Developing a Market-Driven (Regional) Industry Association: 10-state regional Industry Association (agricultural)

Situation:

1. Parent Industry Association responsible for the marketing of farming product facing continued declining membership
   • Industry as a whole challenged
     • Demand weak: lower per capita product consumption
     • Supply strong: better herd management and production
     • Net-net: marginal profitability for farmer
   • Southeastern farmer hard hit
     • High attrition rate
     • Membership declines past 15 years (11,000 to 9,000 farmers)
     • Association revenues declining
2. SE-region association management and administration had grown unfocused
   • Internal infighting over program territory
   • Low productivity
   • Little or no accountability
   • Unclear prioritizing
3. Survival of SE-region association required redirection of mission and stronger commitment to
   satisfying member needs and creating more direct and measurable consumer interest in industry
   products

The Bedford Group’s Contribution:

1. Analyzed current organization
   • Interviewed key stakeholders
     • Within marketing
     • Within management
     • Across regions
     • Across program platforms (sales promotion vs. nutrition)
   • Assessed skill set of personnel and their ability to carry out their stated roles
2. Analyzed status as Market-Driven organization
   • Level of consumer and membership intelligence gathering
   • Degree of shared dissemination of information
   • Responsiveness to delivery of services in light of information
3. Evaluated nature of relationship with outside suppliers
4. Assessed marketing information system

The Bedford Group’s Recommendations:

1. Proposed new structures – assigned people with recognized skill set to manage key functions
2. Established mission and vision
3. Created evaluation programs

Client Outcome:

1. Streamlined organization
2. Put measures in place directly evaluating program effectiveness
3. Stronger ties to membership and consumer