Joe Grant's Blog

Are You Solving Member Problems?

This is one of the most important questions your association should be asking!

Unfortunately, many associations skip this step and jump right into designing / engineering mode. What bells and whistles will the product or service have? What fonts, color and layout will we use? How much will the product or service cost?

All of these questions are irrelevant if you don't understand the member problems your association should be trying to solve.

The following strategies and questions will help you define the problems your members are experiencing. Your next step is to develop strategies that will solve those problems.

Call Tracking: Have staff track incoming calls for a 1-2 week period each quarter. For this to work, management and staff need to commit to the data collection process. This exercise can help answer some important questions.

• Why are members calling the association?
• Are staff answering the same questions over and over? Can this information be placed in an easy to find section of the association's website?
• What questions cannot be answered by staff? Why?
• Are staff referring members to other sources? Why?
• Do staff need additional training or resources?
• What are some of the most frequent complaints? How many other members feel the same way, but aren't taking the time to voice their opinion? How many instead chose not to renew their membership?
• Do member questions change with the time of year or season?
• Are members complaining about other industry sources? Could this be an opportunity for your association to bridge the gap or answer an unmet need?

Front Line: The staff who serve on your association's front line are some of the most important people within your organization. Day in and day out, they interact with members. They hear the good, the bad and the ugly. Tapping into their knowledge and experience can help answer some important questions.

• What themes or problems keep popping up?
• Where is the association failing? What can be done to fix these areas?
• What is the association doing right? How can the association build on these strengths?
• What challenges get in the way of serving members?
• Are the right people on the front line?
• How many times are staff saying "I'm sorry we don't offer that as a member benefit" and what is the "that" they're referring to? What opportunities are knocking or maybe even pounding at your association's door that are not being answered?

Member Interviews: Every conversation you have with a member is an opportunity to learn more about the problems and challenges they face in their profession or business. What can the association be doing better to address those member problems or challenges? Listen carefully for hidden opportunities.

Member Surveys: Surveys should go beyond simply validating how wonderful your association is today. They should also help your association become something better. Surveys can help answer some of the following questions.

• What are the challenges or stresses members experience in their profession or business? How can the association relieve or eliminate those challenges or stresses?
• What unnecessary hoops are members required to jump through? How can the association remove some of those hoops?
• How do members define an amazing experience? What are you doing to exceed their expectations?
• How would members finish the statement "If only my association could..."? Where is the association falling short?
• Has the association been allocating scarce resources to things that are not important to members? Can resources be reallocated to more important areas -- areas that solve member problems?

Blogs, Listserves, Bulletin Boards and Industry Articles: Visit the places your members visit. Read what they read. Listen to what they're listening to. Find out what's being said about the industry or the association. What pains or aggravations are members writing about in their blogs, listserves or bulletin boards? Do not ignore these conversations. Look for the hidden opportunities to solve member problems.

Are you having difficulties recruiting and retaining members? Are you trying to figure out why members are not using the association's products and services?

Could it be that you're no longer solving member problems?

AMS RFPs & Selection What Associations Should Be Doing?

Okay to keep things fair and balanced, let's talk about the association's role in selecting the best software package. Here is how I categorize associations that participate in the AMS selection process.

• 360s - These are the associations who take a 360 degree approach to the selection process. They commit the resources necessary to discover their user's needs, develop a thorough RFP, invite a large group of vendors to participate, carefully analyze the responses both quantitatively and qualitatively and select the AMS system that's right for their association. They are open minded to the options that exist in the market and are willing to give every compatible AMS a fair shake at earning the association's business.
• Window Shoppers - These are the associations who aren't really in the market for an AMS package. They're just dabbling. The problem with this group is that they often give the AMS vendor the wrong impression on their readiness, make them jump through hoops, and never take action. Then when the association means business, they've cried wolf so many times, vendors avoid them like the plague.
• Validators - These are the associations who have made up their minds on what vendor they will choose. They're only involved with the RFP process because someone on the board is dragging them into it or they want to compare price tags. The problem with these folks is they probably haven't considered other options and will do everything they can to fight the due diligence process. In fact, no matter what data or facts you put in front of them, they will always find a reason to support their earlier decision. The AMS vendor's time is valuable so if are not planning on having an open mind to explore other options, don't ask the vendors to participate.

The following are some tips and questions to help associations in their search for an AMS package. Incorporate these practices into your selection processes and your chances of success will increase dramatically.

• Drop all preconceived notions and be open minded. Often times we make sweeping generalizations about products based on a few anecdotal stories we hear from AMS users. There are too many variables involved that could have affected their individual experience to make such generalizations. Don't take the easy route, find out for yourself if they are a good fit.
• If you're looking for a price check, send out a request for quote. RFQ's are less rigorous and by providing some basic association facts, the vendor should be able to give you a budget range based on past experiences with similar size associations. If their lowest cost option significantly exceeds your budget constraint, even after considering room for negotiation, don't ask them to participate.
• Assign an internal project manager and begin gathering data for the scope document and RFP. Avoid cramming this critical project on an overloaded staff member, unless you plan on removing something from their plate. It's not fair for the staff member and it will adversely affect the outcome of the project. If you're unable to dedicate a staff person who has project management experience, consider hiring a qualified project manager (not affiliated with the AMS) who can stay focused on the project, schedule and budget.
• Form a cross-functional team / task force of individuals from all departments. This will help create buy in and ensure that all voices are heard.
• Spend time gathering data from the team and clearly articulate the problem(s) they are facing.
• Once you have gathered the raw data, write the RFP. Structure your RFP (or at least portions of it) using a matrix (table) format, this will allow for easy side by side comparisons of the different proposals. The RFP should help educate the AMS provider about your needs and serve as a guideline for creating a quality proposal.
• It's worth repeating...make sure you articulate the problem(s) you're trying to solve in the RFP. If vendors can't understand the problem(s), how can they possibly propose a solution.
• Send the RFP to all compatible vendors and give them a chance to participate. What do I mean by compatible? if you don't have the budget or resources to host your own AMS, don't ask vendors who only offer this type of AMS to participate.
• If a vendor calls to learn more about your needs (and they should), take time to talk with them. Make a note that they called.
• Take note of the we're so wonderfuls , brochurposals , and whiners.
• When you begin receiving the proposals, objectively analyze the strengths and weaknesses of each AMS product.
• Rate the quality of each proposal. Has the vendor demonstrated an understanding of the problems you are experiencing? Have they articulated a solution to that problem?
• Is the vendor interested in selling a product or building a long term relationship with your association?
• Analyze the proposals from a quantitative and qualitative perspective.
• View your relationship with the vendors as a budding partnership. That means living up to the golden rule - treat them as you would want to be treated, with respect and common courtesy.
• Time is valuable, so pick the top 2-3 finalists and schedule demos. If you're not happy with their presentations, you can always schedule more demos with the other vendors.
• Before demo day, create a list of use cases (scenarios) you would like demonstrated in the AMS demo. Send the scenarios to the vendors ahead of time so they have time to prepare.
• Create a post demo questionnaire to capture participant's immediate thoughts and reactions.
• Make sure AMS users have more weight in the final decision, than non AMS users. Volunteers may have good intentions, but at the end of the day, they probably won't be using the system on a day to day basis. If an individual or group of individuals select the AMS package for the staff, and the staff are not in agreement, the project will fail. Again, the right people need to be involved from the beginning of the project.
• Check references. Develop a standard list of questions to guide this process. Learn more about the implementation process, did vendors communicate effectively, was the project completed on time and within budget, were there any surprises throughout the project? Get past the superficial questions and dig a little deeper.
• After you have considered all factors using the 360 approach, select the best AMS and move forward to the next phase - contract / price negotiations.
• At the end of the selection process, THANK ALL THE VENDORS for participating and helping the association with their due diligence process. They have spent a significant amount of time and energy trying to earn your business, the least you can do is say thank you. If a particular vendor stands out as exceptional but was not the right fit for your association, be sure to refer that vendor to colleagues in search of a new AMS package.

Obviously this is not an exhaustive list, but these are the basics. Remember, this is a big investment and your staff will be forced to live with the outcome for a very long time, choose wisely! :-)

Responding to RFPs What AMS Vendors Should Be Doing!

Every time I consult with an association to help them strategically select the right AMS (association management software) solution, I am amazed at the diversity and mediocrity of vendor responses.

Here is how I like to categorize the various groups:

• Relationship Builders - These are the cream of the crop vendors.  They want the association's business and understand what it takes to make it happen. They invest the time and energy required to earn the business. They clearly demonstrate how their software will solve the association's problems.


• We're So Wonderfuls - These are the self proclaimed cream of the crop. They believe they're so wonderful that the association should just bypass all due diligence and buy their software. These are the companies who "don't respond" to RFPs. (buyers beware)


• Brochurposals - These companies ignore the RFP requests and instead send a proposal that reads more like a brochure. If prospects want this kind of information, they can visit your website. The proposal shouldn't be an advertorial about your product's bells and whistles, it should be a way for you to communicate how your company will solve the association's specific problems.


• Whiners - "Not enough time...", "too much information..." and the list goes on and on. Don't waste time and energy whining, instead funnel this energy into creating a high quality proposal that wins the business. If you don't want the business, save face and decline.

The following are some tips for AMS vendors as they reply to RFPs. Incorporate these ideas into your business processes and your proposals will rise to the top of the pile.

• Read through the entire RFP. Understand the problems the association is currently facing and learn why they're on the hunt for a new software product.


• Make sure you understand the association's expectations and required deliverables. If they provided a checklist, use it as guideline when writing the proposal. If not, make your own checklist of all the items that must be addressed in the proposal so you don't forget something.


• Always, Always, Always pick up the phone and call the RFP contact person. It adds a personal touch and shows that you are more than an assembly line churning out proposals. Ask many different questions about the problems the association is experiencing. Learn more about the association needs. Learn more about the personalities on the review team. Knowledge is power.


• Don't whine. Doing so immediately casts a negative shadow on your company. Be a professional, step up to the plate and get the job done. If you feel the urge to whine, then you probably don't want the business.


• Make the investment and create a high quality proposal. AMS companies spend tens of thousands of dollars on print ads that most people will ignore, but when they have a hungry client standing in front of them with checkbook in hand, they balk at the time and financial investment required to write a quality proposal. Where's the logic? 


• Don't submit a product brochure in place of a proposal. The body of your proposal should tell a story about the association's problems and how your company will solve those problems.


• Drop the technical jargon and speak like a human being. Technospeak is fine when you're chatting with a colleague at lunch but can become a communication barrier when speaking to the average association executive. Speak their language. If the buyer understands what you're saying your proposal will rise to the top of the pile. If they need a decoder, the power of you story is diminished.


• With the ever growing number of AMS providers, you need to stop peddling commodities and focus on building relationships and solving problems.


• Use spell check before sending the proposal. With the technology we have available today, there's no excuse for blatant and multiple misspelled words. When this happens, the professionalism and credibility of your company is severely diminished.


• Have someone proofread the proposal for grammatical errors or "cut an pastes" gone bad.


• It's okay to create a shell for your proposals, but make sure you personalize every proposal by weaving in the association's story. The find and replace proposals are easy to spot. They're cold and boring.


• If you've written an article or white paper on a topic that is relevant to the association's problem, include it as an attachment or proposal. This will boost your credibility.


• Make sure your website works. This is especially true for web solution providers. I have visited websites for AMS companies who offer web solutions and there web pages are littered with errors and broken links. Actions speak louder than words.


• Deliver the proposal before the due date. You will definitely stand out.


• After you send the proposal, follow up with a telephone courtesy call to verify that it has been received. You never know when a good email has been sent to the spam folder. Meanwhile the association exec thinks you've missed the deadline. Here is another opportunity to make an positive impression on the RFP contact.

I assure you that if you follow the above points, you will stand out in the sea of mediocrity!

Association executives - as you prepare to make that huge investment in a new AMS software product (time, energy, learning curve, opportunity costs, etc.), don't settle for mediocrity. Do your homework and select a vendor who is in the relationship business.

What if the Skeptics are Wrong?

You're faced with an amazing opportunity to try something new and different. Something that's never been done before. An idea that will take you or the organization to a whole new level.

You know there are risks but those risks may lead to great rewards. You know there are a million "what if" reasons why you shouldn't pursue the idea, but for every negative "what if," there are ten other positives that follow.

There will always be skeptics waiting in the wings to crush your enthusiasm and talk you out of your ideas.

My question is -- What if the skeptics are wrong?

"Everything that can be invented has been invented," -- Charles H. Duell, Commissioner, US Office of Patents, 1899.

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"I don't know what use any one could find for a machine that would make copies of documents. It certainly couldn't be a feasible business by itself." -- the head of IBM, refusing to back the idea, forcing the inventor to found Xerox.

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"The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular?" -- David Sarnoff's associates in response to his urgings for investment in the radio in the 1920s.

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"The concept is interesting and well-formed, but in order to earn better than a 'C,' the idea must be feasible," -- A Yale University management professor in response to Fred Smith's paper proposing reliable overnight delivery service. (Smith went on to found Federal Express Corp.)

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"This 'telephone' has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us," -- Western Union internal memo, 1876.

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"Computers in the future may weigh no more than 1.5 tons." -- Popular Mechanics, forecasting the relentless march of science, 1949

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"There is no need for any individual to have a computer in their home." -- Ken Olson, 1977, President, Digital Equipment Corp.

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"I think there is a world market for maybe five computers." -- Thomas Watson, chairman of IBM, 1943.

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"I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't lastout the year." -- The editor in charge of business books for Prentice Hall, 1957.

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"But what ... is it good for?" -- Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.

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“The abdomen, the chest, and the brain will forever be shut from the intrusion of the wise and humane surgeon.” –- Sir John Eric Ericksen, British surgeon, appointed Surgeon-Extraordinary to Queen Victoria 1873

If you have an idea for something amazing - an idea that with enough passion and perserverence will lead to something great, then don't give up. Hear the skeptics out and take their thoughts into consideration, then roll up your sleaves and get to work!

Successful Associations Hire the Right People!

To successfully fulfill the organization's mission, vision and strategies, you need to have the right people on your team. This means hiring strategically. The following are some practical guidelines that have helped me make good hires in the past:

EXPERIENCE: Does the candidate have experience working in a similar environment (company size, structure, management philosophies, expectations, etc.)? Is their experience compatible with your environment and job requirements?

SKILLS: Does the candidate have the necessary skills to perform the job effectively? They may have a great personality, but if they can't do the job, they can't do the job.

COMMUNICATION: Is the candidate actually listening when you speak? Do you believe their answers are sincere and honest? Can they articulate their points effectively? How is their eye contact and body language? If the position requires heavy writing, ask them to write a brief press release about their hire and assess how well they performed under pressure.

VALUES: Are the candidate's values similar to the association's values? If there is a serious mismatch of values, you will have problems down the road.

PASSION: Does the candidate seem passionate about their field or areas of expertise (marketing, communications, finance, etc.)? Do their eyes light up when they talk about what they do? How bad do they want the job? Are they willing to get into the trenches?

CREATIVITY: Do you get the impression that the candidate is a "yes man/woman" or will they challenge status quo (in a healthy way)? You want independent thinkers who will take your association to the next level.

THE "I" FACTOR: How many times does the candidate use the words "I" and “we”? Do you sense arrogance and ego (not to be confused with confidence)? Is the candidate ready to serve for the greater good of the organization and members? Can you see them working well with your team to achieve the association's mission, vision and strategies?

HOMEWORK: Did the candidate take time to learn about your organization prior to the interview?

GUT INSTINCT: What does your gut instinct tell you at the beginning and end of the interview? Malcolm Gladwell teaches us in Blink that our instincts usually don't lie?

Do you have unique hiring strategies that have worked for you? Share them here.

Seth's Post on Logos

Seth Godin writes a great post today on his Blog about logos. It's definately a must read.

To build on Seth's Blog, I put together some guidelines:

• Keep it simple (some of the most successful logos are simple).


• Don't pay someone tens of thousands of dollars or more for a logo - it's not necessary!


• If a consultant shows you a logo and begins to rattle off his/her philosophical background behind the logos meaning (see Seth's post on the Olympic Logo), don't buy it. You tell the story in your actions as a company, not the consultant or the logo.


• Be sure you can live with the logo for a very long time.  Once customers start attaching meaning to the logo, it can be difficult and confusing to change.


• Make sure it's versatile (black and white, color, web, print, small, large, etc.).


• Make sure you're not stealing someone else's logo - lawsuits are distracting and expensive.


• More important than the logo image, determine what promises you're making to your customers and consistently deliver on those promises.


• You're telling a story to your customers and with time, that story attaches itself to your logos meaning...so make sure it's a good story!

Happy Beginnings (Building on Ben's Post)

Fellow Blogger Ben Martin posted a comment on his Blog about Community Guy's unfortunate experience with the American Marketing Association. I have to say, I understand his frustration. When I joined a few years ago, I had a similar experience. 

In a word, my experience was underwhelming. From the day I received my welcome package (a bent up folder stuffed with papers) to the lack of any personal communication outside of email blasts, it just wasn't what I was expected from an association representing the marketing profession.

As someone who has worked for associations for many years, I agree with Ben's point about the need for emails. Unfortunately, it's the nature of the beast (at least for now). Without the ability to market events and offerings via email, associations would suffer.

So what can associations do to avoid a similar situation:

• Map out your member's experience from the day they become a prospect to the day they renew their membership. The experience map will serve as a guide for staff and will help them deliver a consistent and quality member experience.
• If you must send a welcome folder (can you sense my sarcasm) - make sure it has real value inside and that it looks like it came from a professional organization. Unfortunately, many associations stuff their welcome folder with everything but the kitchen sink. The result: a forced attempt to show value. This is the first tangible piece from your association. If it's torn, frayed or packed with useless content, so much for first impressions.
• Create an email communication schedule that is based on strategy. In other words, prioritize your email communications and spread them out. Alternate between marketing messages and free member tools. Mix in or attach value to your messages - i.e. free articles, downloads, etc. If all you do is bombard your members with marketing messages on a daily basis, you will become invisible.
• Pick up the phone and talk with members. Develop a system where each staff member calls X number of members every week. Maybe include some of your board members or volunteers. Create a script to guide each caller. Thank members for joining and find out if there's anything the association can do to improve the member experience. Imagine the insight your team will gather from these phone calls.
• Attend industry events that your members are attending and schedule a free breakfast or cocktail hour.  Mingle with them, introduce new members to longstanding members, thank them for joining and soak up the qualitative research. 
• Constantly improve your value proposition and begin to weave in the of use social media tools to help communicate more effectively with members.
• Ensure that new members have a happy beginning!

As the AMA and many other associations are finding out, "business as usual" is no longer enough. When members are unhappy, they tell the world.

I noticed the AMA contacted Community Guy and they are working with him to correct the situation. I'm happy to see the AMA step up and do the right thing. I just hope the changes take place culture wide and that it stimulates some positive change throughout the association. Now that would be a Happy Ending. Who knows...I might even give them a second chance.

What are members saying about your association in the Blogosphere, and what are you doing to take the association to the next level?

Thoughts on Benchmarking

"I hate benchmarking. Benchmarking is Stupid. Why is it stupid? Because we pick the current industry leader, and then we launch a five-year program, the goal of which is to be as good as whoever was best five years ago five years from now. Which to me is not an Olympian aspiration"
~~ Tom Peters ~~

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"To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation."
~~W. Chan Kim & Renee Mauborgne ~~

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"You cannot be remarkable by following someone else who's remarkable." ~~Seth Godin ~~

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"The reason it's so hard to follow the leader is this: the leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken - so it's no longer remarkable when you decide to do it."
~~ Seth Godin ~~

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