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TRADE ASSOCIATIONS a unique phenomenon

TRADE ASSOCIATIONS a unique phenomenon. How to manage them professionally. Intro. name: Toine Zwitserlood prof .: association manager study: biology / ecology ( Utrecht University) certificate association management (Univ. A’dam ) career: 1981 – 2006 : gen.man . VBW

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TRADE ASSOCIATIONS a unique phenomenon

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  1. TRADE ASSOCIATIONSa unique phenomenon How to manage them professionally

  2. Intro • name: ToineZwitserlood • prof.: association manager • study: biology / ecology (Utrecht University) • certificate association management (Univ. A’dam) • career: • 1981 – 2006 : gen.man. VBW • 1993 – now : gen.sec. Florint

  3. Associations:part of human nature • Already mentioned in the book of Genesis • Existing in ancient Egypt and Greece • 16th century: powerful Guilds of craftsmen and merchants • Nowadays: some 130.000 associations in de USA (year 2010)

  4. Main motives to unite • Feeling of solidarity • Standing stronger together • Feeling ownership & involvement • It’s ours, for us and by us. • Feeling of security • Protected against outside threats • Feeling of profit • A lot of added value in it for me

  5. Associations now:it’s business, but different

  6. The essence:the feeling of value (for money) • Know your members needs and wants • Create the ideal “mix” of added values • Manage your members expectations • Create / facilitate the members society • Be flexible and adaptable

  7. Associations life cycle

  8. Association key-tasks Lobbying / diplomacy positioning the strategic interests of the industry Organising the collective safeguarding / promoting a healthy development of the branche / members Creating individual profit give added value to the individual members A supporting infrastructure Dr. P. Tack; VU A’dam

  9. The 5 axes model Lobby / diplomacy Negociating extern. Individual service Agreements (intern.) Meaning (society) Berenschot

  10. Lobbying 1becoming influential • Network management: Organisational network • Decision arena’s you need to be • Strategic alliences Personal network • Influential people Play the game (→ relations) • Trading information for influence • Use your social skills (don’t be an inconvenience)

  11. Lobbying 2being effective • Issue management • Priority of dossiers! • Relevance for the branch • Attainable targets • Affordable efforts • Less is more! • Lobby strategy • Targets and steps to take • Decision arena’s / coalitions • Time frame • Tactic communications

  12. The Collective 1raising the level of entrepreneurship • Education: • Involve in regular vocational training • Set educational standards • Offer dedicated courses • Organise competitions • Innovation • Initiate dedicated projects • Specific focus in competitions

  13. The Collective 2raising the level / image of the branch • Public focus on competitions • PR in public media • Set quality standards • Branding (campaign) • Binding agreements • Central wages agreement • Central labour circumstances agreement

  14. The Collective 3creating a real florist society • Create meaning and belonging • Strong feeling of democracy • Meeting and sharing • Congresses • Meetings • Receptions • Social media Groups

  15. Individual serviceConcrete value for money Members services / benefits : • Advise (legal / commercial / personal / succession / etc.) • Instruments ( digital forms / check lists / development tool / admin. counter) • Discounts (accountancy / cars / payment systems / hardware / flowers + plants / books + magazines / market research / administration / insurances / etc.) Possible source of non-dues revenues !!

  16. The strategic cyclestrategy / policy / implementation/ evaluation • Development of vision / mission / values • Determining the strategy: swat-analysis / alternative scenario’s / strategic choices • Strategy  policy: priority / choice of issues, dossiers, actions (in coherence) • Policy framework: • operational plans on dossier level (in coherence) • goals (smart) / means / timeframe • Implementation Management / co-ordination / execution / reporting • Monitoring Evaluation and adjustment of plans, policy and / or strategy

  17. Revenuesraising the money for the job • Dues / contributions vary from € 25 to € 350 • Non-duesrevenues underestimated! couldsupply50% or more of the budget!

  18. Non-dues revenues • Grants From foundations / government / EU • Sponsorship Corporate membership Events sponsorship • Advertising magazine / website / newsletter • Events / exhibits entry fee / booth rental / etc. • Commission % of member benefit deals • Sales books / CD’s / models

  19. AND NOW?START BUILDING UP! • USE YOUR OPORTUNITIES!

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