Potomac Core

MAY 3, 2018

Members Hire Bold Strategies. Part of that boldness is how much their Industry Trade Association Strategic Plan reflects the challenges and business outcomes that members care most about. As busy executives are under constant pressure to meet and exceed profit targets, they expect the organizations they are part of to deliver bold strategies and results.

Strategy 154

Strategy Arizona DC United States 154

Potomac Core

FEBRUARY 28, 2018

Members hire Customized Advocacy because they have no choice. They face turmoil driven by ever increasing new technologies , evolving consumer preferences , and political polarization. What’s more member companies are facing increasing demands for transparency from their board members, shareholders, and also from their consumers. Associations who customize their advocacy strategies will remain relevant.

California 132

California Analysis DC Products 132

Potomac Core

DECEMBER 27, 2017

Members hire Associations, Members fire Associations is what the new mantra will be for Association Executives in 2018. The evolving external environment is continually redefining how member executives assess the impact of their memberships. At year end 2017, Association Executives would find it useful to see the world as their members do and understand what help they need to make progress in their Industry or Profession.

Products 119

Products America Process Boston 119

Potomac Core

OCTOBER 29, 2017

Association Supply Chain Advocacy can be a game changer for members. By uniting the Supply Chain through Associations members can better influence the destiny of their company and their Industry in ways they could not do on their own. Getting and bringing an entire Supply Chain to the table at an Association is a heavy lift but the long term impact will make the effort yield substantial member ROI.

New Mexico 155

New Mexico Illinois Member Engagement eBook 155

Potomac Core

AUGUST 29, 2017

Driving Sustainable Industry Growth Helps Trade Associations Energize Member Engagement . With global economic uncertainty dominating most conversations, we’re learning that Trade Associations who drive sustainable industry growth are helping their organizations by energizing member engagement. Forward thinking CEO’s are utilizing Strategic Planning or Business and Engagement Planning to research Industry challenges and Business outcomes and then identify their Associations as extensions o

Member Engagement 173

Member Engagement Survey Massachusetts Boston 173

Potomac Core

AUGUST 2, 2017

Data Driven Engagement is the best bet for Associations seeking to accelerate member engagement. Getting and keeping members engaged will be even more challenging. Economic uncertainty stemming from political gridlock and geopolitical risk remains widespread as corporations continue to increase their cash reserves at a “faster rate than expected.” According to a survey conducted by the Association of Financial Professionals ( AFP ), “This marks the fifth consecutive quarter where organizations a

Member Engagement 100

Member Engagement eBook Survey Strategy 100

Potomac Core

JUNE 27, 2017

Polarization in Washington, DC, and market disruption are opening doors for Associations to create more compelling member engagement experiences for their members. Associations can be more proactive and less reactive by providing more opportunities for their members to share knowledge and build new solutions that drive business and professional outcomes.

Member Engagement 119

Member Engagement Case Study DC eBook 119

Potomac Core

MAY 24, 2017

Strive to Be More Than Just Another Association . Associations who seek to grow or expand revenues need to be more than just another association. In today’s uncertain global business environment , associations must be perceived as extensions of company and industry business strategies and not be just another association. Those who are aligned with business challenges and outcomes are relevant because they relate to what really matters.

Case Study 119

Case Study Virginia Revenue Survey 119

Potomac Core

APRIL 26, 2017

At the start of your board meetings do board members ask themselves “I hope they try selling stuff today?” Of course not. If anything, they want your organization to stop selling stuff. In today’s disruptive environment they are preoccupied with their business challenges and global uncertainty. Hearing endless staff reports and selling stuff is not where they are at anymore.

eBook 119

eBook Cost Revenue Member Engagement 119

Potomac Core

MARCH 22, 2017

Are persistent growth challenges and global uncertainty opening different pathways for Trade Associations? In several instances, several Association CEO’s are utilizing radical transformation strategies to increase their relevance to the members and the industries they serve. Do Association’s need Radical Transformation Strategies to remain relevant enough to keep their members engaged over the longer term?

Strategy 114

Strategy Cost eBook Member Engagement 114

Potomac Core

JANUARY 31, 2017

The 2017 PWC 20th annual CEO Survey , fourth quarter domestic GDP numbers and the 2017 Conference Board Global forecast of 2.3% economic growth show just how challenging business conditions are for business decision makers. Organizations can help their members convert these challenges into growth opportunities by utilizing 4 Association Disruption Strategies.

Strategy 100

Strategy eBook Virginia Member Engagement 100

Potomac Core

JANUARY 4, 2017

For leading Associations, their mantra is clear Advocacy Drives Business Outcomes. These organizations collaborate with their boards to make sure that the Association’s Advocacy Strategies reflect the growth challenges and opportunities that their members care most about. Even though the U.S. economy grew at a brisk 3.5% in the third quarter of 2016 growth forecasts for 2017 remain mixed.

Cost 132

Cost Member Engagement Recruiting Recruitment 132

Potomac Core

OCTOBER 26, 2016

Global economic challenges from modest growth to market uncertainty continue to drive changes on how Trade Associations deliver value. In several instances, CEOs are collaborating with their boards and management teams to transform their organizations into strategic partners. These Associations are playing activist roles, they are engaging industry value chains and promoting the value that the industry and its products bring to customers and the marketplace.

Strategy 100

Strategy Arlington Member Engagement eBook 100

Potomac Core

OCTOBER 4, 2016

Sluggish global growth and U.S. growth , the race for talent, and disruptive innovation create opportunities for Associations and Professional Societies to become more essential. It’s all about alignment with industry and professional outcomes that your members care most about. Those organizations who utilize these 3 Association Growth Strategies can help impact member outcomes and as a result better position their members and their organizations for long term success. 3 Association Growth Strat

Strategy 164

Strategy Member Engagement eBook Revenue 164

Potomac Core

SEPTEMBER 14, 2016

The flow of economic forecasts and performance , global crisis, disruptive innovation , and the real time updates on the U.S. elections are mind numbing. The constant stream of information reminds association executives just how complex the world has become for your members. How can your organization utilize its strategic planning process to help your members in new and different ways that increase your association’s relevance ?

eBook 100

eBook Member Engagement Process Survey 100

Potomac Core

AUGUST 3, 2016

Market uncertainty and the pace of change will continue to impact membership decisions at professional societies and trade associations. Looming external factors will play a significant role in how membership decisions will be made. The outcome of the U.S. Presidential and Congressional Elections, economic performance inside and outside the United States, mergers and acquisitions, baby boomer retirements , terror threats, and technology disruptions will influence whether or not professionals

Member Engagement 100

Member Engagement Strategy United States Survey 100

Potomac Core

JUNE 30, 2016

. The Brexit vote in the United Kingdom along with modest and subdued global economic growth will continue to affect corporate decisions on external costs not related to top line growth and operating performance. Associations in a number of instances are increasingly more relevant , and have strategic objectives closely aligned with the industries they serve.

Survey 124

Survey Member Engagement Leadership Innovation 124

Potomac Core

JUNE 8, 2016

In an evolving and complex world , is it possible for associations to become vital to the industries they serve? Today’s norm means slow or uncertain market growth , member expectations of direct return on engagement , and an emerging view that an association either drive or facilitate market disruption. As organizations consider these factors, is becoming a vital association too tall an order to fill?

DC 100

DC eBook Member Engagement Innovation 100

Potomac Core

MAY 17, 2016

It’s been seven years since the end of the great recession and one economist thinks there is a 60% chance of a recession next year. As global uncertainty and slow U.S. economic growth dominate the landscape, CEO’s should assess whether or not they are leading a recession ready association. While the next recession may not be as severe as the last one, be rest assured that business leaders are continually increasing scrutiny over expenditures not related to corporate performance.

eBook 147

eBook Survey Member Engagement Strategy 147

Potomac Core

MAY 3, 2016

In an era of unending economic challenges and uncertainty, industries must be relevant in order to grow. KPMG’s 2016 report “Setting the Course for Growth: CEO Perspectives” underscores how today’s CEO is laser focused on staying relevant in a turbulent global market. In order to remain relevant to their members Trade Association CEO’s focus more on understanding industry challenges then helping drive industry outcomes.

Marketing 100

Marketing Member Engagement eBook Guidelines 100

Potomac Core

APRIL 19, 2016

Where are CEO’s planning to spend their time in 2016? According to a KPMG study of 400 Chief Executives, “34% spend more time with regulators or are considering doing so.” The same report notes the regulatory environment as the number one issue that can “impact a company”, and adapting to government regulation is ranked as CEO’s second most critical challenge.

Member Engagement 100

Member Engagement DC eBook Washington 100

Potomac Core

APRIL 5, 2016

In a growing trend, Association CEO’s and their Board Members are utilizing economic data as important context for their strategic deliberations. Jobs data, Housing Starts , Institute for Supply Management Index (ISM) , Oil Prices , Consumer Spending , and U.S. Dollar Performance against other currencies is a more frequent topic at Association Strategic Planning Sessions.

Innovation 100

Innovation Member Engagement eBook Revenue 100

Potomac Core

MARCH 22, 2016

Can positive association disruption reverse the fortunes for industry professionals and an organization? In a weak economic growth environment, it’s a daunting task. According to the 2016 PWC U.S. CEO Survey concerns “over volatility and over-regulation are rising.” What’s more, Reuters reported that retail sales slipped in a recent report and fourth quarter U.S. economic growth was only 1%.

millennials 100

millennials America eBook Member Engagement 100

Potomac Core

MARCH 7, 2016

Can Disruptive Advocacy Strategies unlock industry growth and cost saving opportunities for your members in a slow growth economy? While the possibility of a recession seems unlikely this year, growth remains a challenge for many industries. According to the Conference Board , U.S. growth in 2016 is forecast at 2.0% while Global growth is forecast slightly higher at 2.5%.

Strategy 100

Strategy Member Engagement DC eBook 100

Potomac Core

FEBRUARY 9, 2016

Disruptive Innovation “describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses.” In a slowing and uneven global economy, are your members looking somewhere else for lower cost and innovative solutions? Are your members less confident about their growth opportunities than they were a year or two ago?

Innovation 100

Innovation millennials eBook Member Engagement 100

Potomac Core

JANUARY 6, 2016

Ring in the age of Driverless Associations. It’s 2016 with Medical , and Pharmaceutical breakthroughs, Driverless cars , and industries that are busy producing a new wave of technological breakthroughs. Slow U.S. GDP Growth and modest improvement in Global Growth appear to be the bellwethers of even more technology advancements. These innovations help capture consumer imaginations, elevate company operating performance, and grow market share.

eBook 100

eBook Innovation Strategy Certificate 100

Potomac Core

NOVEMBER 3, 2015

Anemic economic performance is unfortunately becoming a mainstay in the U.S. economy. The release of the 3 rd quarter GDP numbers where only 1.5% growth was reported is another reminder of how much the ground is shifting for associations. Companies will likely view membership through an even narrower prism of operating margins if economic conditions weaken further.

Innovation 100

Innovation Industry eBook Member Engagement 100

Potomac Core

OCTOBER 13, 2015

Associations are increasingly well positioned to help members and industries build innovative workforce solutions through their professional development and certification products. As waves of innovation, millennials, and baby boomer retirements alter future workforce design, forward thinking organizations can transform themselves and become professional development partners for their members.

Innovation 100

Innovation millennials eBook Certificate 100

Potomac Core

SEPTEMBER 21, 2015

In his book “Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time” Howard Schultz, Starbucks President & CEO says “Vision is what they call it when others can’t see what you see.” In a slow domestic growth and a global uncertain economy, how will the future state of associations be defined? Disruption. Demographics, global political and economic changes and challenges, massive industry consolidation, the gig economy, driverless cars , as well as jobs (and industries) bei

eBook 100

eBook Innovation Member Engagement Recruiting 100

Potomac Core

SEPTEMBER 9, 2015

Are economic tides shifting again? According to the Conference Board , corporate profitability may face headwinds resulting from higher costs as “the business cycle matures.” They also suggest that “America’s strength in technological progress needs to help accelerate productivity.” If member companies introduce more innovation to drive more profitability, is your association positioned to respond with equal or greater amounts of innovative solutions?

Innovation 100

Innovation eBook Member Engagement Cost 100

Potomac Core

AUGUST 18, 2015

. The Wall Street Journal recently reported that if the current trend continues, Data provider Dealogic estimates that Global Mergers and Acquisitions will climb to and exceed $4.58 trillion in 2015. In a low growth economic environment, corporations seeking growth are actively pursuing the best merger combinations. Although associations don’t control the external business environment, they do have the ability to move away from a “here is what we do for you “posture to a “together we succeed” p

eBook 100

eBook Member Engagement Communications Innovation 100

Potomac Core

AUGUST 5, 2015

With so much new technology available, should associations develop an innovation strategy? Not necessarily. Your association might want to understand what strategic initiatives it should put in place in order to drive your organization’s impact on member business outcomes. If technology is a delivery mechanism to deliver impact on member business outcomes, then it’s an example of Association Outside In Innovation.

Innovation 100

Innovation eBook Member Engagement Technology 100

Potomac Core

JULY 14, 2015

In an economy more driven by intellectual capital than ever before, executives actively seek information from multiple sources. Whether it be Greece’s Debt Crisis , market access concerns, or industries seeking new and more opportunistic markets, your members are “in the know” constantly. Is it more impactful to deploy an Association Loyalty Strategy or an Engagement Strategy?

Strategy 100

Strategy eBook Member Engagement Discount 100

Potomac Core

JUNE 28, 2015

Improving Association Retention Performance. What Association doesn’t want to slow down its Member Resignations and improve retention performance? Member losses are difficult especially when an Association loses larger members. Yet the painful lessons from these resignations can help your organization reposition itself and drive accelerated member engagement and achieve improved operating performance.

eBook 100

eBook Member Engagement Review Products 100

Potomac Core

FEBRUARY 18, 2015

When is the timing right to embrace innovation and change at your Association? Some argue that with an improved economy its best to leave well enough alone. Maybe, no. The real question? How well are you positioned to help your member’s achieve their business outcomes in a time of dramatic innovation and change? ( [link] ). Strategic Inflection Point.

Innovation 100

Innovation eBook Member Engagement Process 100

Potomac Core

MARCH 1, 2015

When your Association’s founders first convened, did they envision hiring staff that would sell products and services? No, they identified like minded companies who shared the same challenges understanding that they could achieve greater impact together that individually. [link]. Strategic Alignment. Creating a board and member driven process that identifies member “up-at-night” issues is only a first crucial step.

Strategy 100

Strategy eBook Member Engagement Survey 100

Potomac Core

MARCH 17, 2015

Association executives inside and outside of Washington, DC sometimes struggle to secure key executive participation in advocacy meetings with Congressional representatives or regulatory agencies. Do members perceive these meetings as another Association “output” or as an opportunity to drive their business outcomes? If it’s the former, executives are hesitant to leave their office or rearrange their schedule for something not linked to a business outcome.

eBook 100

eBook DC Member Engagement Washington 100