| Plexus Consulting Group | Success Stories | ||
| National Association of Manufacturers (NAM) |
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Plexus Consulting Group, LLC |
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Vital Stats The Challenge | The Solution | The Processs | Measurements & Results | Lessons Learned How to attract small-medium companies in order to diversify a stagnating membership base? The National Association of Manufacturers (NAM) was founded 100 years
ago and has been the preeminent voice for manufacturers in the United
States ever since. In recent years, however, NAM has seen the number
and size of its large, blue chip corporate members stagnate. NAM's
management noted that the fastest growing segment of the economy was
small and medium-sized manufacturers and that those trade associations
that had targeted this market niche were benefiting from its growth
to make inroads into NAM's dominance as a government relations powerhouse. Align the association's priorities with the needs and perceptions of smaller manufacturers. NAM's leadership knew that if it wanted to retain its leadership, the organization would have to attract more small and medium-sized manufacturers and that in order to do this, they would have to institute a host of changes. After decades of representing the largest manufacturers, NAM would need to bring its priorities in line with the needs and perceptions of smaller manufacturers. The NAM leadership realized that to attract these companies, the organization would need to change its:
To implement the solution, NAM outsourced the following six-phase program to Steven M. Worth, now President of Plexus Consulting Group: Phase One: Quantitative Information Gathering Phase Two: Qualitative Information Gathering Phase Three: Focus Group Sessions Phase Four: Strategic Planning Phase Five: Board and Staff Presentations Phase Six: Follow-up Monitoring of Progress Key program developments were implemented in the following areas as a result of the strategic planning initiative:
Internal and external communications campaigns were planned to inform NAM members, volunteer and full-time leaders, and key external audiences such as the trade, business and general interest news media of NAM's new strategic emphasis in serving the interests of small and medium-size manufacturers. A special SMM (small and medium manufacturer) magazine was created for which NAM received an award. Moreover, all NAM documents were reviewed to ensure they reflected and were consistent with NAM's SMM initiative, and new brochures created which focused exclusively on the programs arising from this initiative. Membership Programs Governance Staffing Structure The initiative started with the determination that there may need to be a top to bottom change in the way NAM was structured and did business. This turned out not to be the case. Instead, the strength of NAM as an institution and of its products, services and programs was reaffirmed and a better understanding reached as to the distinct needs of small enterprises as compared to the very large companies that have traditionally been their core membership base. The changes that were needed in the end were far fewer than were originally imagined to be. But the changes that were identified and implemented proved to be key in consolidating NAM's presence within the country's fastest growing base of manufacturers. Revenue targets were set and achieved. Although NAM remained dominated by blue chip manufacturers its membership base and the overall focus of its programs became more balanced in recognition of the importance of small and medium size manufacturers to the US economy and to NAM. There was no adverse reaction to this initiative from any of NAM's larger members. There was some initial staff resistance to some of the proposed changes that would affect programs for which they were responsible, but this was overcome through the leadership of NAM's top executive. The concrete culmination of the six-phase program was a practical action plan, which had the approval of NAM Board and staff. Some of the NAM programs designed for small and medium-sized manufacturers, and implemented on the basis of this action plan, have won prizes for excellence. NAM is meeting its membership targets for this segment of the economy. It has also gathered evidence of a new appreciation among its smaller members for the efforts that the organization is making on their behalf. Question: What are some of these small member programs?
Lessons learned included:
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