able to

progress in its work Builds on the strengths of the Chamber and/or the

opportunities available to it Addresses weaknesses in the Chamber and/or assists

the organisation to deal with threats to its work or existence.

What makes an Effective Brand?

Its central organising thought – defining it for internal & stakeholder use in one sentence

Its slogan - defining it for use with customers in one sentence

Its personality – what would it be like if it were a human being?

Its values – what does it stand for/against?

Its appearance - what does it look like? What does it sound like? What does it like and dislike?

Its stories - what are the stories you tell about

how it all came about/what sort of brand it is?

Its emotional benefits – how it avoids/reduces pain or increases pleasure

Its hard benefits – the “pencil sell”

Measurement of statistical performance, using statistical process control tools

Measurement vs. objectives, which may require statistical analysis as well as a straight assessment of whether the target has been achieved or not

Assessing performance in relation to best practice. This is softer, and behavioural.

Every time you ask your members for some time, or you ask a new member to join a sale takes place.

You are selling an opportunity for their time or their commitment.But…They Don’t Care About what you are selling….

They want to know - what's in it for me (WIIFM)? The more WIIFM YOU include in everything the more active your

members will be. Hot buttons are switches in our head that say this is a good

opportunity for ME! Your members' hot buttons reflect the reasons that they joined your

chamber, contributing to greater good or that sense of belonging. WIIFM and hitting hot buttons is a must for announcements

as well as written materials. Why should your member help you out? The more WIIFM you include in everything you do, the more

members you will have and the more active your members will be.

“Joining” no longer popular Members demanding more, and better

quality services, at the same price Chambers must be seen by members as a

business in their own right Must continue to re-package existing

services

Business development services becoming more important (brokering training, management development) - helping members become more profitable

We must be closer to the Economies of scale are important -

collaboration with other organisations

Preparation Target Strategy The Message Recruitment Tools Recruitment Strategies Making Contact The First Impression

Identify why existing members joined in the first place (Survey)

Why have members left in the past Identify what are the important issues for

local business (Survey) Identify your own strengths List the Unique Selling Points of your

Chamber

Match the message to the target group Simple (maximum of 3 concepts) Show what you have already achieved Show you are well established, efficient, etc Include testimonials from existing members

Recruitment Leaflet – brochure Application Form (Savannah) Annual Report – Brochures Newsletters Website

Integrate into on-going operationsUse existing staff and volunteers

Launch Recruitment drive- Use existing staff and volunteers- Hire Recruitment Professional (full-time or on a contract-commission)- Executive loaned from a member company

Variable Subscription Rates- Corporate members- Full Members- Associate members

Phased Increase in Subscriptions - 2-3 years Subscriptions based on Turnover (not

number of employees)

1. Direct Mail (E-Mail - Telemarketing) Get the information correct Address letters to a named individual Letters should be invitation - personal email Letters signed by the President Must be followed-up in 6-8 days

2. New Member Evening Name badges - personal greeting Short (1 hour) Have an interesting

speaker/location/gimmick Mix existing members with new members ASK the new member to join

3. Referrals Existing members are the best source of

new members Monitor phone/letter contacts from non-

members - follow-up with invitation to join

4. Offer Incentives Special discounts for joining by a certain

date Money-back guarantee Plaque - Decals - Certificate of Membership New member benefits - Manhattan Introductory Gifts

5. Target Invitations Identify specific non-members and invite

them as your guest to special events Soft sell approach Follow-up with invitation letter 1-2 weeks

later

6. Advertising and Public Relations Include information on how to join in all

advertising and website Use Press Statements and public events to

emphasise that new members are always welcome

7. Web Site Use Chamber Web site as a recruitment tool Design the site to appeal to new members Make it easy to join (simple form - e mail

hyperlink)

Response to application should be fast, personal and warm

New Members should receive an information pack

Letter of welcome - identifying upcoming events

Invitation to call to Chamber offices, meet staff, officers

1. 7 Steps to Membership Retention2. Communications3. Publications4. Information5. Appreciation6. Feel Good Factor7. Value for Money8. Involvement

1. ProductClear Goals and Objectives and a

Programme of Work2. Credibility

Delivering the Programme of Work3. Communication

Announcing benefits, celebrating success

4. RelevanceSpending money on what members see

as important5. Staff Attitudes

6. Volunteer Leadership and Commitment

7. Good Management Practices

TO the members about

what the Chamber is doing Newsletter Press/Radio/TV Events Personal contact

FROM the members

about what they think - feel - saying - doingre the Chamber business, politics,

etc

Newsletters - Website Headlines that GRAB Graphics and photographs No jargon - simple - clear Sell the Chamber Inform - relevant information for business targeted at the right audience

Membership Records (MIS-CRM-Database) Record every contact with the member,

phone, personal, letter, e mail, Record attendance at all events Identify members who have not been in

contact with the chamber for 6 months call them and say hello!

Thank members for attending events for sending in their subscriptions for giving their opinions for replying to queries for giving their time to committees for supporting their Chamber

Identifying with success Chambers gets good media coverage Chamber projects a professional image Chamber runs efficient, well organised

events Chamber has important people at its

functions

• Good business contacts• Reduced cost training• Unique products (member directory)• Discount schemes• Local, relevant, up-to-date information• Quasi legal – Advocacy services

Discount Schemes - Customer Loyalty Group Insurance (Business, Home, car,

health) Group Discounts (national or local) -

computer equipment, internet package, car rental, hotels, travel, major events, shopping

Consulted through regular surveys Involved in electronic response groups Involved in Committees Met and spoken to by staff/officers at

chamber events

Are they cohesive Do they communicate Do they promote Do they inform Are they cost effective Are they directed at the right audience

CORE PRINCIPLES Regularity - Consistency Simple - Clear message Relevant, up-to-date, information Promote the Chamber - Praise the members It’s all about people - Include Names Professional Presentation

CORE PRINCIPLES Actively Seek Feedback - Reward

Responses Report Actions on member feedback

Monitor all contacts (Personal, Phone, Letters, Fax, E Mail) – CRM/MIS system

Enter RELEVANT information in Database Surveys Focus Groups Fax-back Blogs - Wikis

Integrate Feedback into everything

everybody does-----------------------------

Consistently record, analyse, and acton relevant feedback

Good Informationin

Good Timeto enable them to make

Good Decisions

Listen and Hear Personal Contacts Fax-back on specific queries Officer specific E Mail loops

Listen and Hear Staff meetings include issues, not

solely operational matters Encourage staff comments Reward staff involvement

At the Beginning Identify their up-front and “hidden” agenda Build a relationshipDuring and at the end of the process Formal and informal reviews Ask what they think

Send them everything ! Short - simple - issue specific

communications by FAX or E Mail Have a constant presence in the media Invite policy makers to events (social) Build relationships with key players Create Blogs and communities of

interest

Monitor the media Be informed about what key people

and key organisations are doing - recognise, appreciate, congratulate.

COMMUNICATIONS PLAN Agree key objectives every 3-6 months: Who do we want to reach, what message

do we want to get across 2-3 target groups - 1-2 messages

Plan weekly action (Press Release, Events, Newsletter, Letters, Meetings)

COMMUNICATIONS PLAN Go to events, meetings, etc Participate and Contribute

Monitor developments (Amend Plan)

Determine your media targets Info - deadlines, reporters, editors Meet the media people Create news - press statements,

publish research, comment, press conferences

Piggy-back on topical stories Chamber Press Kit

Regular column/radio program Letters to the Editor Soft News - Chamber helps unemployed

group Hard news - Substance and controversy

Crisis Control negative story pending - take the initiative

early One spokesperson only Get ALL the facts before speaking Never lie or mislead Don’t take it personally - maintain

relationships with the press

Always correct factual errors for the reporters but don’t always insist on a retraction

Don’t make bad news worse by -losing your temperthreaten management or threaten to withhold advertisingfile a legal action