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TRADE ASSOCIATIONS a unique phenomenon

Learn about trade associations, their historical significance, motives, and key tasks. Explore ways to effectively manage associations, from lobbying strategies to creating added value for members. Discover revenue sources and strategic planning for success. Start building up your trade association today!

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TRADE ASSOCIATIONS a unique phenomenon

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  1. TRADE ASSOCIATIONSa unique phenomenon How to manage them professionally

  2. Intro • name: ToineZwitserlood • prof.: association manager • study: biology / ecology (Utrecht University) • certificate association management (Univ. A’dam) • career: • 1981 – 2006 : gen.man. VBW • 1993 – now : gen.sec. Florint

  3. Associations:part of human nature • Already mentioned in the book of Genesis • Existing in ancient Egypt and Greece • 16th century: powerful Guilds of craftsmen and merchants • Nowadays: some 130.000 associations in de USA (year 2010)

  4. Main motives to unite • Feeling of solidarity • Standing stronger together • Feeling ownership & involvement • It’s ours, for us and by us. • Feeling of security • Protected against outside threats • Feeling of profit • A lot of added value in it for me

  5. Associations now:it’s business, but different

  6. The essence:the feeling of value (for money) • Know your members needs and wants • Create the ideal “mix” of added values • Manage your members expectations • Create / facilitate the members society • Be flexible and adaptable

  7. Associations life cycle

  8. Association key-tasks Lobbying / diplomacy positioning the strategic interests of the industry Organising the collective safeguarding / promoting a healthy development of the branche / members Creating individual profit give added value to the individual members A supporting infrastructure Dr. P. Tack; VU A’dam

  9. The 5 axes model Lobby / diplomacy Negociating extern. Individual service Agreements (intern.) Meaning (society) Berenschot

  10. Lobbying 1becoming influential • Network management: Organisational network • Decision arena’s you need to be • Strategic alliences Personal network • Influential people Play the game (→ relations) • Trading information for influence • Use your social skills (don’t be an inconvenience)

  11. Lobbying 2being effective • Issue management • Priority of dossiers! • Relevance for the branch • Attainable targets • Affordable efforts • Less is more! • Lobby strategy • Targets and steps to take • Decision arena’s / coalitions • Time frame • Tactic communications

  12. The Collective 1raising the level of entrepreneurship • Education: • Involve in regular vocational training • Set educational standards • Offer dedicated courses • Organise competitions • Innovation • Initiate dedicated projects • Specific focus in competitions

  13. The Collective 2raising the level / image of the branch • Public focus on competitions • PR in public media • Set quality standards • Branding (campaign) • Binding agreements • Central wages agreement • Central labour circumstances agreement

  14. The Collective 3creating a real florist society • Create meaning and belonging • Strong feeling of democracy • Meeting and sharing • Congresses • Meetings • Receptions • Social media Groups

  15. Individual serviceConcrete value for money Members services / benefits : • Advise (legal / commercial / personal / succession / etc.) • Instruments ( digital forms / check lists / development tool / admin. counter) • Discounts (accountancy / cars / payment systems / hardware / flowers + plants / books + magazines / market research / administration / insurances / etc.) Possible source of non-dues revenues !!

  16. The strategic cyclestrategy / policy / implementation/ evaluation • Development of vision / mission / values • Determining the strategy: swat-analysis / alternative scenario’s / strategic choices • Strategy  policy: priority / choice of issues, dossiers, actions (in coherence) • Policy framework: • operational plans on dossier level (in coherence) • goals (smart) / means / timeframe • Implementation Management / co-ordination / execution / reporting • Monitoring Evaluation and adjustment of plans, policy and / or strategy

  17. Revenuesraising the money for the job • Dues / contributions vary from € 25 to € 350 • Non-duesrevenues underestimated! couldsupply50% or more of the budget!

  18. Non-dues revenues • Grants From foundations / government / EU • Sponsorship Corporate membership Events sponsorship • Advertising magazine / website / newsletter • Events / exhibits entry fee / booth rental / etc. • Commission % of member benefit deals • Sales books / CD’s / models

  19. AND NOW?START BUILDING UP! • USE YOUR OPORTUNITIES!

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