I spoke this week to the organizer of one association show who knows why his show is declining in revenue, attendance and significance to its industry. He knows why a for-profit upstart could come in and steal whatever enthusiasm is left in his industry for an event – and there’s nothing he can do about it.
Many association managers today find themselves stuck between the proverbial stone and a hard place. They recognize the realities of the events industry today. They know that overall association membership is declining because its relevance to members is dwindling.
They understand their faithful audiences have many more ways to connect with potential partners and learn what they need to know to do their jobs better. They also understand how more nimble players can swoop in and launch a competing “pop-up,” worrying little about legacy issues and more about profits.
That’s their stone. Their hard place is a board of directors that doesn’t get it, the board that’s a legacy itself and doesn’t understand why attendance at the show and revenue are declining – when, from their point of view, nothing else has changed.
We all know how hard it can be to tell a boss he or she doesn’t know how much they don’t know.
Start this way: Ask your board to review its event goals. And don’t let them say, “That’s your problem.”
Is their primary goal to make money with the annual show? Is their No. 1 priority to get as many members there as possible? Do they want to use the annual event as a vehicle to deliver messages to a larger audience about the industry?
Is their best answer, “Because the bylaws say we have to have to”? (If it is their answer, you’re really in trouble.)
To a certain extent, it doesn’t matter what their answer is, as long as it gives you an opportunity to explain why you’re not accomplishing their goal now – and what you’ll have to change to do so.
Michael Hart is a business consultant and writer who focuses on the events industry. He can be reached at email@example.com.No Fields Found.