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Building our JCCs in a Changing World

Building our JCCs in a Changing World. “Keeping Up With the Schwartz’s - New Marketing Strategies Keep You Ahead of the Game New England AJCP Conference February 7,2002. “He who lives by the crystal ball will end up eating ground glass” Author unknown.

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Building our JCCs in a Changing World

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  1. Building our JCCs in a Changing World “Keeping Up With the Schwartz’s - New Marketing Strategies Keep You Ahead of the Game New England AJCP Conference February 7,2002

  2. “He who lives by the crystal ball will end up eating ground glass” Author unknown No longer can we confidently look into the future, estimate all costs, measure up to the competition and make a long-range plan and forecast that will be a sure thing

  3. The Challenges of the Changing U.S. Market

  4. Terry Vavra, author of “After Marketing- How To Keep Customers For Life Through Relationship Marketing” says U.S. population is plateauing Population grew 56M from 1965-1990 expected to gain an additional 56M but it will take 50 years

  5. Competition Marketplace More Complex Deregulation Technology Marketplace opened to more consumer-driven Mergers

  6. Retirees have more disposable income The graying of America means older persons are making marketing decisions Majority of households function as dual-income households with shared purchasing responsibility by several members of the household

  7. “PR in Flux” - Presentation of Survey Results of U.S. partners of the Worldcom Public Relations Group, the world’s largest network of independent public relations firms • PR IN FLUX

  8. The survey sought to identify predicted or current changes in marketing practices, including its environment, audiences, messages and programs.

  9. Program Changes and Trends • More one-on-one programs,including third-party alliances, membership-based organizations (that’s us!) • More focus on the Internet • In-house, internal communication gains importance. Greater need for employee communication • Evaluation and measurement of results more important

  10. Program changes con’t • Greater interest in security, crisis planning, drills • Employee, customer, stockholder & member families grow in importance to the company • Companies are cutting back, eliminating travel aspects of programs

  11. More Program Changes • Key sectors that are hurting most - travel, technology,tourism and retail • Delays in new programs, facility growth plans- some timelines shifted • Greater effort to reach and retain existing customers, rather than developing new customers

  12. Message Changes and Trends • Tone & content of materials must be reviewed for appropriateness • Wrong to capitalize on 9-11 events or even give the appearance of leveraging the situation • Tolerance & diversity are more important • Importance to meet business objectives

  13. Message changes con’t • Greater focus on messages related to safety, security, family, home and personal growth • Less hype, “frills”- more helpful facts and serious information dissemination • Research is critical to gauge the pulse of your customers, members, stakeholders, community and to watch for shifts

  14. Audience Changes and Trends • Greater interest in news • New generation interested in world affairs • Young people feel they are facing a “demoralizing” future and are in need of support • Patriotism is here to stay including strong support for the U.S. military • New psychological environment - with panic an ever-present possibility

  15. LET’S STOP AND THINK… HOW DO THE TRENDS AND SURVEY RESULTS WE HAVE SEEN RELATE TO HOW YOUR JCC IS RUN AS A BUSINESS?? GIVE EXAMPLES WHAT SIGNS ARE YOU SEEING AT YOUR JCC?

  16. JCC IN CHANGE- From Alan Finkelstein, JCCA President

  17. NJPS Results- Special analysis of implications for JCC’s: what we know • The baby boom has ended- there are less young children • There are more adults over the age of 50 • Society is more and more consumer-based • Jewish paths are varied- there are many choices

  18. LOOKING AHEAD: THE JCC IN 2002-2010

  19. Membership • JCCs have traditionally charged high family membership fees for access • We are now priced at the top of the market • May have to reconsider the model of family membership • Likely result will be low access fees and higher program fees to meet the market

  20. As a Movement • We are stronger as one than in individual JCC’s • Branding of key programs has proved beneficial: Peer K. Explorer, Camping, Kallah and the adult education programs • JCC Maccabi Games

  21. JCC as a Movement • Creating Initiatives to benefit JCCs and JCCA: business ventures, cooperative fund raising efforts, operational cost savings programs, partnerships with other non-profits, cooperative advertising • Core Businesses have been the key to success in 90’s, BUT THERE HAVE BEEN KEY CHANGES

  22. Changes • Decline in the available pool of ECE kids • More competition in Jewish community • Eventual decline in day camp population • Greater need for sophisticated programs for adults who will pay for service • Continuing competition/challenges from the not-for-profit sector

  23. Financial Challenges • Aging facilities - on-going maintenance • Future of Federation/United Way campaigns is questionable • Changing face of philanthropy • Internal financial management • Capital expansion and renovation

  24. JCC and Community • Greater emphasis on JCC as a community institution (less as a membership agency) • JCC role as builder of Jewish community must be articulated and emphasized • Must strengthen JCC/synagogue partnerships • Partnership with Federations and other agencies is key

  25. JCC Personnel • Clear recommendations will emerge from the Florence G. Heller Study • Recruitment and retention of professionals is a movement-wide responsibility • Each JCC must commit to upgrading training, enhancing opportunities to advance

  26. NEXT STEPS • Full analysis taking place this winter • Results at the JCC Biennial • Recommendations for the entire movement will be issued • Each JCC must commit its time and resources to addressing this issue

  27. LET’S STOP AND THINK...HOW DO THE TRENDS AND SURVEY RESULTS WE HAVE SEEN RELATE TO HOW YOUR JCC IS RUN AS A BUSINESS?? GIVE EXAMPLES WHAT SIGNS ARE YOU SEEING AT YOUR JCC?

  28. Staying current in our fast-paced society • You can count on the fact that everything is changing and will continue to change • Products change • Industries change • Distribution channels change • Issues change • Customer satisfaction, coined in the 80’s by Tom Peters is now a major concern for all business!

  29. What are some telling factors that indicate you may be behind in the organization, program or marketing game at your JCC?

  30. Signs to watch for... • Resistance to change • Beauracracy is beautiful • The past is useful for today’s answers • We don’t have the money or the expertise to keep up with the technology • Customer service and quality improvement are over-used terms

  31. “Tools and Tricks” to accomplish staying ahead of the gameON A LIMITED BUDGET AND STAFF • Membership- use your members as a recruiting tool • Use volunteers/members to gain the technology edge • Everything is for sale! Sponsorships, advertising, underwriting • Public relations - is free,free,free and will bring you BIG results

  32. “Tips” to stay ahead and gain the competitive advantage • Listen- ask-respond • Be willing to experiment and take risks • Take a wrong turn? Looked like a failure? Yes, but you learned something! • Marketing is qualitative, not quantitative- understanding needs on a human level is what we strive for in a JCC environment. Create dialogue with members. Just don’t read the numbers

  33. JCCs are “market driven- not “marketing driven” • Concentrate on substance, not image. It is the substance that supports the image • Strive for continuous improvement. Improving something a small percent every day or week, adds up over time! • Support, educate and develop infrastructure of trust and stability. Building solid relationships with the members and prospective members is EVERYONE”S job

  34. GO WITH THE TRENDS • Many JCCs feel they should take a conservative approach in programming and trial --”it may not be good financially, if it’s too short term,” or “it’s a fad.” Go with the trends- give members what they’re looking for and asking for. At the very least you will build the trust in the member that the JCC will be responsive and offer what their family is seeking- even in the short term

  35. Just do it... • Technology - don’t be afraid to try it out for size otherwise you’ll be left in the dust with no one to talk to • Innovate - take risks • Word of mouth is still the most powerful form of communications.What are the members and the community saying about you? • Give the community what they want, at a price that is competitive with excellent service, and you’ll be a winner every time!!

  36. “ What an organization needs is not just good people. It needs people who are improving, through education.”W. Edward DemingTotal Quality Management

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