Case Study:
The American Ceramic Society (ACerS)
Using Research
as a Catalyst for Transformational Change at ACerS
CHALLENGE 
The American Ceramic Society (ACerS) has served a wide range of professionals in the ceramics field for more than a century. However, a series of challenges – including the disappearance of ceramic engineering degree programs, off-shoring of traditional ceramic industries, and increased competition –threatened the organization’s growth. ACerS recognized the need to take action to remain relevant in a changing field.
ACerS sought McKinley Marketing’s expertise in devising a project that would:
- Capture current, lapsed and prospective members’ perceptions of ACerS and views on trends in the field
- Help ACerS understand its benefits in the context of the offerings of other associations in the marketplace, and its market potential for future growth
- Provide tangible recommendations that ACerS could use to make strategic decisions going forward
APPROACH
McKinley employed an integrated research strategy that targeted current, lapsed and prospective members from a variety of sectors, including scientists, engineers and educators. The project began with telephone interviews and focus groups designed to capture perceptions of ACerS and discuss trends in the field. To follow up and test ideas from its qualitative research, McKinley deployed an electronic survey and collected input from 1,300 ACerS members. McKinley also collected data for an environmental scan and competitive analysis to provide greater insight on ACerS’ changing marketplace.
The collaborative, multi-step research approach represented a major shift in how ACerS learns from its members and responds to their needs. Recognizing that the opinions of most association boards are not always perfectly aligned with those of rank-and-file members, McKinley encouraged a wide-reaching research approach to capture and understand the voice of the membership, not simply the most vocal members. Gathering data from a broad range of sources, McKinley helped ACerS achieve their research goals and laid the groundwork for transformational change.
RESULTS
ACerS used the results of the study as the foundation of a new, comprehensive organizational strategy that targeted new audiences, realigned resources, and resulted in several new programs, products, and services. The validity and depth of the research data gave ACerS executive leadership an objective platform to discuss the path forward with the Board, an element that was missing from previous efforts. Ultimately, the project proved to be the catalyst ACerS needed to begin the transformational change it requires to remain relevant and thrive.
IN THEIR OWN WORDS
“When I arrived at ACerS as executive director, there were many opinions about how the organization should move forward, but little objective data to recommend one course of action over another. As a result, decisions about critical issues were frequently deferred. McKinley’s research gave us an authoritative base from which to make needed and often major changes in direction. McKinley’s comprehensive approach, talented and attentive staff, flexibility, and expertise gave us the foundation we needed to move in new directions.”
— Scott Steen, Executive Director, The American Ceramic Society