NETWORK OF EXECUTIVE WOMEN
Board of Directors meeting
Monday, October 12, 2009
8 am – 2 pm
Meeting rooms: State Rooms 3&4
Conference Center, 3rd floor
Sheraton Dallas Hotel
400 N. Olive St.
Dallas, TX 75201
Agenda




7:30-8:00 am
8:00-8:05am
8:05-8:20am
8:20-8:35am
 8:35-8:45am
 8:45-9:00am
 9:00-9:10am
 9:10-10:00am
 10:00-10:15am
 10:15-10:30am
Breakfast
Welcome, President Introductions – Trudy Bourgeois
Welcome, Introductions – Alison K. Paul
Quorum , Antitrust, Previous Minutes, By law changes, Policy
Adoption - Kim Feil
Treasurer’s Report, Financials and Projections – Joan Toth for
Betsy Hosick
Succession Planning Update and Approval of Board Slate – Alison
K. Paul, Helayne Angelus
Global Expansion Update – Helayne Angelus
Becoming a Mature Non Profit: Report from Summer 2009
Branding Project – Michelle Gloeckler
Break
Engaging the Board in Next Steps – Trudy Bourgeois
 Brainstorming (are we on the right track)
 What are the right priorities
 Looking at a 2-year horizon
 Sustainability Modality
 Framework for report out
Agenda Cont.
 10:30-11:40am
 11:40-1:00pm
 1:00-1:50pm
 1:50-2:00pm
Four Strategic Areas of Focus – Breakout Sessions (includes 10
minute report out by committee chair)
 Regional Programming – Maria Edelson
 Membership ROI (including programming/education),
scholarship/attraction) – Kathy Casey, Kim Feil, Debbie
Wildrick
 Sponsorship Activation (including sponsor survey results) –
Nancy Krawczyk for Regenia Stein
 Increase Unaided Awareness (including trade relations) Michelle Gloeckler, Mike Gorshe
Group Report Outs and Working Lunch
Action Work: Who Owns What – Michelle Gloeckler
Closing Remarks and Adjourn – Alison K. Paul
Welcome/President’s Introduction
• Welcome to new board members
• Thank you to all for your time and support of
NEW!
• Introductions
• Your name, company, role at your company
and on the NEW board
Secretary’s Report
Quorum
Antitrust
Approval of Previous Minutes
Proposed By law Changes
Policy adoption
Proposed Bylaw Changes
NEW Board of Directors Meeting
October 12, 2009
Bylaws Changes
Change Requested
To ensure a realistic timeframe for the
Nominating Committee to conduct its
work while maintaining adequate
notification to members.
To allow the Nominating Committee to
select the best candidate for a Director
or Committee Chair. If the right
candidate is not available at the time of
the nomination process, the
Nominating Committee may ask the
incumbent to stay on a short time until
a replacement is appointed.
Current Bylaw
Section 3.10 NOMINATIONS
At least 4 calendar months prior to any Annual Meeting of
Members that includes an election of one or more
Directors, the Nominating Committee will meet to select
the slate of candidates for the Board election. At least 3
calendar months prior to the applicable Annual Meeting of
Members, the Nominating Committee shall notify the
Members of its nominee(s) for Director(s). The Board of
Directors or Executive Committee may waive the
deadlines in this paragraph. Any Member who wishes to
nominate any person other than one selected by the
Nominating Committee to any position on the Board of
Directors shall present a Petition to the Secretary of the
Network with the signatures of at least 100 Members or
5% of the total number of Members, whichever is less, in
support of said nomination. The Petition may be mailed to
the Secretary at the Management Office of the Network or
to the Network’s Resident Agent in the State of Maryland.
It must be received at one of those locations at least 2 but
no more than 3 calendar months prior to the Annual
Meeting of Members. Only persons nominated pursuant to
this section shall be eligible to be elected as Directors.
Nominations may not be submitted at the Annual Meeting
of Members.
Section 3.17 VACANCIES
Whenever any vacancy occurs on the Board of Directors
by death, resignation, removal, or otherwise, it may be
filled by the Board of Directors or the Executive
Committee. Any Director so elected shall serve for the
remaining term of the replaced Director. A Director who is
elected to fill the vacant position of a Director whose
remaining term is less than one year will not have that
partial year counted towards any of the term or time limits
of section 3.13.
Proposed Bylaw
Section 3.10 NOMINATIONS
At least 10 weeks prior to any Annual Meeting of Members
that includes an election of one or more Directors, the
Nominating Committee will meet to select the slate of
candidates for the Board election. At least 2 calendar
months prior to the applicable Annual Meeting of
Members, the Nominating Committee shall notify the
Members of its slate of nominee(s) for Director(s) and
other positions. The Board of Directors or Executive
Committee may waive the deadlines in this paragraph. Any
Member who wishes to nominate any person other than
one selected by the Nominating Committee to any position
on the Board of Directors shall present a Petition to the
Secretary of the Network with the signatures of at least
100 Members or 5% of the total number of Members,
whichever is less, in support of said nomination. The
Petition may be mailed to the Secretary at the
Management Office of the Network or to the Network’s
Resident Agent in the State of Maryland. It must be
received at one of those locations within two weeks after
the members have been notified of the Nominating
Committee’s slate. Only persons nominated pursuant to
this section shall be eligible to be elected as Directors.
Nominations may not be submitted at the Annual Meeting
of Members.
Section 3.17 VACANCIES
Whenever any vacancy occurs on the Board of Directors
by death, resignation, removal, or otherwise, it may be
filled by the Board of Directors or the Executive
Committee. Any Director so elected shall serve for the
remaining term of the replaced Director. A Director who is
elected to fill the vacant position of a Director whose
remaining term is less than one year will not have that
partial year counted towards any of the term or time limits
of section 3.13. Notwithstanding the limits in section
3.11, if, at the end of a Director’s term, that Director
has not been replaced pursuant to these Bylaws, that
Director shall remain in office until a replacement has
been selected.
NEW Scholarship Criteria
Treasurer’s Criteria
• Technical Skills:
– Strong business leader
Consensus builder
Time management
Finance experience and knowledge; firm understanding of balance
sheets and budgets
Knowledge of non-profit tax law and codes
Ability to prepare budget across organization
• External Work Experience
– Retail and/or consumer packaged goods experience
Experience in being held accountable for P&L
Finance and Accounting background
Treasurer’s Report
 Net Assets: $753,338 ahead of Last Year
Accounts Receivable >90 days: $ 136,958 ($36,200
Regional)
Committed Sponsorships: $1,202,916
$17,250 Over Last Year
Operating Expense: $ 261,869 over Last Year
OSM – Succession Planning Pillar
Succession Planning PILLAR
Key Platform
– Objectives & Goals, Strategies, Measures (OSM)
Vision: Vision for key body of work. Effective succession plan for sustainable leadership to drive the vision of NEW
Central Challenge: To grow NEW, we need to move beyond a culture of individual contributions to a culture of organizational
sustainability.
Objectives and Goals
Strategies
Measures
Strategic Pillar:
Talent Acquisition via
Intentional Succession
Planning
Key Owners:
Alison Kenney Paul
Michelle Murphy
Officer Oversight: Kim
Feil
Regenia Stein
John Morioka
Elizabeth Hosick
Joy Nicholas
Staff Alignment
Nathalia Granger
1.Recruiting
2.Onboarding
3.Leveraging Alumni/Champions
4.Leadership student organizations
Resources Needed
1.Marketing & Communication plan
2. Committee/Consulting Resources (Deloitte)
3. Board development committee
Est. Cost: No cost
Target Start: Jan. 1, 2009
Target Completion: On-going—first report out to
Board Meeting April 2009
Status:
Time Line Roadmap at April BOD meeting/pipeline 2Q
2009.
Scorecard
How will your work be measured
for effectiveness and value to the
sponsors/members.
Establishment of position sharing.
Each position has a “back-up”.
Clearly articulated role
descriptions, process for
succession planning at Board, EC
and officer level
Strategic Pillar:
Role infrastructure
Key Owners:
(same as above)
1.Benchmarking/best practices
2.Process & tool identification
3.Road map development
Resources Required: (same as above)
Est. Cost:
Target Start:
Target Completion:
Status:
(same as above)
NEW Succession Planning Pillar Progress
• Started effort at 2008 board meeting
• Committee partnered with Deloitte
– Examined current process, tools
– Recommended additional tools, process, rigor
• Presented to Board April 2009
– Recommendations from board members to simplify
• Today we are kicking off that process
– President owns this year, Past president going forward
– Board “ASKS”
• Review Board Matrix to be sure we accurately captured your data
• Start thinking about YOUR successor
• Complete (if not done already) Board evaluation survey—our baseline for future
metrics
• Thank you to all of you helped in this process—especially Michele
Murphy and our committee of volunteers
Simplified Succession Management Flow
Phase
Officers
Identify Needs
Nominations
Committee
Board
Members
Build Pipeline
Existing
Fill Positions
Board-Wide
Evaluation
Collective assessment
of Board strengths and
areas for improvement
Board Matrix
Staff
New
Identify any gaps in
knowledge, skills,
demographic or
sponsor
representation and
prepare to replace
anyone reaching
term limits
Call for
Potential
Successors
Nominations
Committee lead
asks incumbents
for names of
potential
successors
Call for
Applications
Build
Slate
Present
Slate
Plan and
activate call
for
applications +
follow-up with
pipeline
prospects
Review
applications
on won,
meet to
select
slate
Present slate,
additional
member
nominations,
notify
nominees
Identify and Cultivate
Potential Successors
Slate
Approval
Voting
Consider board needs for
sponsor company
representation, identify and
mentor potential replacements
By Board
at Large
By
Members
Record Keeping, Meeting Planning, Timeline Tracking, Communications, General Support
- 12 -
Succession Management Implementation Plan
*By-law mandated dates; 2010 dates pending board approval on 10/12/09
- 13 -
Nominating Committee
• 2009 Slate-12 candidates to be approved
• Three New Board Members to be Nominated, Christy Consler
(Safeway), Gail Jordan (Stop & Shop/Giant), and Chelle Moore
(Walmart)
• All Candidates met criteria set by the nominating committee
• Continued success in attracting excellent Board Nominees
• Recognition of outgoing board members:
•
•
•
•
•
DeDe Priest
Debra Grosh
James White
Jennie Jones
Helayne Angelus
Nominating Committee
Position
President
President - Elect
Immediate Past President
Treasurer
Secretary
Type
M
R
O
R
R
Last
Kenney-Paul
Gloeckler
Angelus
Hosick
Feil
First
Alison
Michelle
Helayne
Betsy
Kimberly
Term
Expires
2009
2009
2009
2010
2010
Eligible for Reelection
Yes
Yes
Yes
No
No
Chair, Education
M
Wildrick
Debbie
2009
No
Chair, Membership
Chair, Regionals
M
M
Casey
Edelson
Kathy
Maria
2010
2009
No
Yes
Chair, Sponsorship
Chair, Industry Relations
At-large
At-large
M
M
M
M
Stein
Gorshe
Fink
Grosh
Regenia
Mike
Anne
Debbie
2010
2009
2010
2009
Yes
Yes
No
No
At-large
At-large
M
M
Hamilton
Jones
Julie
Jennie
2010
2009
No
No
At-large
R
Priest
DeDe
2010
No
At-large
At-large
At-large
At-large
At-large
At-large
At-large
At-large
At-large
At-large
At-large
R
M
M
M
M
M
R
M
R
R
R
Wall
Murphy
Nakken
Saguto
Rossi
Grant
Green
Leatherberry
Morioka
Stufflebeme
White
Della
Michele
Caroline
John
Margarita
Beverly
Cathy
Tonie
John
Sharon
James
2009
2009
2009
2009
2010
2010
2010
2010
2010
2010
2010
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
At-large
M
O'Hare
Bobbie
2010
Yes
R= Retailer/distributor
M=Manufacturer/broker/service provider
Actual Maximum
Minimum
9
11
10
17
11
10
O=Media/association/independent
consultant
1
5
3
27
27
23
10/09 Action
Re-nominate
Re-nominate
Remains vacant
2010 Action
Nominate Gloeckler
Name new Pres-elect
Nominate Kenney-Paul
Up, cmte chair or At-large
Up, cmte chair or At-large
Up, cmte chair or
At-large
Up, cmte chair or At-large
Nominate for 1st
full term
Re-nominate
Re-nominate
Cmte Chair, Officer or off
New BoD member
elected
Cmte Chair, Officer or off
New BoD member
elected
Incumbent
resigning - Elect
replacement to
complete last year
of term
Re-nominate
Re-nominate
Re-nominate
Re-nominate
Incumbent
resigning - Elect
replacement to
complete last year
of term
Elect replacement director
to a full term
Re-nominate
Re-nominate
Re-nominate
Re-nominate
Re-nominate
Re-nominate
Elect replacement director
to a full term
Re-nominate
OSM – Global Expansion Pillar
Global PILLAR
Key Platform
– Objectives & Goals, Strategies, Measures (OSM)
Vision: Vision for key body of work: NEW must go global or lose relevance
Central Challenge: How to do this thoughtfully. Not compromise NEW US operation. Funding and resources need to be incremental.
We know there is a war on talent and it is even bigger outside the .
Objectives and Goals
Strategies
Measures
Strategic Pillar:
Define what we
mean by global
Key Owners:
Helayne Angelus
Julie Hamilton
John Saguto
James White
Bob Dickson
DeDe Priest
Sharon
Stufflebeme
Margarita Rossi
Staff Alignment
Joan Toth
1. Develop question set to send to BOD Members
2. Enlist key champions (Bob McDonald, Mutar Kent,
Mike Duke)
3. Contact non US-based retailers (Carrefour,
Tesco)
Resources Needed
1. with third party to collect and distill
intelligence around the current state of
female leadership around the world to
develop business
2. Steering Committee leadership/
engagement to develop strategy and action
plans
Est. Cost:
Target Start:
Target Completion:
Time Line 1st quarter 2009/2nd quarter 2009/3rd
quarter 2009/4th quarter 2009/2010/2011
Status:
Scorecard
How will your work be measured
for effectiveness and value to the
sponsors/members
Strategic Pillar:
Develop the
business case
Key Owners:
(same as above)
1. Enlist co-sponsor to do due diligence (collect
current research) and distill information to build
preliminary “model” for the global strategy
2. Compile a list of key champions to advocate/sell
the idea and identify global companies for initial
“engagement” and feedback
3. Test concept structure in identify region(s) for
initial test
Resources Required: (same as above)
Est. Cost:
Target Start:
Target Completion:
Status:
(same as above)
NEW Global Pillar -- Progress
 NEW Global Sub Team Members: several conference calls with eight subteam
members.
Designed an eight question internet survey with over 20 responses and
individual follow up interviews.
Agreement in last Board meeting to develop a plan for piloting in Toronto and
Mexico City a lead for outside US expansion
Recommendation on next steps to include better definition of the work to be
done including a comprehensive RFP, and roadmap with key deliverables for
NEW’s long term growth plans
Board of Directors Meeting
Becoming a Mature Non-profit Organization
October 12, 2009
Your Network of Executive Women is
approaching a milestone…







Are we prepared?
How will we contribute?
How will we lead?
Are we dynamic and fast?
Are we flexible and responsive?
What is the role of the Board?
Are YOU READY to guide and influence?
Non-Profit Organizational Lifecycle Model
Leadership
Sustain
Adaptive
Management
Stage 3
Technical
Community
Impact
Stage 2
Stage 1
Core Program
Development
Infrastructure
Development
Stage 4
Stagnant
Mature
Renew
Adolescent
Start Up
Defunct
This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for
Nonprofit Capacity (Stagewise Enterprises, 2002.)
20
Summary of Aug. 2009 Branding and
Marketing Work
October 12, 2009
Contents: NEW Branding and Marketing
• Mission, Segments, Positioning, and Personality
• 2012 Strategic objectives
• 2010 Organization objectives
• 2010 Marketing/Selling objectives
Branding and Marketing Session
Background
•In August, the Network of Executive Women’s Officer team
met to define the positioning of the Network of Executive
Women brand and the marketing/selling objectives and
strategies
Scope
•The scope of discussion was limited to the U.S. and did not
include the potential for future global expansion
3 Types of Segmentation drive resources &
priorities
Sponsor Segmentation
Member Segmentation
for Programs
•
•
•
Tier: Title, Platinum, Gold, Silver, Regional
Class: Foundation, Recently added, A/O
Type: CPG, Retail, Other
• Emerging Leaders
• Executives
• Emerging Leaders
Member Segmentation
for Marketing
• Executives
• Ambassadors
Network of Executive Women’s
Mission Statement
To attract, retain, and advance
women
in the consumer products
and retail industry
Positioning to sponsors and members
To diversity decision makers and high potential
women
at CPG retailers and their suppliers,
the Network of Executive Women is the
network that provides collaborative engagement
that advances women
and drives business
Mission, Segmentation and Positioning drive
the Brand Nationally and Regionally
 Brand Personality
– Authentic
– Inspiring
– Professional
– Confidence builder
Functional representation: encourage “drift”
to wider functional representation
2012 Strategic Objectives
 Five key focus areas of our 2012 strategic objectives
 Sponsorship enrollment
 Regional involvement and activity
 Sponsor and member perception of Networking of
Executive Women value
 Mission statement centric
 Cash flow
2012 Strategic Objectives
2012 Strategic Objectives
Sponsorship
Enrollment
• Attain 37 Title and
Platinum sponsors
(excluding special
cases) which assumes
retention of at least 30
of 33 current 2009
sponsors
• Reduce the percent of
sponsors categorized
as Low Activation (i.e.
<40% activation)
from 29% in 2009 to
15% by 2012
Regional
involvement
and activity
• Achieve 18
regional groups
and 7400
regional event
attendees
NEW value (based on
survey responses)
Mission
statement
Cash flow
• Increase responses on “NEW
is having a significant impact
in my organization” among
Title and Platinum sponsor
decision makers by 5
percentage points
• Increase responses on “I
would recommend NEW to a
friend” among members by 5
percentage points
• Increase responses “NEW
provides collaborative
engagement that advances
women and drives business”
among sponsor decision
makers by 5 percentage
points
• Increase responses on “NEW
provides collaborative
engagement that advances
women and drives business”
among members by 5
percentage points
• By 2012,
implement one
major
platform that
supports the
“attract” in our
mission
• Explore using
the database to
measure
retention and
advancement
of NEW
members
• Achieve
breakeven or
better annual
results with
cash on hand
increasing
from 9 months
of expenses in
2009 to at
least 12
months in
2012
2010 Objectives
2010 Strategic Objectives
Sponsorship
Enrollment
• Attain 34 Title and
Platinum sponsors
(excluding special
cases) which assumes
retention of at least 33
of 33 current 2009
sponsors
• Reduce the percent of
sponsors categorized
as Low Activation (i.e.
<40% activation)
from 29% in 2009 to
24% by 2010
Regional
involvement
and activity
• Achieve 17
regional groups
and 6600
regional event
attendees
NEW value (based on
survey responses)
• Establish Survey benchmarks
Mission
statement
• In 2010,
identify an
owner for
“attract” and
evaluate
relevance of
offerings
Cash flow
• Achieve
breakeven or
better annual
results with
cash on hand
increasing
from 9 months
of expenses in
2009 to at
least 10
months in
20120
2010 Marketing/Selling objectives and owners
Category
Goal
Owner
Sponsorship
Nestle or SCJ sponsorship
Regenia
For Title and Platinum, 1 sr. level
engagement at 1 national or regional event
Joan / BOD
Positioning and segmentation with
scorecard and activation template
Regenia / Nancy
Add 1 Regional Group:
Joan / Alison
Regional
Seattle, Atlanta, Toronto
Regional Attendance growth 14%
Joan / Maria
Mission
Obtain compliance of mission and brand
personality at all National and Regional
events
Alison
Cash flow
Achieve budgeted level of attendance at
national events
Joan / Debbie
Value
2010 Marketing/Selling objectives: Topics for BOD
Category
Goal
Owner
Sponsorship
Increase sponsor activation to >40% of a
company’s allotted members among 2 Title
or Platinum sponsors
Joan/ Regenia
Regional
Implement 1 new opportunity for
collaborative engagement at each regional
event
Maria / Alison
Value
Achieve significant increase in unaided
awareness of NEW among thought leaders
in our industry
Michelle
Mission
Design and implement member
segmentation; link to attract, retain and
advance. Layer membership ROI.
Kim / Kathy /
Debbie
Cash flow
Commitment to Implementation
2012 Strategic Objectives
2010 Strategic
Objectives
2010 Marketing &
Selling Objectives
• Executive committee member assigned to each strategy/objective;
complimented with a staff member
• Quarterly meeting cadence to provide status on each
strategy/objective
• Board will receive updates and be asked to engage at least once a
year to monitor progress and provide continuity throughout
leadership changes
Non-Profit Organizational Lifecycle Model
Leadership
Sustain
Adaptive
Management
Stage 3
Technical
Community
Impact
Stage 2
Stage 1
Core Program
Development
Infrastructure
Development
Stage 4
Stagnant
Mature
Renew
Adolescent
Start Up
Defunct
This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for
Nonprofit Capacity (Stagewise Enterprises, 2002.)
34
Engaging the Board in Next Steps





Brainstorming (are we on the right track)
What are the right priorities
Looking at a 2-year horizon
Sustainability Modality
Framework for Report out
Breakout Groups and Supporting Reports
Regional Committee Update
Demand Continues to grow with YTD Registrations +16% ahead of last year
 Annual prj. Is 6200 or +20% over last year despite softening in 4 regions
 Older regions with softer registration: Chicago, Dallas, Metro NY & Twin Cities
 New Chapters driving the growth +1100 vs. yago - So Cal and Carolinas , plus Fall Twin Cities
event
NEW Chapter Progress Contingent on Retailer Engagement
 Toronto Region under evaluation led by Kraft
 Seattle launch with Costco
 Informal events in Atlanta (Kraft/CCNA) and Denver (White Wave/Dean)
Consistent Communication is Critical to Sustain our Brand “NEW”
 Updated Regional guidelines to clarify process (Connections events) to avoid cannibalization.
 Communication: NEW Regional WebPages / NEW Event Calendar -- black out dates
provide consistent support, encourages advance planning and balance.
 Quarterly calls to share best practices and process updates (event registration process, no group
invoices, promotions, fundraising pkg. and membership requirement -- serve on committee.
Regional Registration Trends by Event 2008-2009
450
400
4 Regions Declining
3 with 2nd event
actual #’s
9 Regions Holding or Growing with 2nd event 2009 prj
350
300
250
Spring 08
Fall 08
200
Spring 09
150
Fall 09 Prj/Act
100
50
0
Note: 10 Fall events in 2009 are projections
Total Registration by Region 2008-2009
1800
1600
1400
1200
1000
Fall 09 Prj/Act
800
Spring 09
600
Fall 08
400
Spring 08
200
0
NEW Regional Groups Expand our Reach
Toronto 2010
Seattle 2010
Twin Cities
Western
Michigan U.
Portland State U.
New England
Chicago
Greater
Philadelphia
Cincinnati
New York
Metro
Northern
California
Northwest
Arkansas
Mid-Atlantic
The Carolinas
Southern
California
Dallas
Atlanta—2011
Current - 15
Tampa
2010 Potential Expansion - 2
Potential Expansion - 2011
Total Groups
Total Attendees
Total Formal Events
2008
13
5100+
22
2009
15
6200+
28
OSM – Member Value Pillar
Membership/Value Proposition/education PILLAR
Key Platform
– Objectives & Goals, Strategies, Measures (OSM)
Vision: Vision for key body of work: Talent / Diversity “Go to” resource solving for women and resolving for all. (Using the power of
the women to create an inclusive workforce.)
Central Challenge: Resources, focus and integrated brand communication
Objectives and Goals
Strategies
Measures
Strategic Pillar:
Promote
Successes in
terms of ROI for
members
NALS/ELF/Multi
cultural/
Regional etc.
Key Owners:
Kathy Casey
Sandra Bushby
Debbie Wildrick
Bobbie O’Hare
Michele Murphy
Caroline Nakken
Staff Alignment
Anna D. Martinez
To enhance NEW’s value proposition, which should
drive an increase in membership.
Resources Needed
1.Inventory & SWOT on services
2.Sponsors/Members needs assessment
3.Gap analysis
4. Prioritize work stream
5. Communication strategy
6. IT Solution
Est. Cost:
Target Start:
Target Completion:
Status:
Time Line 1st quarter 2009/2nd quarter 2009/3rd
quarter 2009/4th quarter 2009/2010/2011
2009 Q1 Assessment & Input / Q2
Prioritizing, budgets vendors / Q3
Development / Q4 Implement
Strategic Pillar:
Develop new
content to reach
a broader group
of influences
Key Owners:
(same as above)
1. Develop content - for P&L decision maker, CEO
roundtable, multi-cultural for men etc.
2. Focus groups with GenX, GenY, Mill. Needs
Special Report
3.Develop & implement “My NEW’
4.Communication strategy
Resources Required: (same as above)
Est. Cost:
Target Start:
Target Completion:
Status:
Scorecard - How will your work be
measured for effectiveness and
value to the sponsors/members
* Continue current measures *
Track promotion, etc. of members
* Develop and include male
metrics e.g. male advisory council
* Application of content in sponsor
companies
Membership Committee Report
NEW Members
2500
2,059
2000
1,431
1500
1,212
1000
500
0
2007 Actual
2008 Actual
2009 YTD
Membership Committee Report
Corporate Members
1500
1,431
1,241*
1,212
1000
500
2007 Actual
2008 Actual
2009 May - Oct
* Total number of corporate member sub-accounts activated since May 26, 2009.
•Activated corporate member sub-accounts – corporate members connected to ambassador account.
•Estimated corporate seats 2,915; progress to date 43% completed since website launched.
Membership Committee
Database Optimization & Corporate Member
Activation
Strategic Pillar
Initiative
Key Priorities
Action Steps
Database
Optimization
Optimize the features and
tools of the new database to
increase membership
involvement.
Focus on data management and
networking tools.
New website launch
•executed on communication plan
•pilot program
•offered “navigation” presentations to entire
membership
•provided training t for regional pages
Corporation
Member
Activation
Optimize the corporate seats
available
•Emphasis on timely and
accurate data management of
member information
•Encourage internal
collaboration for NEW
members
•Align with scorecard review
Focus on Title and Platinum
sponsors
Implemented corporate activation plan:
•customized marketing materials
•webex training for person sending the invitation
•monthly progress report.
Membership Committee
Central Challenge: Align focus and resources to an
integrated brand communication and maximize sponsor value
Strategic Pillar
Initiative
Key Priorities
Action Steps
Build on and
communicate
NEW successes
To enhance NEW’s
value proposition,
which should drive
an increase in
membership.
Conduct a comprehensive competency
development, assessment, and
learning/development engagement
Define objective/strategy
Align organization
Complete on line assessment
Develop new
content to
reach a
broader group
of influences
Optimize “My NEW”
Market “My NEW”
Web Tool development implemented and active
Design content plan
• Personal growth
• Professional
growth
• Cultural/Diversity
/Inclusion
Align on overall content priorities
Implement: objectives, audiences, messages,
tool/activities, resources, timeline, and evaluation
methodology
Education Committee: 2009 Goals
• Continue to improve ROI to members
• Understand evolving needs of current and future members – core
competencies
• Incorporate workforce trends and best practices in education offering
• Multicultural Workforce 2009 – Addressing 6 Platforms
• Executive Leadership Conference 2009 – Thriving in Tough Times
• NEW Annual Summit 2009 – Smart, Fast, Flexible – 3 breakout tracks
• Align with value proposition; renew focus against development of
online skill building modules
– Work with external resource
• Continue success against scholarship program – Scholar Shop 2009
Education Committee
•
2010 – Schedule Complete
–
Executive Leadership Forum
•
•
–
Multicultural Workforce
•
•
–
W Dallas - Victory
Tuesday, March 16 - Thursday, March 18, 2010
Annual Summit
•
•
•
Westin Stonebriar Resort
Tuesday, July 13 – Thursday, July 15, 2010
The Westin Charlotte
Monday, September 27 - Tuesday, September 28, 2010
2010 – Step Change – Committee
–
–
–
Better Defined Roles
Enhanced Outcomes
Consistent Themes
Education Chair –
Overarching
Strategy
NALS
Committee Chair
ELF Committee
Chair
Multicultural
Committee Chair
Web / E Learning
Chair
Scholarship Chair
Mentoring Chair
Regional
Communication
Chair
OSM – Sponsorship Value/ROI Pillar
Sponsorship/ROI PILLAR
Key Platform
– Objectives & Goals, Strategies, Measures (OSM)
Vision: To have engaged and active sponsors fuel our future with sponsor dollars to sustain our not-for-profit organization to meet
NEW’s mission.
Central Challenge: We need Unique concise positioning to enhance value proposition to maintain, trade up and attract new sponsors
given the economy. (ELF offers leadership too)
Objectives and Goals
Strategies
Measures
Strategic Pillar:
Maintain/Trade
Up
Key Owners:
Michelle Gloeckler
Maria Edelson
Beverly Grant
Debra Grosh
Cathy Green
Kim Feil
Mike Gorshe
Staff Alignment
Nancy Krawczyk
1. Communicate sound bites – ideas/tools from
every event
2. Penetration/breadth/depth of contact points –
expand memberships
3. Expectation & Scorecard Discussion
Ensure delivery of expected value
Resources Required:
1. Need resources to create learning sound
bites and email message to regional
committees to share within their companies
to show ROI.
2. Regional committee members need to
report back to regional sponsors on the
value
3. Expand sponsorship committee
Est. Cost:
Target Start:
Target Completion:
Timeline: 1st quarter 2009/2nd quarter
2009/3rd quarter 2009/4th quarter
2009/2010/2011
Status:
Scorecard: How will your work be
measured for effectiveness and
value to the sponsors/members
Scorecard results- participation
numbers, ability to attract & to
retain via industry exposure, build
awareness to change cultures
Strategic Pillar:
NEW Sponsor
Targets
Key Owners:
(same as above)
1. OTC companies – Novartis, GSK since we have
drug store channel
2. Convert regional to national sponsor
3. Price increase, multi-year contracts, membership
expansion
Resources Required: (same as above)
Est. Cost:
Target Start:
Target Completion:
Status:
(same as above)
Sponsorship Committee
Progress as of 9/22/09 – growth through a challenging economy
 YTD we have exceeded budget of $1.1M and have raised $1.245m in sponsor revenue
 Out of 52 sponsors, 3 pending invoicing, 1 at risk MARS NA Candy
1 Platinum KPMG (Oct renewals)
1 Gold: MARS (July 09 renewal)
 We have sold 6 new sponsors - 5 from our target list
1 Title: Food Lion/Delhaize
2 Gold: Kimberly Clark, Newell Rubbermaid
3 Silver: Coty, Jamba Juice, SC Johnson
 Sponsor changes:
1 Platinum shifting upward to Title: Clorox
1 Platinum shifted downward to Gold: 7- Eleven
1 Gold sponsor shifted downward to Silver: Pepsi Bottling Group (acquisition target)
2 Silver sponsors lost: Morton Salt & Hy Vee ($15,000)
2009 Sponsors - Current List as of 9/22/09
Title 18
Platinum 15
Gold 10
Silver 15
Accenture
Nielsen
7-Eleven
Chevron
Campbell
Catalina
Acosta
Advantage Sales
& Mkt
Clorox
Coca-Cola
Deloitte
Colgate Palmolive
Con Agra
Costco
Crown
CVS/Caremark
Del Monte
Cadbury
Chiquita
CPG Jobs
CSP
General Mills
Johnson O'Hare
Mars Advertising
Mars Inc.
S&D Coffee
Coty
DemandTec
Family Dollar
KPMG
Mass Connections
Kraft Foods
Kroger
Nestle Purina
Pepsico
Nestle Waters
Safeway
Sara Lee
Supervalu
Kimberly Clark
Newall
Rubbermaid
Food Lion
J&J
Kellogg
NEW
NEW
Hormel
NEW
IRI
JM Smucker
Jamba Juice
Kalypso
P&G
Target
Pepsi Bottling
Group
Stop & Shop/Giant
Unilever
Walmart
Walgreen
The Hershey Co
SC Johnson
Renewed
At Risk
Lost
Hy Vee
Morton Salt
58
NEW
NEW
will lose in
2010 being sold
NEW
Sponsorship Committee – 2010 Forecast
Maintain our Base & Enhance the Value Proposition
 Maintain and grow activation at 18 Title and 15 Platinum sponsors who generates 85% of
our revenue*
 Recognize some risk at lower sponsor levels due to economy and mergers:
Cadbury, Chiquita, Kalypso, Pepsi Bottling Group
 Share new Sponsor level program with select group to determine refinements and optimal
timing for roll-out. (Add Diamond level)
 Secure new sponsors focused on CPG and Retail and expand selectively outside of our
industry. (Pharma with OTC Products, Expanded Retail like Best Buy, Michaels, Radio Shack)
A target: Nestle
B targets: Brown Forman, Diageo, Heinz
C targets: A&P, AG Bayer, Best-Buy, Dannon, Dollar General, CH Robinson, Glaxo Smith
Klein, IBM, Novartis and, Rite-Aid
Sponsor Survey Fall 2009
23% response rate (26 responses). 49% of respondents were Title or Platinum sponsors
Please rate the value of NEW sponsorship to your organization:
An exceptional value, worth more than my organization paid for it
A good value, worth about what my organization paid for it
A poor value, worth less than my organization paid for it
Not sure/no answer
Percent
20.00%
64.00%
4.00%
12.00%
How likely is it that your organization will continue its sponsorship of NEW?
Response
Very likely
Likely
Unlikely
Very unlikely
Not sure/no answer
Percent
48.00%
36.00%
0.00%
0.00%
16.00%
84% rate value as exceptional or good and 84% are very likely or likely to renew
Trade and Industry Relations
Progress to date
FMI: Partnership with Future Connect in Dallas May 2009 rescheduled same time as Summit -so
•
•
Trudy Bourgeois reception program was rescheduled. Reception with the Dallas NEW
Regional Committee cancelled.
NEW has an active presence on education committee via Joan and Associate Executive
Committee via Mike.
Key FMI VIP’s invited to Board dinner at Summit.
GMA: GMA Exec Conference in September featured Kim Feil in “Coffee with” session
•
•
GMA Executive Conference honored “Outstanding NEW Champion” Jeff Noddle
GMA/NEW partnered and published new study on sales talent mgmt, on podium at ELF and
GMA’s MSM conferences
NACS: co-hosting reception at NACS Show for 3rd year
SIFE & NEW Partnership continues to grow
RILA, NACDS, CIES - all status quo.
2010 Board Meeting Schedule
- Tuesday, March 16th – Dallas, TX
12:00pm-5:00pm
-
Monday, September 27th – Charlotte, NC
8:00am-3:00pm
Discussion and Action Items
Thank You!