IDN Vision Plan Tallinn May 2011

1. IDN Vision PlanTallinn May 2011

2. Today's Agenda • The IDN Challenge • Background • Task force goal • Three key questions to address • Recommendations • The IDN story and vision • Action plan and next steps

3. Our challenge • IDN requires a fresh and credible market positioning to convey our identity and purpose. • Enable current members to engage and encourage the IDN culture amongst their own staff, • clients, prospects and key influencers in each of their home markets. • Leverage our IDN membership to become leaders in our own markets. • Today we present recommendations based on inputs from members over the past 12 months. • Share and adopt new energy with members agreement and support

4. Background IDN is proud of its Direct Marketing heritage. We approach our 25 year anniversary as a respected independent and entrepreneurial network of best in class DM agencies. Members believe our mission, positioning and identity require re-appraisal. Perception that we are a Direct Mail organization. Market has moved on and we need to stay a step ahead of it particularly the growth in the digital. Promote that IDN members have embraced digital and integrated media Chosen a process that avoids drawn out debate while listening to the specific needs of each individual members. Task team - Keith Weiser, Georges Van Nevel, Richard Marshall, Hans Christian Bjorkto, & Michael Killeen have worked on this project since Amsterdam 2010. Our work has inspired Des Columb and his Task Team to deliver identity solutions which will follow this presentation.We hope to get sign off today on this new direction.

5. Task force objective • To capture and convey the core identity and purpose of IDN and re-ignite all stakeholders with • renewed energy and restored conviction to become the best in their own markets. • Three questions directed our thinking: • 1. Who do IDN really want to be? - What are the values that are core to IDN and meaningful to all our • stakeholders? What is our positioning in our market place • 2. Where do we want to go?- What is our (strategic) intent and what’s at the heart of our network? Find • a direction that is balanced and agreeable to all members or should we explore a brand new positioning • which requires effort and change by all but will be worth it in the end.? What is our mission story • 3. How do we want to get there? - Do we energise our culture and boost our brand? Do we take one • giant step or many small ones? Does it require a name change/ new identity?

6. Answers to these questions Questions: Recommendation Is IDN an internal brand (for the benefit of members) Yes, its an internal brand Or, an external brand (for the benefit of the market)? No, but could earn equity in future Should we consider a name change? Yes If so, what impact will this have on our current brand positioning Zero Should we develop new business opportunities proactively by leveraging Yes existing client relationships across the network? Focus on inter country before we go global Should IDN move from a Direct Marketing focus to……. Yes/TBD Integrated marketingCRM marketingDigital marketing Marketing directROI marketingMeasurable integrated marketing Engaging marketingOther? Could all members embrace similar service offering Yes/No?

7. Answers to these questions (2) Questions: Recommendation Can we develop centers of excellence training hubs? Yes Voluntary management versus full time administration Full time What are acceptable membership rates? €3,4,5,6K /year? Tiered membership rates and different membership categories? Yes/No TBD? Do we bring change in one swoop or small steps? Small steps over 2/3 years Partner other global networks to add knowledge and network potential Yes Become highly skilled network and own one specialty eg. Measurement/Data ? Yes Do we want an assertive new business machine developing revenues across borders Start small ! making IDN a valuable institution to be sold as a group in five years time. No

8. Answers to these questions (3) Questions: Recommendation Do we like who we are and simply sharpen our organisation by becoming more integrated in our focus and tweaking our current positioning. Yes Strict membership recruitment criteria - only ‘Agencies of the Year’ in each market to be considered so that existing members benefit from these new centers of excellence. Yes Should culling of existing membership be implemented if members don’t get their house in order over 2 yr period Yes Agree flat pricing for interagency services and training Yes Add significant membership growth Yes Invest in technology to become more active and engaged in IDN Yes

9. Recommendations

10. The IDN Story

11. The IDN story During the early days of the DM era, eight visionary men got together with a common view of improving their individual and collective marketing excellence by sharing resources. Since that day in 1988, IDN has organised a buzzing meeting place for leading DM agency entrepreneurs around the world who voluntarily and openly share honest insights, developed strong friendships, entrepreneurial values and a desire to produce world class work for clients locally and globally.

12. The IDN story With annual revenues of $1.2 billion IDN has now become a leading integrated agency network with access to the best agency thinking around the world. IDN is made up of motivated and skilled members who proactively share knowledge that help members make more money in their own market. Members can convert these learning’s to gain the confidence of their existing clients to move into international markets utilising IDN membership to execute global projects. We have an insatiable desire to learn and share and to venture beyond our horizons. .

13. The IDN story We are entrepreneurs with a need to be independent and free to pursue individual and collective marketing excellence. We place great emphasis on enjoying each others company. We genuinely care about each others problems and successes. We attach strong value to our heritage and our family atmosphere of honest friendships. And we embrace fun extremely well in a sector that has forgotten why fun is good for the heart and soul. Remember that friends are the family that we choose ourselves There is no age, sex or cultural bias in the IDN family. We understand the need to be profitable or we will not survive or be able to invest in or train our brilliant people. IDN frees our potential and unlocks a world of opportunities in our home markets and in the bigger global world which we now all compete in.

14. Proposed IDN Mission:

15. Mission Leverage member knowledge, inspiration, staff and services to make each individual agency stronger and more profitable in their home markets. And when necessary, allow them to enter foreign markets with absolute confidence of members support.

16. Name Should we consider a name change to reflect the new world or simply a new identity to sharpen our look? (Up for discussion)

17. Recommended positioning /strap line ‘Globally powered - locally powerful’

18. How?

19. How? How we will deliver this: Dates Create task force to deliver new positioning plan DoneArticulate new approach and make recommendations DoneGet agreement form all members May 13thPresent new identity to bring our work to life May 13thVote on winning agency May 13thIdentify and agree tasks required to deliver new plan May 13th 1. Develop centres of excellence : CRM; Data analytics; Digital; Mobile; Etc?? 2. Explore tiered membership structure with recommendations 3. Proactive New business process 4. New membership criteria agreed and acquisition drive for best in class 5. Internal knowledge sharing plan utilising technology 6. Other? Appoint champions to deliver and implement tasks with budgets and deadlines May 13th - May 27thBrief identity project to winning agency May 23rdIdentify and brief web site upgrade project to agreed agency June 2011Identify and celebrate success On-goingNew website in place Sep 2011

20. Thank You