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Since 2005, the two groups had jointly produced a successful annual show and realized that many constituents knew each other and were members of both associations. They can also provide new sources of sponsorship revenue and member leads by identifying trends in attendee behavior and content interests.
That transition involves a new strategic plan, chapter growth, tiered membership, and partnerships to grow nondues revenue. He became a member in 1999 and joined the board of directors in 2005, eventually becoming chair in 2012. Throughout his leadership, he saw a fundamental issue in how SEA served members.
I mean, why wouldn’t they, with revenue from enterprise social software projected to surpass $769 million in 2011? Poor memberexperience and poor ROI for these often expensive software solutions. The result of this feature overlap? How can associations avoid overlap and overspending on social software? Like what you read?
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