skål international membership development operational plan july 2013 membership development...

Skål InternationalMEMBERSHIP DEVELOPMENT

OPERATIONAL PLAN

JULY 2013JULY 2013

MEMBERSHIP DEVELOPMENT OPERATIONAL PLANMEMBERSHIP DEVELOPMENT OPERATIONAL PLANV.Salih CENEV.Salih CENEDIRECTOR/ MEMBERSHIP DEVELOPMENTDIRECTOR/ MEMBERSHIP DEVELOPMENT

1. To ensure the awareness and understanding of our mission and principles among all Skålleagues and the leadership of Skål International in obtaining the involvement and commitment of members towards the achievement of the Skål mission.

2. To establish a permanent, solid, rational and objective-led development policy in order to ensure the permanent and continued extension of the Skål movement among the tourism professionals worldwide, and to reverse the negative growth to a positive one.

3. To encourage the young qualified managers of the industry to join the Association and to become involved in its activities.

4. To prepare the concept, guidelines and the tools for a successful Membership Development Process.

5. To ascertain the ways & means of implementation.

OBJECTIVES

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• RETENTION

• RECRUITMENT

• Membership Growth can only be initiated by correct Retention and Recruitment Policies/Strategies.

• The base unit for the process of “retention” and “recruitment” is the CLUB!

• All levels of Skål from the Individual Member to the Executive Committee should be involved in the Process.

FUNDAMENTALS OF MEMBERSHIP DEVELOPMENT

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RETENTION

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MEMBERSHIP DEVELOPMENT OPERATIONAL PLANMEMBERSHIP DEVELOPMENT OPERATIONAL PLAN

The base of Membership Development is “retention”.

Retention of Members shows that an organisation is Healthy and Dynamic.

Such an organisation will always attract new members.

V.Salih CENEV.Salih CENEDIRECTOR/ MEMBERSHIP DEVELOPMENTDIRECTOR/ MEMBERSHIP DEVELOPMENT

WE LOSE MEMBERS DUE TO;

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1. Difficulty in finding enthusiastic, innovative young members to take up office in the Clubs.

2. Members’ dissatisfaction, mainly because of insufficient and/or ineffective local and national activity and lack of branding.

3. Lack of knowledge on benefits of being a Skål member.

4. Lack of productive and effective internal communication.

5. Economic recessions, (periodical)

6. Ageing

7. Change of occupation or business classification (rarely results in loss of members)

*First four are the core issues to be dealt with.


All administrative levels of Skål should be involved in the Process

HOW TO RETAINMEMBERS?1. Executive Committee;

• Focus on Membership Development.

• Introduce and implement up to date policies and provide useful tools.

• Strengthen and enhance the image of Skål as a prestigious international organization. (“A Trusted Voice in Travel and Tourism Industry”)

• Develop and promote the acceptance, understanding and recognition of Skål and Skålleagues and their role in the tourism profession with other tourism professionals, tourism employers, official governmental bodies, tourism media and the local communities.

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HOW TO RETAINMEMBERS?• At the Club and International level, initiate contacts between the

most prestigious international organisations and associations of tourism with the aim of co-operating, endorsing projects, implementing programmes and activities in line with the mission and principles of Skål.

• Pursue and establish partnerships and sponsorships which will add recognition and make Skål more powerful and influential.

• Increase the Benefits and make «Member Benefits», «Skål Greeters» programs more specific and known to members.

• Work on projects which will raise interest within the industry and among the members.(Local, National and International).

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HOW TO RETAINMEMBERS?• Make Skål Congresses, events and activities more attractive and

business oriented locally, nationally and internationally, by inviting celebrities/well known professionals/ government authorities and by organizing professional workshops.

• Provide a “user friendly” web-site containing the latest technologies thus offering an easy to reach database, professional information, and useful applications.

• Actively promote the application of new technologies for the continuous improvement of the managerial, communicative and administrative needs of the association.

• Create awareness and assist the membership on making use of the networking and business opportunities provided.

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HOW TO RETAINMEMBERS?

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2. International Skål Council;

• Pursue the strategies & policies approved by the Executive Committee

• Transfer these policies to the Area and National Committees via Councillors for implementation and supervision.

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3. General Secretariat;

• Supervise and send periodical reports to the EC on the following critical issues to enable a timely remedy (Critical Control Points/CCP);

a) Clubs with membership below 20,

b) Clubs with arrears,

c) Clubs loosing members, (quarterly)

• Conduct Membership Surveys. (“My First Year in Skål” / “Why Did I Leave Skål?”)

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HOW TO RETAINMEMBERS?• Encourage Development Seminars and assess the ROI from these

(MD Fund).

• Assure that the policies decided by the Executive Committee are taken up by the membership.

• Use all forms of internal and external communication methods and media to spread the necessary information and to promote Skål.

• Follow up and report all activity, assessments, and results on membership development to the Executive Committee without delay.

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4. Area and National Committees;

• Have Membership Development on the agenda at all times.

• Urge and supervise the clubs on implementing the strategies and tools of Membership Development and obtain feedback.

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5. Clubs;

• Elect committed and innovative Board Members that can lead the Club successfully, towards achieving the Membership Development targets set nationally and internationally, in awareness of the vision and the mission of Skål International. (Especially MDOs to take responsibility)

• Promote Skål in the Community by being actively involved in local and national tourism issues and activities and by conducting good relations with the local and national press & media.

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HOW TO RETAINMEMBERS?• Encourage members to do business with local, national and

international Skål friends.

• Promote the idea and the use of “Membership Benefits”, “Greeters” and Twinning Programs.

• Encourage the members to participate in international and regional Skål activities such as seminars, forums, tourism trade fairs and Skål World Congresses, to understand the Internationality of Skål.

• Thus producing a feeling of pride among SKAL members, wherever they may be, for belonging to such a prestigious organisation as Skål.

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RECRUITMENT

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To achieve a solid and sustainable “Retention” could provide a very productive base for “Recruitment”.

Again, all levels of Skål should be involved in the “Recruitment” process.

What are the sources for Membership Recruitment?

1. Existing clubs.

2. Clubs previously suspended.

3. Existing Skål Countries with a potential for new Clubs.

4. Existing Regions with a potential for new Skål countries and/or cities. (new Clubs)

5. Regions and Countries having no Skål presence yet.

6. Cities, Regions and Countries with a potential for “Individual Active Membership”.


1. Executive Committee;

• Set the annual plan and targets for recruitment, after analysing and evaluating the results of Membership Development operations in the past year.

• Encourage the formation of “working groups/teams” to concentrate and work solely on Membership Development.

• Appoint persons and teams from different levels of Skål to help Clubs on achieving the pre-set targets.

• Provide the necessary tools, incentives and the budget for Membership Development Operations.

• Work individually (from President to the Directors), towards the promotion and branding of Skål which could lead to enhanced visibility and thus membership growth.

How can we recruit new Members and found New Clubs

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2. International Skål Councillors;

• Transfer these targets to the areas and countries of their responsibility.

• Encourage and supervise the National Committees and the Clubs, on implementing the tools provided and achieving the Membership Development targets set.

• Participate in seminars and programs organised on Membership Development, as a speaker.


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3. General Secretariat;

• Devise a plan to establish a Skål Movement in those countries where there is potential but Skål is not yet represented.

• Standardise for the NCs and the Clubs, the marketable values of Skål that will be used to sell Skål.

• Produce and submit to the Executive Committee, necessary information and reports containing analysis and evaluation about ongoing Membership Development process.

• Develop effective methods of promotion and direct marketing.


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• Regularly communicate with National Committees and clubs on prospects of Membership Development.

• Establish the guidelines for “global tourism ethics” by working jointly with the Executive Committee and in liaison with UNWTO; in order to become a “Trusted Voice” in the Tourism and Travel Industry. This will then lead to enhanced visibility and thus membership growth.


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4. Area & National Committees and Clubs;

• Appoint MDOs to form and lead Club and Nation based “development action teams” in order to support the implementation of development policies, strategies, and targets.

• Supervise and guide the endeavours of the MD Officers, MD Action Teams and the Clubs under its jurisdiction.

• Encourage clubs to devote at least one of their meetings to discuss the potential for development in their area and to inform the Secretariat and the EC of the results of these meetings and the proposed actions.

• Be aware of the developments around the neighbourhood as well as the region, for healthy evaluation of the possibilities of forming new clubs in the region and at neighbouring countries where there is no Skål Club.


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5. Honorary and Past Presidents, other prominent Skålleagues and Individual Members;

• To assure successful implementation, we must also receive the support and assistance of individual members and especially the well-known, prominent members.

• Therefore, the support and assistance offered by the Honorary and Past Presidents is very valuable.

• Their guidance and supervision at the regions that they will cover shall help us to get rapid results.

• We must provide the assistance and cooperation of the Councillors, the Area & National Committees, the Clubs, the MDOs and the “action teams” with the Honorary and Past Presidents.


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• Effective and swift communication methods should be employed by the General Secretariat to provide timely coordination and liaison between the Regions, Secretariat, the Task Team and the Executive Committee.

• The Organisational Layout could be as follows;

• EXECUTIVE COMMITTEE

• GENERAL SECRETARIAT

• MD SUB-COMMITTEE OF COUNCILLORS/TASK TEAM

• REGIONAL ACTION GROUPS

• NATIONAL ACTION GROUPS

• LOCAL (CLUB BASED) ACTION GROUPS

• INDIVIDUAL MEMBER


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• Existing & suspended clubs in their region.

• Prospective members and prospective clubs within their region.

• Prospective countries within their neighbourhood.

• Estimated annual numerical development targets of these groups.

And Organise;• «Awareness Seminars» to inform members of the benefits and advantages

of being a Skål member and on retention and recruitment policies and strategies.

• Development seminars and invite prospective members.

• Future Leaders Programs (FLP); to train mentors and leaders to take part in these groups/committees as well as in Club, National and Area Executive Boards.

Besides other activities, the Action Groups should prepare reports on;

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Further more;•EC and the General Secretariat should support, assist and supervise the development activities and implement the incentives provided.

•The Task Team, should collect, analyse and process the data coming from the Councillors; the Past Presidents and other action groups and prepare action plans in coordination with the Past Presidents and the Executive Committee.

•Councillors should give quarterly Development reports on their areas of responsibility, to the MD Sub-Committee with a copy to ISC Board, EC, the Secretary General and the leading Past President.

Besides other activities, the Action Groups shall prepare and organise

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SOME TOOLS FOR MEMBERSHIP DEVELOPMENT

• Participation to Trade Shows

• Membership Benefits

• Business Benefits (not yet established)

• MD Seminars

• Future Leaders Program (FLP)

• Anchoring & Member Get Member

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MAY 2013MAY 2013


«I'm often asked why I'm involved in SKÅL, or why I become a member ?» «Well! What other membership can you contact a Skålleague who you've not met, at 9 am on a Sunday, in a far away foreign country which you've never been to, and be invited to lunch and tour of their magnificent country by noon!

That's why! SKÅL

ANDREW CHAN WROTE;

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TOGETHER WE ARE STRONGER?

TOGETHEREVERYONEACHIVESMORE

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Always remember our foundational themes of;

“TOURISM THROUGH FRIENDSHIP AND PEACE” AND

“PEACE AND FRIENDSHIP THROUGH TOURISM”

Bernhard WegscheiderBernhard WegscheiderSECRETARY GENERALSECRETARY GENERAL

11 MARCH 201311 MARCH 2013

SKÅL INTERNATIONAL APP PRESENTATIONSKÅL INTERNATIONAL APP PRESENTATIONJULY 2013JULY 2013


Bernhard WegscheiderBernhard WegscheiderSECRETARY GENERALSECRETARY GENERAL

11 MARCH 201311 MARCH 2013

SKÅL INTERNATIONAL APP PRESENTATIONSKÅL INTERNATIONAL APP PRESENTATIONJULY 2013JULY 2013


skål international membership development operational plan july 2013 membership development...

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