Develop a team of entrepreneurial leaders in your organization who can feel like co-owners and think like your members/customers so that they can help you drivee engagement and growth. Adopt 6 strategies from Stanford Law School’s curriculum to lay out a staff and culture development path.
Have you thought about performing an amateur musical to remind members to renew, in place of the usual, drab renewal notices? A staff team at ASHA did just that. The larger story this video tells is one of employee empowerment and innovation; a story of connecting with members as people by humanizing, motivating and leveraging your organization’s own people. Read about how to empower staff to drive engagement and growth.
ASHA’s CEO has succeeded in making a human focus operational by aligning all aspects of the organization with it, and moving ASHA forward to new levels of growth and innovation.
It is not enough to congregate people on a shared online platform. The more you help them use the platform and the relationships and ideas it engenders to bring about results that they could not create outside the community, the more value you generate for them.
Do you measure customer value through short term revenue generation and direct sales or through the long-term relationship you build and the possibilities that will be uncovered over time? Chances are you can’t have it both ways. Decoupling sales from engagement will contribute to your organization’s growth.
In today’s fast, hyper-connected world the focus has shifted from making the sale or acquiring customers/members to retaining them through engagement. “Post transaction” engagement is at the center of growth and business strategy. It involves two-way relationships, multi-channel communications and continuous connection. Apply elements from four strategies to improve your engagement efforts.
Why is the membership model considered by many as outdated when it is, increasingly, adopted by business successfully and replacing other models. Perhaps associations can draw inspiration and ideas from other sectors that deploy the membership model in new ways and have reinvented it for different, strategic results.
Instead of conventional, vertical paths for growth–e.g. increases in membership numbers, products or markets–focus on innovation, especially innovation on the customer experience. This is the fulcrum of opportunity and value today.
In their recently released whitepaper, The Association Role in the New Education Paradigm, Shelly Alcorn and Elizabeth Weaver Engel review the substantial body of research on the changes occurring in both education and employment and argue that associations are uniquely suited to bridging the growing education-to-employment gap. Read about their findings and download it for free.
The transformation of The Landscape Architect Registration Examination (L.A.R.E.) Is an example of a change that, although, seemingly non-disruptive, has set in motion an entirely new perspective and represents a leap from products to solutions.