PPAI and the Shift from a Transactional to Relational Organization

In the November issue of PPB, Chair Tom Goos, MAS, summarized his term over the past 12 months. In that column, he talked about the Association’s undertaking of a strategic planning session and his pride in the work of the PPAI Board and staff on the resulting strategic plan. He mentioned a new mission statement and the idea that the plan focused on taking the Association from transactional to relational.

The new mission statement—PPAI is the trusted leader delivering essential knowledge, resources and community to ensure the success of our members and the industry—says a lot, not only about where we are going but perhaps where we’ve been.

As we prepared for the strategic planning session, our session facilitator, Seth Kahan, took the time to talk with members. He participated in focus groups, made phone calls and interacted with members one on one. It was the feedback from these members that let us know we had become the trusted leader. I take great pride in knowing that the organization has positioned itself as such.

But the fact that the phrase is still a part of our mission statement is meant to show that we will not rest on our laurels, and as we move forward we not only fully embrace this title, but we plan to focus on it in the future. We will strive in every aspect of our operation to remain your trusted leader, and in doing so, we will move the organization from transactional to relational.

You may be wondering exactly what that phrase means. I must admit, after the strategic planning session, I had to think about it a bit myself.

It means that our strategic plan will take us beyond simply trying to acquire new members and sell additional benefits. It will focus us on reaching deeper into the members we have and enhancing a deeper relationship.

Let’s consider each of the four goals:

  1. Drive meaningful member value and engagement. This goal says nothing about getting more members. It is, as I like to refer to it, our Love goal. We want our members to love us, to trust us and to engage with us—however you choose to engage with us. Whether we’re talking about super users/brand advocates, or the creation of knowledge communities where content will be king, our focus is value and engagement—and is relational in every sense.
  2. Advocate for the industry. A long-standing goal for the Association, advocacy is something we will continue to execute on your behalf. But what changes with this strategic plan is that we want to build a stronger relationship with you, so that we advocate together. Each of you has an opportunity to be a part of our buyer outreach efforts by getting involved in our Get In Touch! campaign. This million-dollar-plus, five-year campaign, will only see its full potential if we work together. Our efforts on the legislative and product responsibility sides are not dissimilar in that they too will garner the most attention and draw the greatest success when we work together. Stronger relationships between you and your Association will build a stronger industry for the future.
  3. Deliver and leverage strategic foresight. By having a greater understanding of what’s ahead, we can better prepare for our future. This goal looks to find and track emerging trends that will or could have an impact on our industry. It’s not just looking at what disruptors might be coming our way and the implication of such, but what opportunities are being created for the industry by these trends.
  4. Manage an efficient and progressive organization. How do we retool PPAI to deliver second-to-none member experiences, interaction and engagement? This might be a deeper dive into technology to enhance member interaction with the Association or developing more personalized relationships with each of our members—basically allowing you to customize your PPAI membership in a way that best meets your needs.

Transactional to relational. You see, no mention of acquiring more members, selling more booths or anything that is transactional. Those may be a byproduct of this strategic plan, and I hope that they are, but it is not our focus. You loving this organization is our goal.

Want more information on this and engaging with PPAI? Call me at 972-258-3050. I’d enjoy sharing with you.

One response to “PPAI and the Shift from a Transactional to Relational Organization

  1. I could not be more sympathetic or friendly towards PPAI in submitting this comment. That said it is as “cold-water” sounding a reply to the association’s “new mission” as is possible.

    * To be blunt, “Transactional” should not be a dirty word to the leaders of PPAI. It equates to better business results. Measureable results. I.e., more members, and more services all equate to more revenues which equates to more achievement of PPAI’s core business mission, which is to better promote, inform, research and lead the industry. Less transactional results equals less achievement of those ends for the industry and members alike.

    To back off the end result of growing the industry, in fact to reject the “more business results” that PPAI is capable of achieving, is nothing less than a betrayal of the membership and the mission. It makes life easier for Staffs and Boards who now don’t have to worry about ‘measuring up’ in the old ways. But for membership’s sake. it is by far the historically worst decision the association has made in 40 years I’ve known of its activities.

    The decision should be re-visited and reversed as soon as feasible! Sincerely,
    Al Kernan

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