McKinley Marketing, Inc.

Q: What are the most critical challenges facing HIDA in 2003?  In what facet of your business will you be spending the most time? 

A: HIDA is a trade association, and we are going one-on-one with our member companies.  We are focusing resources on the Value Proposition we offer, so we are engaged in product and service development, and for our largest company members, we are custom developing services to meet their very specific needs in return for fees.  Also, we are spending more time on the selling function which requires our explaining in detail the value of our membership, in face-to-face meetings and structured conference calls.

Q: How is membership trending in your organization? Have you established membership goals for 2003?  How do they compare to last year?

A: Our membership numbers are up, due mainly to the fact that we are actively selling members one at a time and have greatly improved the concrete benefits of being a HIDA member

Q: How do you feel about the statement that "membership is every department's business"?

A: I guess I don't really subscribe to the theory any function should be the responsibility of everyone.  I think people perform better when you give them aggressive, yet realistic goals to reach.  Our staff will reach them.  So rather than say that membership is "everyone's" job, we look at the various functions that contribute to a valuable membership, and assign responsibility for each.  So, while it might be true in a global sense that membership is everyone's job, it is the specific responsibility of specific individuals at our association.

Q:  How will your organization approach membership acquisition and retention in 2003?  New strategies or tactics that are in development?

A:  We will succeed in 2003 and beyond by blocking and tackling more effectively.  Better execution both in service and in sales.  We're introducing on-the-money new products and services inexpensively and rapidly.  We plan to increase membership and non-dues revenue again in 2003 through a classical sales approach of prospecting, lead generation, follow-up and closing.

Q:  Which functions does your organization typically outsource or hire outside resources to support?

A: Generally speaking, functions that are outsourced are those that do not provide unique value to the industry and our members.  Things that won't be outsourced are functions vital to our value proposition: our ability to offer unique industry-specific services and products and communications with our members.

Q: How is HIDA attempting to create non-dues revenue?   How has your approach changed in the past few years?

A: HIDA is evolving to become a one-on-one resource for our member companies.  Everything we produce must be able to be re-configured by our members to meet their changing needs or developed specifically for them on a contractual basis.  Also the association must be nimble enough to function almost like a cross between a large consulting firm and information business.

Q:  Does HIDA have a "centralized" marketing approach for your programs (i.e. you have a marketing or communications department that handles all promotion and communication) or are your products and services marketed independently by different departments?

A: We use centralized marketing.  I believe it's the only way to ensure consistency in message and visual image.  It's also the most efficient from a resource perspective and produces the most effective marketing.

Q: Please expand on your thoughts on the pros/cons of centralizing functions such as marketing, customer service (call center), and sales (sponsorship, exhibits, advertising).

A: If you look at a restaurant, a chef cooks the food, a waiter delivers the food and a busboy cleans up.  The team with diverse skills serves the customer by collaborating their core competencies.  Associations should centralize common functions that require unique competencies and can take advantage of each individual's demeanor and traits.

Q: In general, what is your organization's attitude toward marketing efforts as it compares to 2002?

A: We're still in the marketing business, but we are no longer measuring our commitment to marketing by the number of catalogs mailed or other artificial measures.  We are now looking at measurable returns on the marketing dollar, particularly as they relate to supporting the sales function.

Q:  What has to happen this year for you to consider 2003 a success?

A: I don't measure success in terms of one year or the next.  I look at the long-term picture of delivering member service.  That is measured by our members who join and renew, and since our membership is up, I 'm confident that we are on track and building in the right direction.

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